台灣美髮連鎖體系應用資訊科技提昇經營管理 效益之探討
Date Issued
2005
Date
2005
Author(s)
陳淑方
DOI
zh-TW
Abstract
ABSTRACT
In Taiwan, the service industry has become a significant economic sector. It has grown rapidly, namely, expanded its economic scope and market share, through the widening of convenient and efficient franchise and logistic systems.
Taiwan’s beauty hair salon industry is part of the tertiary personal-based service sector. As a labor-intensive industry, it mainly focuses on the provision of personal service. Within the past twenty to thirty years, Taiwan’s large-scaled chained salons have acquired huge market shares by rapid expansion of chain stores, while the small to medium-sized salons and individual-owned studios have focused on differentiation, which in turn induced a growth of community-oriented salons that focused on providing services to their neighborhoods. Although the barrier of entry to this industry is rather low, its competitive nature has prevented any company from holding a majority of the market share.
The beauty salon industry is essentially a one-to-one provision of service. Their customers tend to spend much more time in consuming the service than in other service industries. Moreover, more diversified and long-termed demand has been maintained in response to the nature of human hair (which grows continuously throughout an individual’s life) as well as the intertwining of the hair salon business and fashion industry. However, as the market has grown and become mature, every member of the hair salon industry, especially the larger chained salon companies, has invested a great deal in maintaining their competitiveness. Besides increasing the quality of their service, which then increases customers’level of satisfaction, they also invested in human capital through professional training. In terms of research and development, they have generated more products and services and adopted new technology to boost up their competitive edge.
The beauty salon industry also faces additional challenges: Within the rapid development of knowledge-based technology, how can salons utilize those technological tools to maximize their managerial efficiency? Moreover, how to best manage customer relations given the increasing consumer demand for better products and services? Those challenges are important for the future development of the industry: As of now, the hair salon professionals tend to focus more on the enhancement of their skills rather than the new managerial strategies and tools. Being constrained in the traditional modes of thinking and patterns, they have shown reluctance in adopting the new technology as well as more efficient means to increase their performance.
Since the central office consists of the heart of the development of hair salon companies, how to search for tools that could assist the central office to maximize its competitiveness in terms of management, decision-making and strategic choices? Is there any additional benefits flowing out of those tools? Those series of questions determine this industry’s future diversification on competitive advantage.
In order to answer those questions, this report will analyze the present and future development of Taiwan’s beauty salon industry, with particular attention giving to the chain salons. The analysis will be based on the results given by Porter’s five-force analysis, SWOT analysis and case study method. Basically, this report will look at how the hair salon industry has used knowledge-based technology to boost its managerial performance by discussing the following three components:
1. Improving the collection and analysis of branch, regional and overall levels of operational data, including operational analysis, wage/salary, etc.
2. Strengthening the management of customer relations as well as the collection and analysis of customers’ consumption patterns.
3. Increasing the quality of human resource training by replacing traditional technique for E-learning, which could result in ongoing improvement of human resource training.
This report finds that the adoption of information technology determines the competitive advantage of the hair salon industry. At the same time, the growing importance of information technology implies the parallel growing significance of information management within the hair salon companies. Those two factors could then give rise to a new business model.
With the fact that the Taiwanese hair salon industry generates more than ten billions dollars (NTD) annually, as well as the increasing prevalence of information technology, there seems to be more room for growth and development. This study report therefore proposes a potential new “e age”- based business model, which will enable the participants within this industry to expand its domain and level. By establishing a novel standard, the new model could then assist the Taiwanese hair salon industry in becoming a better provider of beauty and hope while attaining the goal of business continuance.
Subjects
生活美學
E-Learning
SWOT分析法
連鎖加盟
e世紀
知識經濟
一對一
客製化服務
Porte五力分析法
e Beauty
LIBS
P.H.D.(Perfessional Hair Dresser)
Type
thesis
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