臺北連鎖與獨立桌球館經營之比較研究

Abstract

本研究目的在於透過半結構式深度訪談法與文件分析法，並利用「連鎖總部發展歷程理論」分析比較連鎖桌球館與獨立桌球館經營之異同，詮釋經營桌球館需要具備之條件，以及發展連鎖經營必須要注意之事項。研究結果發現：(一) 產品內容必須要多元化，才能滿足消費者需求。(二) 球館提供之產品，必須針對消費者需求來設定，增設特定目標客群，才能使消費者有更多選擇。(三) 連鎖桌球館大量採購商品能壓低商品成本，增加球館收入；獨立經營桌球館不能大量購入商品，因此成本不能壓低。(四) 桌球館必須把組織分工，如此才能即時處理消費者問題。(五) 連鎖桌球館有多間連鎖桌球館支持新的店家，會讓新的店家經營規模快速成長；而獨立經營桌球館因為資金不足，會往地下室發展，成長速度會較慢。(六) 桌球館人力必須有多位專業人才，企業化管理，員工才會願意加入；獨立桌球館必須組織分工，以提升服務品質。The study was based on semi-structured interviews and grammatical analysis, and analyzed the difference from the chain and independent table tennis center by using the course theory of the chain headquartered development. Also, the theory demonstrated the prerequisites to run a table tennis center and the must-know notes of developing a chain sport business. The results of the research were as follow: (1) The content of the products must be diversified so that it could be meet with all needs of vast consumers. (2) The products offering by table tennis center must set up the target customers and aim at these consumers in order to offer consumers more choices. (3) The chain table tennis center could increase revenue and lower the costs by purchasing commodities largely. This won’t be happened in independent table tennis center. (4) The works of table tennis center must be divided into several departments; thus, the person in charge can deal with the issues of the consumers immediately. (5) New branch of chain table tennis center will be supported by other branches; on the other hand, the new branch will grow rapidly. On the contrary, due to lack of funds, the independent table tennis center would grow slowly and do the majority of activities in basement. (6) There are many professions of human resource managements to organize the center ran towards enterprise resource management, thus the staffs would be willing to work for the center. However, the works of independent table tennis center must be divided into several parts of departments to work in order to promote the overall quality of the services.