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论文编号：	5615
作者编号：	2220110893
上传时间：	2013/11/26 9:16:22
中文题目：	Y餐饮集团L火锅品牌差异化管理研究
英文题目：	Research on the differentiated management of L Hot Pot Brand（Y Brands, Inc., China Division）
指导老师：	薛有志
中文关键字：	L火锅品牌,差异化管理,品牌战略,品牌服务
英文关键字：	L Hot Pot Brand, diversity management, brand strategies, brand services.
中文摘要：	随着经济的全球化发展，很多著名的跨国连锁餐饮公司陆续进入中国，在中国不断扩大规模，取得非常优异的经营业绩，同时也获取了丰厚的利润。为了加速跨国连锁餐饮公司的扩张，跨国连锁餐饮公司也开始收购中国本土的餐饮连锁企业。2012年Y餐饮集团中国事业部完成了对中国火锅第一品牌——内蒙古L火锅餐饮连锁公司的收购。 Y餐饮集团中国事业部并购L火锅品牌后，在整合的过程中面临一系列急需解决的问题。这些急需解决的问题包括：随着社会和经济的发展，L火锅品牌的定位已经不能满足现阶段消费者的需求，需要对L火锅品牌重新进行品牌定位；在新的品牌定位的基础上如何根据L火锅品牌的未来发展规划制定适合L火锅品牌发展的新战略，让L火锅品牌的发展打开一个崭新的篇章；陈旧的装修和沉闷的品牌形象，不符合当代消费者的审美，如何打造全新的L火锅品牌形象，重回城市核心商圈，吸引更多的消费者光临；如何通过整合采购系统和采购模式，运用集中采购和地方采购结合的方式，最大化体现采购成本和采购质量的优势，同时也最大化保证食品卫生与安全；如何合理运用Y餐饮集团中国事业部的已经建成的强大的物流网略，最大化的发挥物流运输的优势，提升原料运输的品质；如何提升良莠不齐的餐厅的服务水准；如何建立管理人员和服务人员的培训系统，通过提升人员的管理能力，最终达到提升整体餐厅的营运表现的目的。本研究运用了差异化管理等理论对Y餐饮集团中国事业部并购L火锅餐饮连锁公司后的整合工作重点进行了分析。首先介绍了并购的基本情况，随后对L火锅品牌从品牌战略的各个方面进行了深入研究，在此基础上，对L火锅品牌的现状进行了分析，认为L火锅品牌在品牌的发展过程中虽然取得了骄人的成绩，但是同样的，也面临着品牌管理需要调整的问题，本研究对这些存在的问题进行了详细的分析，并给出了L火锅品牌差异化管理的新方案。通过上述分析，希望对于Y餐饮集团并购L火锅品牌后的整合工作的顺利进行以及中国餐饮业特别是火锅连锁行业的未来的发展起到积极的参考作用。
英文摘要：	With the development of economic globalization, many multinational chain catering companies entered China. They are expanding their scales in China, achieved fantastic results and obtained excellent profits. In order to accelerate the expansion of multinational chain brand, multinational chain catering companies are also beginning to buy local catering enterprises in China. In the year 2012, Y Brands completed the acquisition of hot pot for China's first brand - the L Hot Pot Brand. After the acquisition, Y Brands China Division facing a series of problems needed to be resolved in the process of the integration. These Problems include: with the development of the society and economy, the L Hot Pot Brand’s brand position can’t meet the customer’s needs any more, need to be repositioned. Basic on the new brand positioning, the L Hot Pot Brand need to know how to make the future plan and the new strategy to start a new chapter of the development. They need to get rid of the old decorations and depressed impressions to build the brand-new L Hot Pot Brand image. The restaurants need return to the CBD area of the cities to attract more customers. The purchasing system and purchasing mode need to be integrated to maximize the advantages of purchasing cost and quality via combine central purchasing and local purchasing together, the food hygiene and safety are also should be guaranteed. The existing logistic network should be used properly to maximize the strengths of logistics, and to improve the quality of raw material transportation. The different service levels of the restaurants all over china need to be prescribed and improved. The L Hot Pot Brand need to establish the training system for management and the normal stuff, to enhance the restaurant's operating performance via enhance the management ability. With the theory of Differentiation Management and Strategic Management, this paper analyzed the integration after Yum! (China) bought The L Hot Pot Brand. First, it introduces the basic situation of mergers and acquisitions, and then it analyses every aspects of L Hot Pot Brand’s brand strategy deeply. Basic on these, the paper analyzed the current situation of the L Hot Pot Brand, it has achieved outstanding results, but meanwhile, there should be some adjustment for the brand strategy. This paper analyses these problems in details, and gives some suggestions for L Hot Pot Brand's new brand strategy. As the paper showed, hoping it can make the reference for the adjustment of the L Hot Pot Brand after merger and acquisition, and the healthy development of China's catering industry, especially in hot pot chain industry.
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