| Summary: | 碩士 === 國立體育學院 === 體育研究所 === 85 === The purposes of this study were to investigate the managing patterns and considering factors during different business life cycle of aerobic dance chain enterprises in the sports service industry and their strategic behaviors expressing form value activities. Strategic patterns were summarized and analyzed to show the change during each life cycle. "Arts World" and "Go Go Dance" were the subjects. Half-open questionnaires and deep-interviews were taken for data collection. The following results were deducted:
1.Owing to the different factors considered during different life cycle, different dance chain enterprises selected different value activities and strategies.
2.Neither resource scarcity theory nor management efficiency theory could completely explain the important factors which dance chain enterprises might consider on selecting franchisee patterns.
3.The dance chain enterprises motivated as franchisers depending on the establishment of know-how skill and brand image, and the active contacts from the franchisees, not the franchisers'' direct involvement.
4.When a dance chain enterprise tried to develop its retail store, the factors considered would achieve the most. At the establishment stage, the most important factor was to increase the benefit or enlarge the market share. At the growth and the maturity stages, to enlarge the market share actively would be the substitute. At the reborn stage, the most important concerned was to elevate the company image and the service quality.
5.The benefit as a franchiser of a dance chain enterprise were to enlarge market share and to obtain the great amount of admission fees. The franchisees could get all the related resources assisted from the franchisers and the franchisers should focus on the instructors'' source and training.
6.There was a kind of dance chain enterprises called "Cooperative Regular Chain" set up in the department stores.
7.The principle of "The forerunner has more advantages" existed in the dance enterprises.
8.The operating process of value activities of a dance chain enterprise would get aware from the observation of the franchiser''s support activities and the operating analyses of each branch store.
According to the findings mentioned above, some suggestions would be made for the related enterprises, the future participants, the government, and future researchers.
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