COVID-19 팬데믹이 경영자 성과-보상 민감도에 미치는 영향

이박문 부산외국어대학교 산업경영대학원 2023 국내석사

본 연구는 COVID-19 팬데믹이 경영자 보상 및 성과-보상 민감도에 미치는 영향을 분석하고 자 한다. COVID-19가 확산이 전 세계는 공포와 불확실성에 빠지게 되었고 세계보건기구(WHO)는 팬데믹을 선언하기에 이르렀으며, 이는 기업의 경영 환경에도 큰 영향을 미치게 되었다. COVID-19로 인한 경영성과의 하락은 경영성과를 바탕으로 지급되는 경영자 보상에도 영향을 미칠 것이다. 하지만 COVID-19 팬데믹은 경영자가 통제할 수 없는 외부요인으로써 경영자의 의사결정에 의한 경영성과의 하락이 아니므로 경영자 보상에 반영될 경우 경영자의 이탈로 이어질 수 있으므로 기업이 경영자에게 지급되는 보상을 COVID-19 팬데믹 이전의 수준으로 유지할 수 있다. 그러나 경제 불황에 의한 경영성과는 감소하였으나 경영자 보상의 수준을 유지한다면 이 또한 바람직하지 않을 수 있다. 따라서 경영자는 자신의 사적이익을 추구하기 보다 ‘고통 분담’의 차원에서 자신의 보상을 보다 감소시킬 유인이 존재한다. 따라서 본 연구에서는 COVID-19 팬데믹으로 인한 경영성과의 하락이 경영자 보상에 어떠한 영향을 미치는 지를 살펴보고자 한다. 분석 결과를 살펴보면 다음과 같다. 먼저, COVID-19 팬데믹 발생 이전인 2018~2019년과 이후인 2020~2021 기간으로 구분하여 경영성과와 경영자 보상의 관계를 분석한 결과, COVID-19 팬데믹 발생 전후로 경영자 성과-보상에 차이가 있는 것으로 나타났다. 둘째, COVID-19 팬데믹 발생 전후의 경영성과와 경영자 성과-보상 민감도에 대해 살펴본 결과, COVID-19 팬데믹 발생 이후의 경영자 성과-보상 민감도가 더 높은 것으로 나타났다. 이는 기업의 경영성과는 경영자 보상과 밀접한 관련성을 가지고 있다는 기존의 선행연구를 확장하며, COVID-19 팬데믹으로 인한 기업의 고통을 경영자가 자신의 보상을 감소시키는 ‘고통분담’의 노력을 하고 있으며, 경영자 보상이 경제·사회적 관점을 반영하고 있는 것으로 해석할 수 있다. 本研究是分析新冠肺炎大流行对经营者薪酬和成果-薪酬敏感度产生什么影响的论文。新冠肺炎大流行使世界陷入恐慌与不确定性之中,以至于世界卫生组组织(WHO)宣布大流行,这也对企业的经营环境产生巨大影响。新冠肺炎导致经营成果下降,这也就导致以经营成果为基础支付的消费者薪酬收到产生影响。但是新冠肺炎大流行是经营者无法管理的外部因素,经营成果下降也不是因为经营者决策导致的,所以如果将业务成果降低反映到经营者薪酬时很可能会导致经营者流失,因此向经营者支付的薪酬很可能会维持在新冠肺炎大流行之间的水平。但是在经济不景气导致经营成果下降的大环境下,如果维持经营者薪酬水平也显得不可取。所以,经营者存在与其追求自己的私利不如从‘分担痛苦’的层面上减少自己薪酬的动机。因此本研究以新冠肺炎大流行导致经营成果下降对经营者薪酬产生的影响进行研究。研究结果如下,首先新冠肺炎发流行以前2018~2019年与之后的2020~2021期间分别观察经营成果与经营者薪酬的关系研究结果,新冠肺炎大流行前后经营者成果-薪酬之间确使存在差异。第二,新冠肺炎大流行发生前后经营成果与经营者成果-薪酬敏感度的研究结果,新冠肺炎大流行发生后经营者成果-薪酬敏感度更高。这代表企业的经营成果与经营者薪酬有着密切的关联性拓展了现有的先行研究,新冠肺炎大流行导致企业的痛苦,经营者通过降低自身的薪酬在‘分担痛苦’上做出了努力,这也可以被认为经营者薪酬反映了经济·社会观点。

프로세스 經營革新 活動에 의한 經營成果 硏究 : 다국적 기업 사례를 중심으로

이양택 釜山大學校 經營大學院 2004 국내석사

기업은 이윤추구를 목적으로 경영자원을 이용하여 가치를 창조하며, 이것을 수익으로 바꾸는 경제적 기능을 가짐과 동시에, 재화와 용역을 생산하여 소비자에게 공급하는 경제활동을 담당하는 사회적 기관으로서 인간생활의 향상에 기여하는 존재이다. 그럼으로 끊임없이 환경변화에 적응하여 장기적으로 수익을 유지하여 발전하기를 원하는 속성이 있다. 따라서 이러한 지속성장을 유지하기 위해 끊임없는 개선활동을 통해 기업체질을 변화하고 최소의 투입으로 최대의 효과를 창출하는 경영전략을 강구해 나간다. 그러나 지속적인 노력에도 불구하고 예측 불가한 대내, 외 환경으로 기업경영목적을 저해하는 낭비적인 요소들이 잠재되어 있다. 이는 정해진 프로세스나 원칙, 규칙 등을 제대로 지키지 않음으로 발생한 손실들이다. 대부분의 기업들은 이런 손실들을 예방 및 개선하려고 경영혁신 기법을 통해 활발한 활동을 추진하고 있다. 그러나 아무리 좋은 기법이 있다 하여도 활용하는 주체인 사람이 제대로 적용하지 못하면 그 결과는 기업의 경영자가 요구하는 수준으로 창출되지 않는다. 따라서 본 연구는 다음의 2가지의 목적을 달성하고자 한다. 첫째로 본 연구를 통해 기업경영의 최대의 적 (Enemy)인 품질비용 즉 COPQ (Cost of Poor Quality: 저 품질로 인한 비용) 1) 를 줄이기 위한 주요한 경영혁신 활동 기법을 이해하고, 둘째로 경영혁신 기법 중 2000년 12월에 발효된 ISO 9001:2000 품질경영시스템에서 제시하는 프로세스 접근법을 근간으로 한 프로세스 경영 (Process Management: PM)의 이론을 고찰하고 선진기업이 수행한 PM의 활동이 경영성과를 달성하는 데 영향이 있음을 실증하는데 그 목적이 있다.

韓國企業 經營者의 리이더쉽에 관한 硏究

김국희 釜山大學校 經營大學院 1987 국내석사

The goal of modern management organization shall be achieved in the manner that the human movement of various types shall be managed and controlled effectively. The problems of these day's management shall much depend on effective management of human factors within the enterprises , for fruitful achievement of the goals. Moreover, the managements of Korean enterprises recently are confronting tremendous challenges both in domestic and internationally in execution of their management activities. In order to cope with challenges and provide with proper adaptation actively, importance of Leadership is highly takable for the managements than ever. Leadership is itself a group of human factors essentially that synthesise in the whole and give a motivation to goal of the organization. In other words, The Leaders should stimulate every factor of the organization so that they develop their activities to achieve their goal. However, some keen attentions have to be paid on the fact that leadership is neither a sole existence nor independent function, further there shall not be absolute one fundamentally. Any way, it is interpreted that Leadership is situational . Accordingly, the specific character of the leadership being closed up among the organizations of Korean enterprises are products that was derived from a certain particular condition of Korean enterprises. Therefore, the management of Korean enterprises should put it into full consideration of particular situation in Korea and practice the leadership suitably to the management, which shall be exercised under co-operation of controlling function in the management activities. Leadership of the management within Korean enterprises have to be practiced for the best-suited toward the goal of the enterprises at a long term point of view. In this connection, managements should be equipped with capable leadership of course, and also arrange systematic provisions so that the leadership shall be exercised most effectively. That is, for a promotion of effective exercise of the leadership of the management, followings shall be taken into the actions; 1) To establish ideal goal of the management so that their roles as management and the roles of on enterprises as good citizens can be recognized at the same time. 2) To exercise every system in an attempt to promote morale and endow motives to the employees. 3) To intoroduce and stabilize some systems to facilitate harmonious communication and employee's participation to management based on mutual faith between the managements and employees 4) To amend the bureaucratic pattern of management system attributable to traditional authoritative Leadership and centralistic management system. 5) To pay attentions on the development of management's capabilities enabling to adapt to rapidly changing environment of the management. Thus, the leadership of management shall be exercised effectively within Korean enterprises's system, and maintainable achievement and satisfaction for the goal in pursuit, finally shall accomplish their mutural prosperity and co-existence.

組織開發을 통한 全社的 品質經營에 관한 硏究

김진남 釜山大學校 經營大學院 1993 국내석사

With the development of statistical quality control methods in the Western, an important criteria of organizational effectiveness was introduced into the world. It is "Quality" defined in the statistical method. To survive and prosper in the environment of ever increasing customers' demand for quality, every enterprise organization, without any exception, has to continuously improve the quality of its products and services. In order to improve quality, the concerned system has to be improved. And then, cost decreases and productivity increases accordingly. To improve the system, the management has to take the lead and responsibilities because only the management has that authority and discretion to the system. This fact was discovered when the statistical methods were developed. But the western management did not know that and they pursued organizational effectiveness by controlling, evaluating and rating people with numerical goals, quota of object, not by improving the system. Japanese Management has understood their responsibilities for quality improvement and developed their organizations into Total Quality Management. To introduce and apply Total Quality Management into the organizations is an organization development process to achieve organizational effectiveness through a complete change of a management style from controlling people into improving the system. The statistical methods provide not only systematic insight in management of any organization and also effective tools for the system improvement.

地方銀行의 顧客滿足經營 戰略에 관한 硏究

김연호 釜山大學校 經營大學院 1995 국내석사

The financial industry in Korea has been received the persistent demand of market opening from Advanced countries in the ahead of creation of World Trade Organization (WTO) and our participation of Organization for Economic Corporation and Development (OECD) in next year. The financial deregulations are expected to provide banks an intense competition with a second banking institution as well as other domestic banks. Accordingly, Banks are no longer to be guaranteed to secure the stable business and profit under government's protection and are imminent for strengthening the competition through management's quality, faithfulness. Therefore, Banks must throw off their mask of high-threshold banks and bureaucratic banks which have been a banking customary practice. Banks should be demanded the systematic and synthetic plan for bank's market strategy in other to hold a dominant position in market and to satisfy to client's diverse demand for the existence and progress in intense competition. Accordingly, This study has surveyed the questionnaire intended for 500 customer of Pusan Bank to present the strategy for customer's satisfaction of Pusan Bank which is local bank and investigate Pusan resident's utility of bank and bank's actual service toward customer through the frequency analysis. T-test. ANOVA by using SPSS/PC+ for the statistical analysis of 341 valid questionnaire answered by customer. After all, Knowing that the business environment will be more demanding and competition more aggravated, all members of local bank resolve to give utmost for the aim of customer. Banks should also pursue for customer satisfaction management. setting up diverse improvement plan in customer's position, to find out complaint factor, through customer's satisfaction index and make consideration for the recognition of role and contribution for society, regional attached management with discriminative strategy providing for localization age.

顧客滿足을 위한 銀行마케팅戰略에 관한 硏究

홍희창 釜山大學校 經營大學院 1996 국내석사

Customer Satisfaction is considered as an important concept in the marketing application as well as theoretical marketing. Particularly, an entrepreneur thinks in the modern society that satisfaction for one's enterprise. The study may be summarized as follows ; First, CSI of regional and nation wide banks is not significant considerably between them except equipment/atmosphere in the branch office. Second, the degree of importance for customers between regional and nation wide banks shows a little significance. That is, customers of regional banks considers that customers reception is the most important factor. On the other hand, those of nation wide banks thinks that the financial products is the most important one. Third, the degree of customer satisfaction/unsatisfied customer is very much related to the customer response. In other words, a satisfied customers convert regular ones later and they create new customers through information by word of mouth. But unsatisfied customers open new accounts with one of the other banks. Finally, the order of influence to the CSI represents financial products for the first and bank image is the next factor.

勞使協力關係를 통한 經營革新 : Y社를 중심으로

김성관 釜山大學校 經營大學院 1998 국내석사

The world is now exposed to the rigid infinite competition era. From small-to medium-sized company to global enterprises are endeavoring to find out strategic methods to survive from this uncertain managerial circumstances. This survival strategy mainly means management innovations in enterprises. Korean enterprises are also in pursuit of management innovations to get accustomed to the rigid infinite competitions in the coming 21th century. But the management innovations can't be come true with the unilateral pursuits of enterprises but can be succeeded with paradigm changes between enterprises and unions as well as all-out company scale endeavors. For this reason, cooperations between managements and unions are definitely needed to lead the success of management innovations. This paper is purposed to study the successful case of the management innovation through management-labor relationships at "Y" company in Korea. This paper will include 1) Theories on the basics of management-labor relationships, 2) the changes of these relationships in the 1970s in The United States as the successful examples of these theories, and 3) finally on the results of pursuit of the changes in management-labor irelationships and management innovations of Y company in Korea. This will be confirmed by the employee's consciousness research on the management-labor relationships and management innovations. I will suggest several methods to lead the success of management innovations in enterprises and also suggest favourable ways for the success of management innovations at Y company in Korea. The most important thing for the successful management Innovations is the attitude changes toward management-labor relationships as well as cooperations for the success of these management innovations.

知識經營 導入을 爲한 理論的 硏究

김기영 부산대학교 경영대학원 1999 국내석사

It is said that now, world economy is infinite competetion era, uncertainty era and chaos era. Enterprise has to build its distinctive core capability as continuous superior constituent that have strong competetion power in any world market in these days. In this study, Knowledge Management(KM) is presented as the management method having the survival and competetion of enterprise under abrubtly changing management environment. Knowledge Management is introduced recently as successful survival strategy of advanced enterprise. Scientifically, however, the definition, study model and propulsion method of KM leave much to be desired, and now it has become the subjects of active study among scholars. Eventhough result of scientical study for KM is still insufficient, actually animated application of KM is performed in advanced enterprises. For example, such enterprises as HP, MS, IBM, Skandia, TI, Dow Chemical are representavives. It is the common feature of these enterprises that enterprise positively invests in CKO(Chief of Knowledge Officer) wholly controlling knowledge and corporate culture which can create knowledge, and positively invests in sharing, classification, accumulation and practical application of knowledge using Information Technology(IT). Synthesizing the definition of several scholars of research institution on KM, the function of KM develops creation of individuals and is systematic managing process to achieve the object of enterprises thorugh the storage, sharing and practical application of knowledge using IT. According to the questinonaire investigation performed twice in 1998 by Maeil Business Newspaper in Korea, our people thought that acquiring and learning knowledge had great influence upon development of enterprise as well as individual, however, pointed out that it is insufficient in promotion of compensation of individual, also brought up the assessment and compensation of created knowledge as problem to be surely solved for introduction of the KM system of our enterprises in future. The purposed of this study is a theoretical study for the introduction of KM in enterprises, and the clue is extracted from above mentioned theoretical background of KM, practice example of advanced enterprises and the result of questionaire investigations. First of all, if model of KM is presented after summarizing above mentioned contents, Infrastructure for KM is to be built in every process, through the process of creation, sharing, practical application and assessment of knowledge. Observing INFRA for KM, First, corporate culture which can emanate individual creativeness infinitely is to be built. For the purpose of this, enterprise should make all menbers recognize the importance of knowledge, and should rear knowledge worker, and should make executive manager conduct powerful support for KM continuously. Second, building of IT for sharing, classification and storage of knowledge is needed. For this purpose, enterprises should classify core knowledge needed in every enterprise and should build the system for knowledge sharing which make manager and knowledge user access knowledge store easily. In addition, enterprise should make environment construction in order for it´s members to access easily internet, intranet and extranet, and should carry out an education continously. Third, the INFRA of structure for KM is to be built. For this purpose, operation of C.K.O and knowledge center that control and command knowledge management generally is needed. And hypertext type organization is needed as structure for creation of knowledge and efficient operation.

醫療環境 變化에 따른 中·小 病院 經營戰略

황종식 부산대학교 경영대학원 2003 국내석사

The 21th centurys medical industry has been on the verge of ruin since Korea economical crisis called IMF. The medical market has been changed from the market of suppliers to the markets of buyers for the needs of consumers. Also, bankrupted hospitals have been increased more and more due to the uncertainty of medical polices and the laxity of hospital managements part from the practicality. According to the date of The Korea Hospital Association, The rates of bankruptcies increased to 6.5% in 2001 compared with 2000. The hospital must be prepared the strategy of survival to weather those crises because the difficulties are too harsh to wait. This thesis is based on reflections of theory and case studies verified by numerous experiences in connection with the strategic managements for the medium and small sized hospitals. The research activities are continued from 03/2002 to 06/2002. The materials for this thesis are management books published in Korea, statistical date announced in The Korea Hospital Association and scientific seminal journal subjected of hospital managements. Also, The treatise is work from the Samsun General hospital model, located in Churye-dong Sasang-gu, Busan. The thesis has inquired into the state of inner factors and external factors. So What is the strong and weak points in this situation is revealed by means of SWOT analysis. As a result of this thesis, the specialization and discrimination of the medical marketing is positively necessary to improve the medium and small sized hospitals into the core medical center. And It shows that these medium and small sized hospitals have to suggest targets and visions, to win out over their competitors. These strategies have to make a plan within the limits of the practicality about resources problems and productivities. Finally, to prepare for opening medical markets started from now on 01/2005 that can cause the foreign medical capital to enter in the country and to strengthen the competitiveness, this thesis suggests some of the alternative plans ; (1)The advance of systems in medical situations, (2)The moral management by transparent managements, (3)The advance of hospital circumstances, (4)The network with the cooperate hospitals to connect their medical information, (5)The information management, (6)The lower price strategy by improving financial problems, (7)The discrimination strategy, (8)The human resource management to give a competent person, (9)The consistency of the medical policy. For the above-mentioned strategy, that could be chances to overcome in the difficulties, by means of the reestablishmentabout scientific and systemic management strategies that is adapt to the medical crisis, by means of making various management strategies.

중국 외식 프랜차이즈 시장에 대한 경영전략 연구

양야 부산외국어대학교 국제통상경영대학원 2014 국내석사

맥도날드, KFC, 피자헛 등 미국의 유수한 프랜차이즈 외식업체들은 막대한 자금력과 축적된 노하우, 그리고 세계화의 동시성을 추구하는 중국인의 소비욕구를 자극하여 중국의 외식시장을 급속도로 잠식해 가고 있다. 프랜차이즈는 세계적으로 가장 급속한 성장세를 보이고 있는 유형의 사업이다. Mc Donalds, KFC, Pizza Hut 등 유명 외식 프랜차이즈 매장들은 이미 중국 주요도시의 상가와 대로변에 자리 잡고 있다. 중국에 외식 프랜차이즈 산업이 소개된 것은 1987년 11월에 KFC가 베이징에 처음으로 점포를 개장한 것에 기인한다. 이후 약 26년 동안 중국의 외식 프랜차이즈 산업은 연평균 10% 이상의 성장세를 지속하고 있으며, 특히 ‘사회주의 시장경제’를 표방하고 있는 중국 내 특수한 경제 시스템 속에서 프랜차이즈의 탄생지인 미국이나 기타 개방경제하의 프랜차이즈 발전 단계와는 다른 흐름을 보이며 시장 규모를 확대하고 있다. 주목할 점은 1990년 이후 연평균 20% 성장세를 지속하고 있는 중국의 ‘외식산업’이 ‘프랜차이즈 산업’과 결합하면서 가히 폭발적인 성장세를 구가하고 있다는 점을 들 수 있다. 또한 2001년 중국의 WTO 가입에 따라 유통, 서비스, 금융분야에 대한 시장이 점차 개방됨에 따라 더욱 많은 글로벌 외식 프랜차이즈 기업이 중국 진출을 확대하고 있다. 이처럼 한국 외식 프랜차이즈 기업의 중국 진출 역사는 20년이 다되어 가지만, 성공 스토리만 있는 것은 아니다. 미스터피자는 과거 베이징을 중심으로 전개했던 중국 사업에서 쓴 맛을 본 경험을 바탕으로 유통 인프라를 갖춘 현지 업체와 손을 잡기로 결정했다. 이를 통해 과거 '비싼 수업료'를 지불해야 했던 유통망·물류 인프라·고용·인허가 등의 문제를 효율적으로 해결해 나가겠다는 계획이다. '제네시스BBQ그룹'은 치킨브랜드 '비비큐'를 앞세워 중국, 인도네시아 등 30개국에 350여개의 해외매장을 냈지만 연 50억원의 적자를 내고 있다. 160여개의 해외매장을 가지고 있는 파리바게뜨도 예외가 아니다. SPC그룹 관계자는 해외진출 초기단계여서 해외사업은 아직 적자인 상태라며 국내에는 매장이 포화단계에 이르렀기 때문에 해외로 눈을 돌릴 수밖에 없지만 앞으로도 수년간 적자운영은 불가피해보인다고 말했다. 2012년 7월 기준 해외진출한 한국 외식업체는 총 76개로 해외매장 수는 1483개에 달한다. 하지만 수익을 내고 있는 업체는 1%도 되지 않는다는 게 외식업체 관계자들의 시각이다. 외식은 공산품처럼 표준화해서 생산할 수 있는 것이 아니기 때문에 국내에서 성공한 모델을 가지고 해외에 나가더라도 성공한다는 보장이 없다. 장기적인 시각에서 투자한다는 생각으로 해외시장에 뛰어들고 있지만 철저한 현지화와 꾸준한 투자없이는 해외진출의 실패를 맛볼 수밖에 없는 것이다. 본고는 이와 같은 연구 배경을 두고 다음과 같은 연구 목적을 위해 서술되었다. 첫째, 이미 중국에 진출한 외식 프랜차이즈 기업에 대한 성공 및 실패 사례 분석을 통해 이미 중국에 진입했거나 진입을 준비 중인 한국 기업에 대해 유효한 경영전략을 제시하고자 하였다. 둘째, 중국 프랜차이즈 시장의 문제점을 시장 구조와 법제도 측면에서 분석하여, 역시 중국 시장 진입을 준비 중인 한국 기업들에게 유의미한 시사점을 제공하고자 하였다. 이러한 연구 목적을 달성하기 위하여, 문헌검색, 사례 조사 등의 연구방법으로 연구를 진행하였으며, 그 결과 다음과 같은 결론을 도출하였다. 첫째, 중국 외식 프랜차이즈 진출 후 성공적인 경영을 위해서는 다음 8가지 전략이 요구된다. 1. 시장의 세분화 : 중국시장은 지역별로 다양한 특징들을 가지고 있기 때문에 시장의 세분화를 통한 목표시장 및 경영전략의 수립이 성공의 핵심으로 볼 수 있다. 2. 목표시장의 현지화 : 체인사업의 특징은 언제 어디서나 동일한 맛과 분위기 서비스를 제공받을 수 있게 하는 사업이다. 중국시장에서의 성공을 위해서는 철저한 중국의 현지화가 필수적이다. 3. 현지 마케팅 믹스 전략 : 단일화된 마케팅이 아닌 마케팅믹스(혼합) 전략이다. 배달 서비스가 그 좋은 예이다, 중국의 경우 배달문화가 거의 존재하지 않는다. 따라서 현지인 문화에 맞는 독특한 배달서비스 개발로 차별화된 마케팅 전략이 필요하다. 4. 구성원의 교육훈련 : 프랜차이즈는 교육사업이다. 특히 패스트푸드 사업은 철처한 교육훈련이 필수적이다. 5. 과학적인 관리 시스템 구축 : 외식 프랜차이즈 사업은 전통식당처럼 요리사의 손맛에 좌우되는 것이 아니라 표준·기계·자동화 여부에 따라 성공하고 실패하는 것이다. 6. 브랜드 육성 : 현재 중국인은 생활수준이 높아짐으로써 식당을 선택할 때 맛있고, 청결하고, 분위기 좋은 곳을 찾고 있다. 또한 좋은 브랜드는 “안전하게 먹거리를 제공하는 기업”이라고 인식되어 있다. 7. 식품의 표준화 : 중국의 식재료 및 위생관리 또한 해결해야 할 문제점이다. 그러므로 주방 설비를 과학적인 자동화 설비로 바꾸는 것이 매우 중요한 작업이다. 8. 물류센터의 설립 : 물류센터 설립은 중국 내 외식 프랜차이즈 사업의 장기적인 발전에 필요 The business system of franchise in China was formally developed from the middle period of 1990s and became much more widely-used when entering the 2000s. In order to regulate the franchise business activities which more enterprises are becoming involved in, China also commenced to enact related regulations to reinforce its application. To supply a better understanding about the franchise regulations in China for foreigners, this paper is to direct attentions to the special development in China’s franchise business, making an introduction about legal system of franchise firstly and then studying on the detailed contents. On the basis of this, the paper is to review on the legal issues in present regulations and offer some improvement suggestions. The first part is to make an overview on the franchise development in China and the relevant legislations, indicating that the current prime legal system has been formed by the "Regulation on the Administration of Commercial Franchises "enacted by the State Council as the central administrative regulation, and "Administrative Measures for Archival Filing of Commercial Franchise", "Administrative Measures for the Information Disclosure of Commercial Franchise", "Measures for the Administration of Commercial Franchises" enacted by the Ministry of Commerce as the supplemental ministerial rules. The second part is to review regulatory contents of current franchise system, focusing on the meaning and categories of franchise, the qualification requirements of franchisor and franchisee, rights and liabilities between franchisor and franchisee, mentioned items of franchise contracts, registration of franchise, public information system of franchise, and relevant penalty and complaint system, etc. The third part is to point out that analysis the strategies for the franchise restaurant management through the case study. BBQ and KFC was chosen for its outstanding performance in China. BBQ wan Korean franchise food company which start the business at 2003 in Shanghai. Now BBQ has more than 102 franchise restaurant in China. KFC is one of the pioneer who start franchise business at 1987 in Beijing. KFC is still influential standard benchmark model in China, also build up various success story. KFC has more than 3,700 franchise restaurant in China. As China is approaching to building up a more open market and continuous economy growth, the number of enterprises, including foreign enterprises, which have made use of franchise forms has much increased. However, China still lacks the experience in legislative system of franchise and is deficient in accumulated judicial precedents for references. So it is of great necessary to take reference to advanced advices out of foreign experiences in combination with China’s actual national conditions, for the benefit of improvement and an effective use of the franchise legislative system. Key-Word : franchise, franchise restaurant management, China investment, franchise management