連鎖餐飲業多品牌策略的個案研究

本研究採取質性研究的方法，訪談的對象是初具規模的國際連鎖餐飲集團──唯賀國際連鎖餐飲集團，正處於茁壯發育期，利用訪談的機會瞭解其選擇多品牌策略的關鍵因素及相關的實施做法，同時選取國內知名的連鎖餐飲龍頭──王品集團，作為比對個案的依據，相關的比對依據則由研究王品集團相關的論文中挑選。本研究提出三項建議：一、領導者的終身學習時代瞬息萬變，終身學習是強迫自己投入時代尖端的最好方式，亦是能主動獲取變革的機會，才有辦法醞釀出獨樹一幟的領導風格，唯有變強才能帶領組織往上提升。二、基礎建設穩健基礎建設如同家一樣，是所有活動的出發點，活動最忌頭重腳輕。三、營造人和的團隊營運歷經多世代的變化，以人為本的組織團隊關乎人才的培育及左右關鍵的營運成效。在瞬息萬變的時代潮流中，唯有將本身的實力壯大才能在逆風中抓住蛻變的機會，本研究透過與唯賀國際連鎖餐飲集團的訪談，得知台灣連鎖餐飲市場的困境與其堅持的勇氣，希冀本研究能為連鎖餐飲業多品牌策略提供貢獻。

關鍵字

連鎖餐飲業；多品牌；個案研究

並列摘要

This study adopts a qualitative research method. The interview is aimed at the international chain restaurant group Weihe, which is a large-scale international chain restaurant group. It is in the midst of a strong development period, using interview opportunities to understand the key factors in its choice of multi-brand strategy. Relevant implementation practices, while selecting the well-known domestic chain catering leader - Wang Pin Group, as the basis for comparison cases, the relevant comparison basis was selected from the research related papers of Wang Pin Group. This study proposes three simple suggestions: First, the lifelong learning of the leader. The times are changing rapidly, and lifelong learning is the best way to force yourself to invest in the cutting edge of the times. In disguise, it is an opportunity to gain change, and there is a way to create a unique leadership. Style, only strong can lead the organization to ascend. Second, the infrastructure is stable. Infrastructure is like home, the starting point for all activities, and the activities are the most top-heavy. Third, build a team of people. The operation has undergone many generations of changes, and the people-oriented organization team is concerned with the cultivation of talents. This study indirectly interviews with the CEO of Weihe to indirectly understand the difficulties and persistence of the Taiwanese chain restaurant market. This research can contribute to the multi-brand strategy of the chain restaurant industry.