社会企业特许经营模式研究

IF 0.7
Elizabeth Crawford-Spencer, F. Cantatore
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引用次数: 18

摘要

社会特许经营已被社会企业以多种方式利用,但特许经营作为社会企业背景下的营销渠道结构是一个相对较新的研究领域。有必要更好地理解这种现象的各种形式,并澄清其基本含义。本文根据社会企业文献中得出的四个指标中的第一个指标——社会目的高于利润,通过对社会特许经营进行建模,对非营利部门的特许经营进行了研究。本文认为,社会特许经营在营销渠道和供应链中有不同的模式,可以根据签约方的营利性或非营利性身份来识别。最后,本文提出了一个澳大利亚试点案例研究,该研究通过定性深入访谈进行,考虑了在一种被称为微型特许经营的社会特许经营形式的背景下应用社会特许经营模式的有效性。本研究为未来社会特许经营这一新兴领域的研究提供了基础。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Models of Franchising for Social Enterprise
Social franchising has been utilized by social enterprises in a variety of ways, yet franchising as a marketing channel structure in the social enterprise context is a relatively new area of research. There is a need for better understanding of the various forms of the phenomenon and clarification of its fundamental meaning. This article examines franchising in the nonprofit sector by modeling social franchising according to the first of the four indicators derived from the social enterprise literature—social purpose over profit. The article suggests that there are distinct models of social franchising applied in marketing channels and supply chains that can be identified according to the for-profit or nonprofit status of the contracting parties. Finally, the article presents a pilot Australian case study conducted through a qualitative in-depth interview that considers the effectiveness of applying a social franchising model in the context of one form of social franchising known as microfranchising. This study provides foundational findings for future research in the nascent area of social franchising.
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期刊介绍: The Journal of Marketing Channels is the first and only professional marketing journal to focus exclusively on distribution systems, strategy, and management. The journal recognizes the growing importance of distribution as a key strategic variable in marketing management. Indeed, if one looks realistically at the major strategy variables of the marketing mix—product, price, promotion, and distribution—the greatest potential for achieving a competitive advantage now lies in distribution. The reason? Rapid technology transfer has made product advantages increasingly difficult to maintain. International operations seeking lower costs have made price advantages much harder to sustain because everybody seems to be “playing the same game.” Even promotion, which relies so heavily on mass media advertising, has become a battle of who can spend the most money. But distribution still offers a new frontier for competing successfully especially if the emphasis is placed on the design and management of superior marketing channel systems to provide excellent customer service. A competitive advantage gained through better distribution is not easily copied by the competition and hence becomes a long-term sustainable competitive advantage. Yet designing optimal marketing channel systems, formulating innovative distribution strategies, and managing marketing channel systems effectively is no simple task. In fact, professional marketing expertise of a very high order is required to meet these challenges, especially given the growing competitive role and rapid pace of web-based marketing. The Journal of Marketing Channels helps provide the knowledge and tools needed to develop superior distribution systems, strategies, and management. Leading authorities from around the world present the most up-to-date and in-depth thought, analysis, and research on these topics in this refereed international quarterly journal.
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