锦程公司连锁经营的改进对策探讨
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摘要
随着全球经济一体化、贸易自由化的发展，连锁经营得到了广泛的应用。在我国，连锁经营呈现出数量增长快、地区分布广、业态种类多等特点，成为企业扩张的一个有力的武器。连锁在英文中译为chain。一般认为，一个企业以同样的方式、同样的价格，在多处同样命名的店铺里，出售大体相同的商品或服务，这些经营店铺被称为连锁店，这种经营模式被称为连锁经营。连锁经营大致分为三种形式：直营连锁式、特许经营连锁式和自由连锁式。其中特许经营连锁又称加盟连锁，是一种较直营式更具活力，较自由式更有约束力的经营模式。锦程公司就是应用加盟连锁获得了企业的迅速发展。加盟连锁有旺盛的生命力，它能将传说的“同行冤家对头”变为“一个战壕的战友”，为共同利益而努力拼搏。风靡世界的肯德基、麦当劳，皆是特许连锁经营的典型代表。连锁是人类有史以来，最成功的营销理念。
本文就是针对目前国内连锁经营大发展的现状和世界连锁经营的管理理论，以大连锦程国际货运股份有限公司为例进行应用研究。在国内货运代理行业，锦程公司是应用加盟连锁进行企业发展的首位尝试者，并且取得良好的业绩，但也存在很多问题和困难。在分析锦程公司的发展状况基础上，针对锦程公司存在的主要问题，文中提出相应的具体解决对策。
本文在以下三个方面对锦程公司应用连锁经营的进行探讨：
(1)研究连锁经营理论。从介绍连锁经营的概念、特点以及经营优势、类型入手，了解其在国内外的发展状况，分析其取得成功的原因。
(2)锦程公司连锁经营的影响因素分析。总结锦程公司的发展，深入剖析其特点和经验，分析我国货运代理行业环境、锦程公司内部环境，采用SWOT分析法予以汇总优劣势和机会威胁，对锦程公司目前采用连锁经营方式发展的状况进行分析。
(3)提出锦程公司连锁经营的发展对策。从选择合适的连锁结构开始，提出应采用加盟连锁和直营连锁相结合的方式，调整锦程公司的组织机构，重新设计公司的盈利点，探讨业务发展、信息化建设、规范管理等问题。以期探索和设计出符合锦程公司实际情况的发展对策，从而使锦程公司改变现状，在竞争中占据有利地位。
With the development of centralisation of global economy and trade freedom, chain operation is widely applied. In China, chain operation presents the characteristics of rapid growth in quantity, wide application in terms of geography locations, and various styles. Chain operation has become a powerful weapon in enterprise expansion. Generally, a store is named chain store when an enterprise sells similar products and services at the same price using the same method at different locations under the same store name. Such way of operation is known as chain operation. Chain operation is roughly divided into three types: direct chain operation, franchise chain operation, and free chain operation. Among them the franchise chain operation is also named join-in chain operation. It is more vigorous than direct chain operation, and more controllable than free chain operation. By undertaking franchise operation, Jc Trans Logistics has achieved fast growth. Franchise has vigorous vitality. It can turn the counterparts into friends to work hard for common interests. KFC and McDonald, which have swept the world, are the typical representatives of franchise. Chain operation is the most successful business mode.
This paper takes Dalian JC as an example, studies the current situation of domestic chain operation and management theory of global chain operation. JC Trans is the first enterprise within the freight forwarder industry in China to undertake franchise operation, and has achieved great success. However, problems and difficulties are inevitable. Based on the analysis of the development of Jc Trans, this paper provides solutions in the three following aspects:
(1) Studying the theory of chain operation. Through the introduction of the concept, characteristics and advantages of chain operation, to understand the internal and external state of development and analyse the reasons for success.
(2) Management environment analysis of JC Trans. Summarising the development of the company, studying its characteristics and experience, analysing the environment of freight forwarding industry within China and JC Trans' internal
environment, gathering the strengths, weaknesses, opportunities and threats by the application of SWOT method.
(3) Putting forward the development solutions for JC Trans' chain operation. Choosing the suitable chain structure, adjusting JC Trans' enterprise structure, redesigning the enterprise's profit point, probing into business develop, information technology construction, management standardisation, etc. To improve Jc Trans' current situation, take up a more competitive position through the exploration and design of suitable solutions for Jc Trans.
本文就是针对目前国内连锁经营大发展的现状和世界连锁经营的管理理论，以大连锦程国际货运股份有限公司为例进行应用研究。在国内货运代理行业，锦程公司是应用加盟连锁进行企业发展的首位尝试者，并且取得良好的业绩，但也存在很多问题和困难。在分析锦程公司的发展状况基础上，针对锦程公司存在的主要问题，文中提出相应的具体解决对策。
本文在以下三个方面对锦程公司应用连锁经营的进行探讨：
(1)研究连锁经营理论。从介绍连锁经营的概念、特点以及经营优势、类型入手，了解其在国内外的发展状况，分析其取得成功的原因。
(2)锦程公司连锁经营的影响因素分析。总结锦程公司的发展，深入剖析其特点和经验，分析我国货运代理行业环境、锦程公司内部环境，采用SWOT分析法予以汇总优劣势和机会威胁，对锦程公司目前采用连锁经营方式发展的状况进行分析。
(3)提出锦程公司连锁经营的发展对策。从选择合适的连锁结构开始，提出应采用加盟连锁和直营连锁相结合的方式，调整锦程公司的组织机构，重新设计公司的盈利点，探讨业务发展、信息化建设、规范管理等问题。以期探索和设计出符合锦程公司实际情况的发展对策，从而使锦程公司改变现状，在竞争中占据有利地位。
With the development of centralisation of global economy and trade freedom, chain operation is widely applied. In China, chain operation presents the characteristics of rapid growth in quantity, wide application in terms of geography locations, and various styles. Chain operation has become a powerful weapon in enterprise expansion. Generally, a store is named chain store when an enterprise sells similar products and services at the same price using the same method at different locations under the same store name. Such way of operation is known as chain operation. Chain operation is roughly divided into three types: direct chain operation, franchise chain operation, and free chain operation. Among them the franchise chain operation is also named join-in chain operation. It is more vigorous than direct chain operation, and more controllable than free chain operation. By undertaking franchise operation, Jc Trans Logistics has achieved fast growth. Franchise has vigorous vitality. It can turn the counterparts into friends to work hard for common interests. KFC and McDonald, which have swept the world, are the typical representatives of franchise. Chain operation is the most successful business mode.
This paper takes Dalian JC as an example, studies the current situation of domestic chain operation and management theory of global chain operation. JC Trans is the first enterprise within the freight forwarder industry in China to undertake franchise operation, and has achieved great success. However, problems and difficulties are inevitable. Based on the analysis of the development of Jc Trans, this paper provides solutions in the three following aspects:
(1) Studying the theory of chain operation. Through the introduction of the concept, characteristics and advantages of chain operation, to understand the internal and external state of development and analyse the reasons for success.
(2) Management environment analysis of JC Trans. Summarising the development of the company, studying its characteristics and experience, analysing the environment of freight forwarding industry within China and JC Trans' internal
environment, gathering the strengths, weaknesses, opportunities and threats by the application of SWOT method.
(3) Putting forward the development solutions for JC Trans' chain operation. Choosing the suitable chain structure, adjusting JC Trans' enterprise structure, redesigning the enterprise's profit point, probing into business develop, information technology construction, management standardisation, etc. To improve Jc Trans' current situation, take up a more competitive position through the exploration and design of suitable solutions for Jc Trans.
引文
[1] 周旭，林军，金旭丹．连锁为王．北京：海洋出版社，2002：3-5
[2] 贺昆．从零开始—连锁经营的运作与管理．北京：新华出版社，2003：2-5 96-101
[3] 朱明侠．特许经营．北京：对外经济贸易大学出版社，2002：2-4
[4] 宋周，何燕．从西方零售业的三次革命谈我国零售业的发展．江苏商论，1998．8：25-28
[5] David J. Kaufman. An Introduction to Franchising and Franchise Law. Commercial Lawand Practice Course Handbook Series. Practicing Law Institute 1992, 603(A4):43-67
[6] 赵涛．特许经营管理．北京：北京工业大学出版社，2002：13-16
[7] 李维华，陆颖芯，侯吉建．特许经营概论．北京：机械工业出版社，2003：20-22
[8] Shook C, Shook R L. Franchising: The Business Strategy that Changed the World. Englewood Cliffs: Prentice-Hall, 1993:65-68
[9] Hoong Thung Cheong. Franchising Schemesin Singapore-Legal Aspects of Public Offers. Mal. L.R. 1984(26):257
[10] 赵涛，连锁店经营管理．北京：北京工业大学出版社，2002：86-87
[11] 金承华．商业新视点连锁经营．北京：中国商业出版社，1999：93-97
[12] Carrie Shook & Robert Shook. Franchising: The Business Strategy That Changed the World. Prentice Hall Career & Persond Development Englewood Cliffs, 1993: 215
[13] Nobuo Miyake. Franchise Business In Japan. Antitrust LJ (58):75
[14] 吴敬琏．中国流通业缺陷与出路．商业时代，2003．1：18-21
[15] 黄春峰．加入WTO对航运代理业的影响及对策．水运管理，2000(5)：2-4
[16] Michael Steven C. Can a franchise chain coordinate?. Journal of Business Venturing, 2002,17(4): 325-341.
[17] 金娟，王颖，毕春辉．连锁超市经营管理实务．深圳：海天出版社，2003：165-169
[18] An Dogen. Franchising 101 :the Complete Guide to Evaluating,Buying and Growing your Franchise Business.China Machine Press,2003:244
[19] 吴建国．连锁企业人力资源管理．上海：立信会计出版社，2003：93-97
[20] Sock Roh Yae. Size growth rate and risk sharing as the determinants of propensity to franchise in chain restaurants. International Journal of Hospitality Management, 2002,21(1):43-56.
[21] 肖彬．特许加盟实战手册—特许商分册．深圳：海天出版社，2003：389-392
[22] 肖 彬．特许加盟实战手册—加盟商分册．深圳：海天出版社，2003：240-241
[23] Barrow.C,Guide to Taking up a Franchise[M].Kogan page,2002Michael Steven C. To franchise or not to franchise: ananalysis of decision rights and organizational form shares. Journal of Business Venturing, 1996, 11(1):57-71.
[24] 王大超，王环．关于第三方物流经济学意义的理论分析．现代物流，2002．8：7-12
[2] 贺昆．从零开始—连锁经营的运作与管理．北京：新华出版社，2003：2-5 96-101
[3] 朱明侠．特许经营．北京：对外经济贸易大学出版社，2002：2-4
[4] 宋周，何燕．从西方零售业的三次革命谈我国零售业的发展．江苏商论，1998．8：25-28
[5] David J. Kaufman. An Introduction to Franchising and Franchise Law. Commercial Lawand Practice Course Handbook Series. Practicing Law Institute 1992, 603(A4):43-67
[6] 赵涛．特许经营管理．北京：北京工业大学出版社，2002：13-16
[7] 李维华，陆颖芯，侯吉建．特许经营概论．北京：机械工业出版社，2003：20-22
[8] Shook C, Shook R L. Franchising: The Business Strategy that Changed the World. Englewood Cliffs: Prentice-Hall, 1993:65-68
[9] Hoong Thung Cheong. Franchising Schemesin Singapore-Legal Aspects of Public Offers. Mal. L.R. 1984(26):257
[10] 赵涛，连锁店经营管理．北京：北京工业大学出版社，2002：86-87
[11] 金承华．商业新视点连锁经营．北京：中国商业出版社，1999：93-97
[12] Carrie Shook & Robert Shook. Franchising: The Business Strategy That Changed the World. Prentice Hall Career & Persond Development Englewood Cliffs, 1993: 215
[13] Nobuo Miyake. Franchise Business In Japan. Antitrust LJ (58):75
[14] 吴敬琏．中国流通业缺陷与出路．商业时代，2003．1：18-21
[15] 黄春峰．加入WTO对航运代理业的影响及对策．水运管理，2000(5)：2-4
[16] Michael Steven C. Can a franchise chain coordinate?. Journal of Business Venturing, 2002,17(4): 325-341.
[17] 金娟，王颖，毕春辉．连锁超市经营管理实务．深圳：海天出版社，2003：165-169
[18] An Dogen. Franchising 101 :the Complete Guide to Evaluating,Buying and Growing your Franchise Business.China Machine Press,2003:244
[19] 吴建国．连锁企业人力资源管理．上海：立信会计出版社，2003：93-97
[20] Sock Roh Yae. Size growth rate and risk sharing as the determinants of propensity to franchise in chain restaurants. International Journal of Hospitality Management, 2002,21(1):43-56.
[21] 肖彬．特许加盟实战手册—特许商分册．深圳：海天出版社，2003：389-392
[22] 肖 彬．特许加盟实战手册—加盟商分册．深圳：海天出版社，2003：240-241
[23] Barrow.C,Guide to Taking up a Franchise[M].Kogan page,2002Michael Steven C. To franchise or not to franchise: ananalysis of decision rights and organizational form shares. Journal of Business Venturing, 1996, 11(1):57-71.
[24] 王大超，王环．关于第三方物流经济学意义的理论分析．现代物流，2002．8：7-12
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