本報告目的是在規劃一間平價鐵板燒餐廳，並且是透過自創一個新的品牌並非是以加盟的方式，借鑒目前市場上的競爭對手運營模式，並且分析優劣之處，用資訊化的管理，能夠有效的降低員工數量，用AI大數據的分析，計算各店庫存數量，降低倉儲空間，並且可以確保食材都是新鮮的，另外藉由改變食材存放的地點，可以讓廚師的工作效率提高。規劃連鎖點的經營模式，快速的展店，且為了維護品牌形象，僅開放內部加盟，內部加盟都是最了解公司運營的人，所以加盟這一個品牌就不需要擔心加盟後沒辦法賺錢的形況。採用合夥人制度，出資時公司承擔60%的資金，合夥人僅需承擔40%，開始營運後再未達到損益平衡之前，公司分配的盈餘是60%，合夥人分配到40%，帶損益平衡後公司僅分配盈餘的40％，合夥人領取盈餘的60%。只用合夥人制度，一來是加盟的店家都還在公司的掌控，畢盡公司擁有60%的股權，不用擔心加盟主有一定的客源之後，就自行創業，再來是可以降低加盟主的負擔，提高對品牌加盟意願。以多角化的經營模式，除了本業鐵板燒，也觸及到早餐，冷凍食品的項目，並且為了降低人事開銷費用，會以自動化設備方式來生產所需的食品，公司會成立一個自動化團隊，來生產所需要的設備。 This report aims to design an affordable teppanyaki restaurant, creating a new brand instead of joining another. It was designed to learn from the operation mode of competitors in the current market, and analyze its advantages and disadvantages. Information management was capable of effectively reduced the number of employees. AI big data analysis could be used to calculate the inventory of each store, reduce the storage space and ensure fresh ingredients. Besides, chefs could improve their work efficiency by changing the place where the ingredients were stored. The business model of chain stores was planned and stores were quickly exhibited. Internal franchisees are those who know the operation of the company best, and for this reason there was no need to worry about lacking ways to make money after joining this brand. As the partnership system was adopted, the company bears 60% of the capital and the partners only need to bear 40% when making capital contributions. Before reaching the profit and loss balance after operation, the surplus distributed by the company accounts for 60% while the partner is distributed to 40%. After the profit and loss balance, the company only distributes 40% of the surplus while the partner receives 60% of the surplus. There were two reasons for the partnership system. On the one hand, the franchisees are still under the control of the company. After all, the company owns 60% of the equity. it could reduce the burden of the franchisees and improve their willingness to join the brand.
