1家門市時，主管同仁，身兼多職、總部與門市的資訊對等，有問題時溝通容易、調整迅速。連鎖便利商店的價值就是當有5000家門市也都像第1家時，落實政策、經營有效率。過去連鎖便利商店採取的是「卡式管理」，也就標準化、規格化的作業與管理，規畫一致性商品流程，以達到服務品質一致性。 也因為是標準化的作業程序與經營管理模式，才能快速成功的複製至全省門市。
但當組織龐大，在前線滿足顧客的門市，因總部提供的作業流程繁雜，造成效率低、無法維持連鎖商店水準….。這些都是來自於支援前線、源頭規劃的總部所規劃的結果，總部總是無法體會前線遇到的問題以及需求。
本研究欲探討「體驗式學習」的培訓活動及機制導入連鎖便利商店的建置過程、模式。同時，分析連鎖便利商店導入體驗式學習後，對於企業產生的效益。並進一步歸納導入體驗式學習的建議。

關鍵詞：體驗式學習、現場主義、引導師

When there is only one store, the information of the headquarters and the store is the same. When there is a problem, the communication is easy and the adjustment is rapid
The value of the chain convenience store is that when there are 5,000 stores that are also like the first one, the implementation of policies and management efficiency.
In the past, the chain convenience store adopted “standardized management”, which is a standardized operating procedure and business management model, which can be quickly and successfully copied to all stores.
However, when the organization is huge and the operations provided by the headquarters are complicated, the operation of the store is inefficient and cannot meet the needs of consumers, and therefore cannot maintain the level of chain stores.
These are because the headquarters can not understand the problems and needs of the front line, so the planned process is not what the store needs. Stores issues are the result of headquarters planning.
This study will explore the process and model of the introduction of “experiential learning” into a chain of convenience stores.
And will analyze the benefits after introducing experiential learning. And further summarize the recommendations for introducing experiential learning.

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 Undercover Boss, https://www.youtube.com/watch?v=wEFkS9FDxmY