一般連鎖通路業者都在不同區域擁有許多門市，這些門市所處的商圈具有不同的屬性，加上門市經營人員不同，以及其他影響因素，所以，門市的營運成果往往就不一樣，甚至差距很大。這種現象非常普遍，也是連鎖通路營運管理高層在意之處。有些業者會進一步分析商品層面，意圖發覺不同商品品項在不同商圈販售差異之原因，這些分析對於某些連鎖通路有一定的適用，但對於倚重面銷的連鎖通路可能有所不足，主要差異原因在於當產品倚重面銷時，銷售人員的綜合能力對於產品銷售成果的影響非常明顯。進一步以門市為研究單位來觀察，如果銷售的產品係屬新產品，且其產品屬性絕然不同於以往時，門市經理的個人認知或態度會左右銷售人員綜合能力培養的成果，並嚴重影響門市新產品推廣的績效。而這個人認知或或態度，即是本研究探索之重點。
因此，本研究以深度訪談方式，藉由質性分析的方法，以國內倚重面銷的連鎖通路業者-某眼鏡公司的新產品推廣過程為例，來探索分析其門市經理面對新產品時的個人認知或態度的差異，再將這差異萃取濃縮其構念，並由社會認知論的觀點來加以檢視。研究結果發現社會認知論可以解釋連鎖通路門市間新產品推廣績效的差異現象，也因此可將此理論擴展至商業應用的範圍。

For a chain store has many branches located in different areas, the performances between branches are usually different. Sometimes there even exists a huge gap. This becomes a very important concern for the chain store operating manager. Some companies will focus on analyzing their commodities. This kind of analysis, which focuses on commodity, is effective in some chain store but not suitable for the face-to-face selling channel. In the face-to-face selling channel, the ability of salesperson becomes the key to the performance instead of the commodity itself. More precisely, when promoting a new product, the personal cognition and attitude of the branch manager will influence the ability development of salespeople and the performance of this branch. This research focuses on how personal cognition and attitude of the branch manager influence the performance of a chain store branch when promoting a new product.
This research used the qualitative analysis method on a local optical company which relies on the face-to-face selling channel, and the process has three steps: 1) gathering data by interviewing branch managers, 2) coding the raw data, and 3) abstracting constructs from codes. This research used social cognitive theory to analyze the constructs we got, and the results show that social cognitive theory can explain the difference of performances between branches when promoting a new product. It also shows that social cognitive theory can be applied to business world.

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