品牌活化之路 - 一個美式連鎖餐廳的組織變革歷程

Toward Brand Revitalization – Transformation process of An American Chain Restaurant

胡佳君(Chia-Chun Hu)

指導教授 ： 謝明慧

國立臺灣大學/管理學院/國際企業學研究所/碩士(2013年)

https://doi.org/10.6342/NTU.2013.00458

摘要

企業成功帶來改變更帶來慣性，其能永續經營的前提，在於時時保持靈活的動態組織因應，在面對企業發展國際化、競爭全球化的經濟整合趨勢下，更加劇對企業變革需求的速度與力度。台灣餐館業的年營業額高達三千多億元，吸引國際連鎖企業搶進。本研究針對個案國際連鎖餐廳的組織變革，進行觀察訪談分析後發現：（一）跨國企業在加速全球化時，往往因為缺乏客製化的跨文化溝通方式，以及培養在地員工與國際溝通技巧與能力，而造成品牌危機。（二）從外部引進領導團隊進行品牌活化時，如果最高管理層依循既有成功經驗框架行動，阻力不僅僅排山倒海而來，改革更常常無疾而終，最後導致企業衰亡，因此必須要找出並融入新單位企業文化的元素，從爭取內部及外部的信任開始，作為發動組織變革的基石。（三）變革過程中必須設定階段性目標，充分授權組織成員以創造性的思維，規劃具體計畫，以達成一致性的最終目標。（四）當跨國連鎖餐飲業在進行全球化擴張策略時，如果尚未達到標準化全球品牌形象，雖然管理上應該採取國際一致標準，但是在不同國家或地區應尊重當地文化，授權區域幹部適度的在地化。
本研究透過觀察國際連鎖餐廳的變革過程，一方面探討跨國連鎖集團對於活化成功的模式，複製於其他國家地區的可能性，另一方面希望藉由個案活化過程的經驗，對於跨國連鎖餐飲業能夠有所啟發。

關鍵字

品牌活化 ； 組織變革 ； 授權 ； 轉換型領導

並列摘要

When a company attains great success, an organizational inertia tendency sometimes comes along with it. However, the key to sustain any long term performance lies in an organizational structure that is both flexible and dynamic. If a successful business aims to take part in the international arena to compete in a globalized economy, it is all the more crucial to have a system in place that powers transformation and innovation.
The annual revenue in Taiwan’s restaurant industry exceeds 100 billion US dollars, alluring foreign investment from many international companies . This paper is a case study on the organizational transformation taking place in of one of such international companies , T.G.I.Friday’s-Taiwan (Thank Goodness It’s Friday). The findings of this research are summarized as follows:
1. It is not uncommon for an international company to hit brand crises in its aggressive pursuit toward globalization. This may be a result of lacking customized cross-cultural communication as well as training provided to local employees in order to communicate with mother company.
2. When a new leadership team is brought in externally to revitalize the brand was framed by the experiences that has led them to success in the first place, hurdles and obstacles will predictably inundate the company, leading the intended revitalization to a dead end or even taking down the entire business. To avoid such ending, the new leadership team needs to identify and adapt itself to the characteristic features and organizational culture of the company. By gaining approval and trust from the staff of the company, the new team will pave the way for its proposed organizational change.
3. Clearly defined phased goals need to be set for each stage of the transformation. Full empowerment to staff members is advantageous so as to encourage innovative ideas and concrete and feasible action plans. These efforts will lead consistently to ultimate goal.
4. In implementing its global expansion strategy while running an operation that is not yet in accordance with standardization, an international company will benefit from respecting local cultures and authorizing its regional managers to make appropriate changes in order to customize their service to the local market，that is so called glocalization.
This research examines the transformation of an organizational change in an international restaurant chain. It investigates the possibility of reduplicating its successful revitalization model in other regions. It is also the researcher hope that by documenting and analyzing the full course of transformation of T.G.I.Friday’s, other international restaurant chain will find compelling insights into their organizational structures.

並列關鍵字

Brand revitalization ； Organizational transformation ； Empower ； Transformational leadership

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