本研究的主要目的為探討連鎖體系總部將處理後之重要銷售資訊與分店分享的程度是否會影響總部與分店經理之間的關係品質。分別以主觀與客觀的分析模式,來探討總部給予店長關於商品品類與陳列之決策空間(決策結構)和總部將資訊下放給分店的品質與數量(溝通結構),兩結構在權限集中(centralization)方面互相搭配程度(matched or mismatched)的影響。牽涉到店長在決策能力方面,是否有策略的思考與執行能力,以及店長自主掌控的程度。從以上要素的影響下,探討總部與店長之間的內部通路關係品質(intra-channel relationship quality),包括通路內的衝突、店長的滿意度、以及商店的績效。除此之外,再將統一超商實施彈性檯帳的調查結果,做進一步的分析。 研究假設中提出,決策結構(權力下放的程度)與溝通結構(資訊下放的程度)的契合程度越高,總部與門市店長雙方的衝突會越低、滿意度越高、績效越好。 研究貢獻如下: (1)總部在權力下放的程度與資訊下放的程度需一致。 (2)店長是否主動索取情報資料,可以做為店長能力的指標參考。 (3)依照體系特色的不同,應該招募不同特質的店長。 (4)大部分統一超商的店長對彈性檯帳的實施都抱持正面肯定的態度。
The major purpose of this research intends to investigate the issue of how the distribution of scanner-generated information within a chain-store organization affects the relationship between corporate managers at headquarters and store managers at local branch stores. Subjective and objective analysis models were used respectively to probe into the notion of sharing information and/or even sharing merchandising decision power with local branch managers, that is, the match (or mismatch) of decision-making and communication structure in terms of degree of centralization. Besides, how would personal characteristics, such as the strategic capability and the need of control, affect the reaction of the local store manager to the prospect of “local empowerment” and the intra—channel relationship in terms of conflict and satisfaction? Moreover, particular attention was made on the new practice called “flexible shelf-space arrangement,” recently adopted by 7-Eleven in Taiwan. The hypothesis of this paper is based on the statement of “the better matched of the decision-making and communication structure, the lower the conflict level, and the higher the satisfaction and performance level it would reach between corporative managers and store managers. The main contributions for this study are as follows: (1) The communication structure within the chain-store organization should be matched with decision-making structure. (2) Whether the store manager is willing to get the information of merchandise proactively or not can be an index to measure the capability of the store managers. (3) The headquarters of chain stores should recruit store managers who possess unique personal characteristics based on the specific feature of this organization. (4) Most store managers in 7-Eleven have a positive and supportive attitude toward the new practice of flexible shelf-space arrangement.
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