Franchising

Aliouche, E. Hachemi; Schlentrich, Udo A.

doi:10.4135/9781526435606.n10

Cited by 3 publications

(12 citation statements)

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“…To begin with, we contribute to the nascent stream of literature dealing with franchising in the social sector (e.g. Aliouche and Schlentrich, 2015; Crawford-Spencer, 2015; Crawford-Spencer and Cantatore, 2016; Cumberland and Litalien, 2018; Naatu and Alon, 2019; Perrigot, 2018a) by showing that “social” in “social franchising” refers to social relationships, in addition to social aspects for customers (access to basic products and/or services) and micro-franchisees (access to a job). It is in line with the social exchange theory that is often used to understand the reasons why individuals and companies enter, maintain and exit relationships (Macneil, 1980; Meek et al , 2011).…”

Section: Discussionmentioning

confidence: 99%

“…She also differentiated between commercial and social franchising and outlined key points in the implementation of social franchise chains. The focus of Aliouche and Schlentrich's (2015) review was on the blend of social entrepreneurship and franchising. Crawford-Spencer (2015) set out to define what social franchising is while examining the differences between social franchising, commercial franchising and social enterprises.…”

Section: Literature Review 21 Social and Micro-franchisingmentioning

confidence: 99%

“…It is committed to achieving these goals by 2030 (UN, 2015). At the same time, in academic literature and the trade press, authors, such as Aliouche and Schlentrich (2015), Crawford-Spencer (2015), Crawford-Spencer and Cantatore (2016), Cumberland and Litalien (2018), Naatu and Alon (2019) and Perrigot (2018a), have analyzed the emergence, development and operations of franchised companies that attempt to meet, and often succeed in meeting, these social goals. They are called “social franchise chains.”…”

Section: Introductionmentioning

confidence: 99%

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Social relationships and communication as key characteristics of social franchising in Africa

Perrigot

2021

IJRDM

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PurposeThis paper, using a case study on Jibu, a water distribution chain that distributes bottled water in Africa, aims to underline the importance of social relationships and communication within franchise chains operating in the social sector in developing countries and their contribution to the clarification of the concept of social franchising.Design/methodology/approachThe research is based on a case study of Jibu, a water distribution chain composed of 122 franchised units and 2,100 independent retailers. The primary data were gathered through an analysis of in-depth interviews with 67 people (Jibu co-founder, headquarters staff, franchisees, micro-franchisees and customers) in Uganda and Rwanda.FindingsThe findings showed that the extent and richness of social relationships and communication existing within the Jibu chain are not limited to top-down and build a feeling of belonging to a family. These social relationships and communication are key characteristics of social franchising.Practical implicationsThis research can assist franchise experts, franchisors and franchisees to better assess the importance of social relationships and communication in social franchise chains in developing countries and help national and local governments better understand how franchising works in the social sector.Social implicationsFranchising is not limited to hotels, restaurants and retail businesses. Franchising can be applied to businesses that have social goals, in addition to profit goals. For example, the Jibu franchise is a relevant and efficient solution to providing the African people with access to drinking water at an affordable resale price. This paper, thus, contributes to increasing the awareness of this franchising phenomenon in social sectors in developing countries and in Africa, in particular.Originality/valueAccess to drinking water is an important issue in many developing countries, above all in African countries. Franchised water services are an innovation in terms of a business model in developing countries with micro-treatment plants run by franchisees and small units run by micro-franchisees or retailers, both franchisees and micro-franchisees being local entrepreneurs.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Review 21 Social and Micro-franchisingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Social relationships and communication as key characteristics of social franchising in Africa

Perrigot

2021

IJRDM

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“…As réplicas de seu ambiente doméstico podem se tornar um limite para o sucesso internacional, sendo necessário um ajuste fino dessas operações para priorizar certas características institucionais (Melo et al, 2019). Segundo Nyadzayo, Matanda e Rajaguru (2018), para ter sucesso em mercados emergentes, os franqueadores devem aproveitar o conhecimento dos franqueados do mercado local e do ambiente de negócios para atualizar os procedimentos do sistema de franquia, preços e estratégias de produtos.…”

Section: Internacionalização De Redes De Franquiasunclassified

“…Essa é a razão da adoção de pesquisa qualitativa através de estudo de caso único, sobre uma rede de franquia brasileira bem-sucedida, Chilli Beans, líder de seu setor, com atuação no Kuwait desde 2011, sendo a mais antiga franquia brasileira instalada em um país do Oriente Médio. Do ponto de vista teórico, este artigo explora um aspecto pouco estudado na literatura, que é a internacionalização com enfoque institucional voltado para os ambientes político e legal do país de destino (Hoffman, Munemo & Watson, 2016;Jell-Ojobor & Windsperger, 2014;Merrilees, 2014), além de trazer uma compreensão do processo de internacionalização de redes de franquias de um mercado emergente para outro mercado emergente, enquanto a maior parte dos estudos sobre franquia está amplamente preocupada com o sucesso e a competitividade das franquias ocidentais nos mercados globais (Nasri et al, 2020;Melo et al, 2015;Aliouche & Schlentrich, 2011). Outro ponto importante é estudar um país do Oriente Médio para franquear, tema raramente abordado em publicações nacionais e internacionais sobre internacionalização de redes de franquias.…”

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Internacionalização de Redes de Franquias Brasileiras e o Ambiente Institucional: A Expansão da Chilli Beans Para o Kuwait

et al. 2022

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Objetivo: Buscou-se compreender como as redes de franquias brasileiras, em sua estratégia de internacionalização, lidam com os aspectos do ambiente institucional político e legal de um país do Oriente Médio, sabendo que as condições que impulsionam a difusão destas redes nem sempre atendem aos perfis mais desejados para expansão internacional, como a proximidade geográfica e cultural, além da existência de legislação que trata diretamente de franquias e da estabilidade política da região. Método: Utilizou-se da pesquisa qualitativa de natureza explicativa e do estudo de caso único, representado pela rede de franquia brasileira Chilli Beans com operações no Kuwait. Principais resultados: Identificou-se que mesmo com importantes distâncias institucionais, os aspectos legais são tratados de forma global, os aspectos políticos podem ser atenuados a partir da escolha estratégica do franqueado local e o principal fator de atração e continuidade está em aproveitar as oportunidades de mercado. Relevância/originalidade: Constatou-se que, apesar de uma rede de franquia operar em um país com grandes distantes institucionais, é possível reduzi-las por meio de estratégias de expansão, tais como, a escolha precisa do franqueado local, o modo de governança que preserve as características do país de destino, ou, até mesmo, um modelo de negócio que facilita transações entre fronteiras. Contribuições teóricas: Enriquecer as teorias de internacionalização sob a ótica institucional, especificamente para as dimensões política e legal e, em particular, nas regiões com amplas distâncias institucionais, como o Kuwait em relação ao Brasil. Contribuições gerenciais: Subsidiar o franqueador com alternativas estratégicas para a escolha do modo de entrada em países estrangeiros e evidenciar as oportunidades de mercados em ambientes institucionais distintos do brasileiro.

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Social franchise chains operating in African countries: are their social goals aligned with the 2030 United Nations sustainable development goals?

Perrigot

Gbetchi

2022

IJOEM

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PurposeSocial franchise chains have social goals rather than – or in addition to – commercial or profit-making goals. But are these social goals, disclosed by social franchisors, aligned with the Sustainable Development Goals (SDGs) and, if so, which ones?Design/methodology/approachThe authors examine the disclosure of SDG-related information on websites of 69 social franchise chains operating in Africa.FindingsThe authors' main findings show that social goals disclosed by social franchisors are aligned with certain SDGs that are general in nature and not just sector-dependent, except in the case of education.Practical implicationsThe authors' paper contributes to the practice by providing examples of the types and varieties of social goals social franchisors can pursue. Moreover, entrepreneurs might be encouraged to launch their franchise concept as franchisors who contribute to SDGs at an international, national or regional level or to join franchise chains as franchisees who contribute to SDGs at the local level.Social implicationsThe authors' findings show the potential for social franchise chains in developing countries to target and contribute to achieving SDGs.Originality/valueThe authors' paper adds to the limited literature on SDGs and, more specifically, on the role of the private sector, in particular social franchisors, in targeting and achieving SDGs.

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Franchising

Cited by 3 publications

References 0 publications

Social relationships and communication as key characteristics of social franchising in Africa

Social relationships and communication as key characteristics of social franchising in Africa

Internacionalização de Redes de Franquias Brasileiras e o Ambiente Institucional: A Expansão da Chilli Beans Para o Kuwait

Social franchise chains operating in African countries: are their social goals aligned with the 2030 United Nations sustainable development goals?

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