Information Transfer through Training in Franchising Enterprises

Ioanna, Sarantinoudi; Maria, Karamanoli

doi:10.1016/j.sbspro.2013.02.099

Cited by 6 publications

(5 citation statements)

References 56 publications

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“…Other operational supports involve staff hiring and initial corporate and on-the-job training, accounting, and an information technology system. After the actual operation, the franchisor grants additional forms of operational support that include standard operating procedures and manuals, logistic support, marketing support, management training, and new products and services (Ioanna and Maria, 2013). Financial support presumes that the franchisee acts as a lender, which a crucial role in the growth and stability of the franchise system because the restaurant industry usually encounters difficulties in obtaining loans with reasonable terms.…”

Section: Franchisor Supportmentioning

confidence: 99%

Franchisee-Franchisor Relationship Quality and Its Impact on Restaurants' Operational and Financial Performance: An Application of Leader-Member Exchange Theory

Kamar

Alsetoohy

2021

Journal of Association of Arab Universities for Tourism and Hos

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Franchising has evolved as one of the most prevalent business expansion strategies. Essentially, the success of this strategy depends on the dynamic and collaborative relationship between the contracting parties (Franchisor and Franchisee). A franchising relationship is unique and more complicated than conventional business relationships because it is not only a contractual relationship but is also a systematic engagement and partnership. Hence, there is imperative to identify the factors that shape and influence such a relationship. Drawing on the theory of the Leader-Member Exchange (LMX), this study employed an integrated approach to identify the main factors affecting the franchisee-franchisor relationship quality and the extent of their impact on the operational and financial performance of franchise restaurants in Egypt. The integrated model was examined based on data from (50) local and international franchise restaurants in Egypt. The findings indicated that mutual trust, commitment, and franchisor support are essential determinants of the franchisee-franchisor relationship quality. Though the three dimensions had varying degrees of impact, trust and support had the strongest effect. Moreover, the results implied that the mutual relationship between franchisors and franchisees has a direct positive impact on the operational and competitive performance while having an indirect influence on the overall performance of the restaurants. The findings intimate significant theoretical and practical implications.

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Section: Franchisor Supportmentioning

confidence: 99%

Franchisee-Franchisor Relationship Quality and Its Impact on Restaurants' Operational and Financial Performance: An Application of Leader-Member Exchange Theory

Kamar

Alsetoohy

2021

Journal of Association of Arab Universities for Tourism and Hos

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“…Traditionally, franchises have opted to train, develop and transfer knowledge through operating manuals, marketing plans and standard procedures to franchisees which serve as operational guides to improve the business (Ioanna and Maria, 2013). Through these knowledge-based investments, franchisors have improved brand image, encouraging franchisees to comply with the business concept (Paswan et al, 2014;Badrinarayanan et al, 2016).…”

Section: H2 Training Relevance Has a Positive Effect On Training Transfer Behaviourmentioning

confidence: 99%

“…In this sense, this work provides an explanation on how a better understanding and implementation of relevant training can be built through the IM culture. Furthermore, this work contributes by delving into the study of training (training relevance and training transfer) as critical factor to transmit the values and knowledge necessary for the success of the franchise system, as suggested by Ioanna and Maria (2013) and Zolfagharian and Naderi (2020), thus responding to the need for research required by the literature (Choo and Bowley, 2007).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Training as an internal marketing tool within the franchise system

Domínguez-Falcón

Monroy

Sánchez

et al. 2021

JSTP

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PurposeThe purpose of this paper is to analyse the important role of training (specifically, training relevance and training transfer) in enhancing franchisor-franchisee relationship satisfaction, and its influence upon customer performance (e.g., customer satisfaction, quality service), all driven by an internal marketing (IM) culture.Design/methodology/approachAn empirical study consisting of a questionnaire was conducted on a final sample of 157 individuals who are members of the franchise system. Structural equation modelling (SEM) was used to test the research hypotheses.FindingsThe results reveal that IM culture has a direct influence on training relevance; likewise, training relevance provides a positive and significant effect on training transfer, which does directly affect franchisor-franchisee relationship satisfaction and at least also impacts indirectly on customer performance.Practical implicationsIn order to ensure the success of the franchise system and customer satisfaction, all franchise parties should take a proactive role in the configuration of the training programmes. This proactive role should be conformed based on an IM culture developed properly by the franchise to strengthen a successful long-term relationship.Originality/valueThis paper provides an innovative approach to strengthen the franchisor-franchisee relationship through training based on the IM culture. This exploratory study integrates different theoretical frameworks that, to our knowledge, have not been linked, such as IM culture and franchise literature, considering the franchisee as an internal customer who has an influence on external customer satisfaction, with training and training transfer as essential key factors.

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“…Adentrando o conceito estrutural, o franqueador é responsável por fornecer um pacote de franquia que envolve, principalmente, o direito de uso de uma marca, produtos, concessão de serviços, treinamentos e/ou assistência operacional exclusivos. Por sua vez, o franqueado obtém tal direito em troca de uma remuneração financeira ao franqueador, dada por uma taxa de adesão -direito ao uso da franquia -ou por royalties -porcentagem pelo faturamento contínuo do franqueado (KAUFMANN;LAWRENCE, 2011;BRONI;VELENTZAS, 2013;IOANNAA;MARIA, 2013). Não obstante, embora o franqueado seja responsável pela gestão de sua franquia, tendo um caráter autônomo, este possui responsabilidades no tocante à manutenção do negócio, como: contribuir financeiramente com os investimentos de marketing da marca e adquirir produtos e serviços apenas de fornecedores vinculados ao franqueador (KLEIN, 1995;PASWAN;WITTMANN, 2009;BRONI;VELENTZAS, 2013).…”

Section: Fundamentação Teórica 21 O Sistema De Franquiasunclassified

“…Diversos estudos (e.g., VANCE; FÁVERO; LUPPE, 2008;CARMO;JANG, 2009;ZILBER, 2010;BRONI;VELENTZAS, 2013;HSU;IOANNAA;MARIA, 2013;ALTINAY et al, 2014) enxergam a relação entre franqueador e franqueado como algo complexo, possuindo diversos benefícios e riscos, simultaneamente, para ambas as partes. Em consequência, segundo Kaufmann e Lawrence (2011), existem casos em que os franqueados de uma marca formam associações -semelhantes a sindicatos -, que visam defender os interesses dos franqueados perante o franqueador.…”

Section: Fundamentação Teórica 21 O Sistema De Franquiasunclassified

Custos Previstos versus Custos Reais: O Caso de uma Franquia de Fast-Foods

Lacerda¹,

Lima²,

Souza³

2015

RECFin

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RESUMONo que diz respeito às franquias, muito se tem discutido sobre o aparato mercadológico e contábil que envolve a relação entre franqueadores e franqueados, em especial, ao que trata da rentabilidade. Diante da necessidade de novas contribuições para o tema, este estudo teve por objetivo investigar uma franquia do ramo de fast-foods quanto à compatibilidade entre o custo dos produtos previsto pelo franqueador -antes do início das operações comerciais -e o custo real dos produtos vendidos pelo franqueado -após o início das operações comerciais. Para tanto, foi realizada uma pesquisa em formato de estudo de caso, exploratória no modo como foi conduzida e descritiva no modo de aná-lise. Por meio de uma análise documental de dados secundários, coletados junto ao franqueado, constatou-se que a matriz (franqueador) estabelece um modelo de preço para os produtos com base unicamente no custo da matéria-prima utilizada na produção, negligenciando os demais fatores que influem diretamente na composição dos custos totais. De tal modo, compreende-se que o custo real praticado pelo franqueado é notadamente superior ao que fora inicialmente previsto pela franqueadora, o que afeta diretamente o ponto de equilíbrio da franquia analisada. Palavras-chave: Franquia. Custo real. Custo Previsto. Fast-foods. Ponto de equilíbrio.

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Information Transfer through Training in Franchising Enterprises

Cited by 6 publications

References 56 publications

Franchisee-Franchisor Relationship Quality and Its Impact on Restaurants' Operational and Financial Performance: An Application of Leader-Member Exchange Theory

Franchisee-Franchisor Relationship Quality and Its Impact on Restaurants' Operational and Financial Performance: An Application of Leader-Member Exchange Theory

Training as an internal marketing tool within the franchise system

Custos Previstos versus Custos Reais: O Caso de uma Franquia de Fast-Foods

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