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研究生: 吳芳英
Ngo - Phuong Anh
論文名稱: 國際連鎖經營之企業家精神個案研究
A CASE STUDY OF ENTREPRENEURSHIP IN INTERNATIONAL FRANCHISING
指導教授: 劉代洋
Day-Yang Liu
口試委員: 繆維中
Wei-Chung Miao
謝成峰
Rong-Feng Shieh
學位類別: 碩士
Master
系所名稱: 管理學院 - 企業管理系
Department of Business Administration
論文出版年: 2012
畢業學年度: 100
語文別: 英文
論文頁數: 87
中文關鍵詞: 企業家
外文關鍵詞: entrepreneuship, PHO24
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PHO24評估為越南最大和最成功之一的franchise系統。不只集中於國內市場,PHO24也在尋找發展franchise系統在國際市場與介紹越南品牌至全球的機會。首先,PHO24擴大在亞洲的市場,如東京,上海,雅加達,漢城和得到以上國家的消費者高度讚賞。台北是其中潛在的市場之一。PHO24的目的是想建立PHO24在台北之franchise系統,並幫助台灣人了解更多有關越南美食。
以entrepreneurship 和 franchising兩個主要的戰略為基礎上,研究人員將分析在台北的餐飲業,並根據一些收集到的數據提出PHO24 franchisee系統之經營計劃。從franchisor的商標,品牌,培訓的支持將減少給franchisor的壓力和挑戰。但經研究人員的評估,對於台北市場的成功是否,投資者必須考慮台灣人的味蕾與系統和在地因素之間的平衡,並且更注重Marketing部份。從以上的分析,研究人提供了一些建議,以提高經營計劃的可行性和有效果。


PHO24 is considered to be the largest and professional franchise in Vietnam which has achieved growth in Vietnam and international market. Not only in domestic market, the owner of PHO24 also pays attention to seek the opportunities in international market with the aim of developing their franchise and introducing Vietnamese brand in global. They expanded their market mainly in Asian cities such as Tokyo, Shanghai, Jakarta, Seoul, etc. and have gained success in above markets. Taipei is one of the potential market in which a large number of Taiwanese people consider eat-out as their habits. What PHO24 wants is to set up PHO24 franchisees, expand its business in Taiwan and make Taiwanese people understand more about Vietnamese food.
Based on two strategies including entrepreneurship and franchising, the researcher will analyze the restaurant industry in Taipei and make the business plan of PHO24 franchisee with some forecasts based on the withdrawn data and detailed example. The supports from franchisor like logo, trademark, and training, etc, will reduce the pressures and challenges for franchisee. However, the research finds that in order to succeed in Taipei market, the individual who intends to take part in franchising should consider the Taiwanese taste, the balance between system and local factors and pay more attention on marketing. From the analysis, some suggestions are made to improve the efficiency and feasibility of business plan.

ENGLISH ABSTRACT i CHINESE ABSTRACT ii ACKNOWEDGEMENT iii TABLE OF CONTENT iv LIST OF TABLES AND FIGURES v CHAPTER 1: INTRODUCTION 9 1.1 Motivation and background 9 1.2 Research objective 3 1.3 Scope of research 3 1.4 Research limitations 4 1.5 Research content and Flow charts 4 CHAPTER 2: LITERATURE REVIEW 7 2.1 Entrepreneurship and Entrepreneurial Opportunities 7 2.2 Entrepreneurs 10 2.3 Strategic entrepreneurship 11 2.3.1 First mover 13 2.3.2 Risk reduction strategies for new entry exploitation 14 2.4 Franchising 15 2.4.1 What is a franchise? 15 2.4.2 Type of Franchising 16 2.4.3 Advantages and disadvantages of owning franchisee 16 2.4.4 International franchising 17 2.5 International Entrepreneurship 22 2.5.1 Definition of international entrepreneurship 22 2.5.2 Type of risks 23 CHAPTER 3: RESEARCH METHODOLOGY 24 3.1 Case study as research approach 24 3.2 Data collection 24 3.2.1 Primary data 25 3.2.2 Secondary data 26 3.3 Case interview 26 CHAPTER 4: INDUSTRY ANALYSIS 29 4.1 Overview investment in Taiwanese franchised chain restaurant market 29 4.1.1 Investment in Taiwan 29 4.1.2 Franchised restaurant industry 34 4.2 Difficulties in investment franchised chain restaurants in Taiwan 37 4.2.1 Other restaurants 38 4.3 Survey about consumer behavior 39 4.3.1 Eating behavior 40 4.3.2 Perception and attitude towards Vietnamese food 41 CHAPTER 5: CASE STUDY ON BUSINESS PLAN OF PHO 24 FRANCHISED CHAIN STORE IN TAIPEI 43 5.1 Company analysis and requirements to become PHO24 franchise 43 5.1.1 Company analysis 43 5.1.2 Vision, mission and concept, award 44 5.1.4 Requirements for PHO24 franchisee 47 5.1.5 Supports from PHO24 49 5.2 SWOT in establishing PHO24 franchisee 51 5.2.1 Strengths 51 5.2.2 Weakness 52 5.2.3 Threats 52 5.2.4 Opportunity 52 5.3 Business Plan for PHO24 Franchisee in Taipei 52 5.3.1 Marketing Plan 52 5.3.2 Operational model 56 5.3.3 Management Flow 58 4.3.4 Financial Plan 61 CHAPTER 6: CONCLUSION AND RECOMMENDATIONS 67 6.1 Conclusions 67 6.2 Recommendations 68

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