• International Journal of Costume and Fashion
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• v.3
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• pp.121-139
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• 2003

A purpose of this study is to measure degree of solidarity and conflict of the beauty salon franchisees according to an influence strategy of franchiser and grasp characteristics revealed from managing a franchise system. This will also contribute to improving results of franchise systems and considering a direction for development. This study examined existing studies relevant with conflict and solidarity and analysed relativity between relevant variables and grasped the flow of studies and then set hypotheses in order to present a device for decreasing conflict within a franchise system of beauty shops and for increasing a solidarity and subsequently analysed samples and tested data. The data for this study are researched by sending questionnaires to beauty salons which participated in one of franchise systems and they are analyzed by various methods in a statistics. After studying some relevant theories, this study used the definition of the franchise system in beauty salons as an entity of a political-economy paradigm. A franchiser desires to influence member shops with an influence-strategy. Therefore member shops which perceived it go through a conflict and then such a process is revealed as making significant influence on solidarity. Beauty salon franchise exists by reciprocal confidence and transaction. If an opportunism gain in influence owing to an conflict intensification, there would be no steady formation of relationship. Therefore the head office should develop a member-shop-management-system by more scientific and more technical methods and prevent, in advance, member stores from seeking for negative opportunism.

• The Korean Journal of Franchise Management
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• v.14 no.4
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• pp.67-83
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• 2023

Purpose: The beauty market is growing rapidly and becoming more competitive as new shops enter the market and offer similar products and services. The way for industries such as beauty shops to succeed in market competition is to understand customer needs and provide a marketing mix appropriate for those needs. Research design, data, and methodology: The survey was conducted for a total of 4 days from October 4 to October 7, 2023, and a total of 2,431 copies were distributed and 463 copies were returned. Excluding 2 copies with insincere responses, 461 copies were used for analysis. The data were analyzed with SPSS 25.0 and SamrtPLS 4.0. Result: Product, price, promotion, people, and physical evidence influence perceived value, but place and process didn't. Product, process, and physical evidence influence reputation, but price, location, promotion, and people didn't. Perceived value influences revisit intention but did not reputation. Reputation influences revisit intention. Conclusions: First, beauty shops must develop beauty services that can satisfy customers' needs. Second, beauty shops must continue to invest in external facilities and interior design. Third, intangible service processes can help the beauty shop's reputation. Fourth, beauty shops need to maintain a balance between price and perceived value so that customers can be satisfied with the service experience.

• The Korean Journal of Franchise Management
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• v.12 no.3
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• pp.7-19
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• Korean Institute of Interior Design Journal
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• no.22
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• pp.16-22
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• 2000

The purpose of this study is to analyze characteristics of set-booth in beauty salon as well as to suggest the basic design data for franchise beauty salon. The method of this research was based on field observation of the franchise beauty salon in Seoul. The results of this research are as follows. 1) In set-booth type analysis, set-mirror wall type and set-mirror partition type are mainly used, but set-mirror table type is not showed in this research. 2) In terms of scale, wall type and partition type are classified as large scale, wall type and partition type are used as meduim scale. In shop front analysis, the result is shown in two things. If it is type, they used partition type and if it is close type, they used wall type. 3) Set-mirror is consisted of mirror and drawer and it is classified by 4 types with combination method. In a result, most of them used separated mirror type because they want to emphasize the separation between set booth and its layout. 4) Lighting method has 4 types; corniced type, bracket type, pendant type and downlight type. Among them, downlight is showed as the most-used.

• Journal of Digital Convergence
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• v.12 no.4
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• pp.201-211
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• 2014

This study is to identify whether a difference exists between factors that influence the time when independently owned nail shops and franchises commence business. Futhermore, we set out to investigate the criteria for nail shop owners use when selecting franchise nail shops with a relatively high level of customer satisfaction and performance, to discuss the necessity of a franchise agreement. An actual analysis has revealed that there is a difference in factors that influence management at the time of and after the inception of independently owned shops and franchise nail shops. Business performance of franchise shops, as a result of evaluating customer satisfaction or monthly sales, turns out to be higher than independently owned shops. The criteria for selecting franchise stores includes intensity of competitiveness in the same business district, accessibility, ability to keep up with current trends, directors' skills, color scheme, excellence of company logo, interesting interior, reasonable prices compared to the level of cosmetic procedure and efforts to motivate employees. Overall, the deciding factor enabling shops to operate continuously is constant supervision from the headquarters of the franchise company.