| dc.description.abstract | Wowprime group is currently Taiwan′s largest chain restaurant. In the past, it is the king of the traditional industry, and has a record price of NT$500. However, in the recent years, it’s profit went down year by year, the year 2014 food security crisis was the straw that breaks Wowprime’s back. The stock all the way down to below NT$ 130 this year. 2015 can be said to be the most difficult year of Wowprime group.
There are two purposes of this study : First, July 23, 2015 Dai Shengyi retired, Chenzheng Hui became as the chairman of Wowprime. How the operating model would change? What are the differences between two operating models? Secondly, after the change of the operating model, whether to rebuild the confidence of customers, investors, and employees?
This study will use case study, using 8-Cross business model and 8-Cross profit model to analysis the change of Wowprime’s business model, and analyze the external environment in which is brought to Wowprime what opportunities and threats, which also has the advantage of competitors and disadvantages exist. And using 8-Cross SWOT to analyze the strategy in the future, whether Wowprime’s business model will rotate continuously.
The conclusions are as following:
After Chenzheng Hui took many drastic changes, Wowprime Group has been actively engaged in the reconstruction of the road, with the new chairman Chenzheng Hui announced the company entering ＂3.0＂ era. Currently operating has turned up early this year, the continuation of last December month revenue growth, annual growth rate showed a positive trend. If the operating model can continue to rotate, then the confidence of customers, investors, and employees will be constructed effectively. | en_US |