Redes de Franquia Brasileiras Internacionalizadas: Evolução do Método de Entrada no Exterior

Abstract

Este artigo analisa os métodos de entrada das franquias brasileiras quando optam por se instalar fora do Brasil. Tendo como base um estudo multicasos, foram realizadas entrevistas presenciais em 2012 com 21 redes de franquias internacionalizadas. Entre os resultados, observou-se uma mudança de postura das redes de franquias brasileiras ao longo do tempo, com alteração no método de entrada em mercados internacionais. Destaca-se a intensificação da procura por parte de agentes externos dispostos a levar a marca para o exterior, fato que possibilitou que a estratégia predominante a partir de 2008 fosse franquear suas atividades diretamente a partir do Brasil. Palavras-chave:Franchising; Franchising e Entrada no Mercado Estrangeiro; Internacionalização de Franquias; Métodos de Entrada no Exterior por Franquias. NETWORKS OF BRAZILIAN FRANCHISES INTERNATIONALIZED: EVOLUTION OF METHOD OF ENTRY ABROAD ABSTRACTThis study examines the methods of entry of Brazilian franchises during the decision of internationalization of operations. Based on a multi-case study in 2012, face-to-face interviews were conducted with 21 internationalized franchise chains. The results suggest that Brazilian franchise chains have modified the method of entry into international markets in recent years. The predominant strategy from 2008 was franchising activities from Brazil. The role of the foreign agent has been essential to lead the Brazilian franching brand abroad. REDES DE FRANCOS INTERNACIONALIZADO BRASILEÑO: EVOLUCIÓN DEL MÉTODO DE ENTRADA EN EL EXTRANJERO RESUMENEste trabajo analiza los métodos de entrada de las franquicias brasileñas, cuando optan por asentarse fuera de Brasil. Basado en un estudio de casos múltiples, las entrevistas personales se realizaron en 2012 con 21 franquicias redes internacionalizadas. Entre los resultados, se observó un cambio en la postura de las redes de franquicias brasileñas a través del tiempo, con los cambios en el método de entrada en los mercados internacionales. Es de destacar el aumento de la demanda de dispuesto a tomar la marca en el exterior, lo que hizo posible la estrategia dominante a partir de 2008 fue las actividades de franquicia directamente de los agentes externos de Brasil.

Brazilian franchisor: Entry and operation of internationalized franchise

“…He states that the pressure international investors interested in entering franchises in their countries exert influence on the decision to internationalize. In a study of internationalized Brazilian companies, Aguiar, Consoni and Bernardes (2014), agreed with this assertion taking the view that most companies are directed towards internationalization by investors who contact the company aiming to introduce the brands to the countries they live in. This applies to both foreigner investors as well as Brazilians living abroad.…”

“…Brazilian companies can be directed towards a country because it is the place where the investor is from. The search for foreign investors in franchising brands induces the internationalization, which often was not part of the actual strategy of the companies (Aguiar et al, 2014;Madanoglu, Alon, & Shoham, 2017).…”

“…International franchisors have stepped up investment in these countries (Baena, 2012;Welsh, Alon, & Falbe, 2006). There are also a considerable number of franchises from emerging countries that are launching in international markets (Aguiar, Consoni, & Bernardes, 2014;Thomas, 2013).…”

“…This paper analyzes if the maturity of the internationalization of the companies changes the way of operating, taking into account that the internationalization of Brazilian franchises is still in an initial stage. The intention is to broaden the discussion of other papers that looked at how the companies operated the strategy in their first internationalization (Burton & Cross, 1995;Aguiar, Consoni, & Bernardes, 2014;Aliouche & Schlentrich, 2011;Camargo, Rocha, & Silva, 2016;Jell-ojobor & Windsperger, 2013;Khauaja & Toledo, 2011;Quinn & Alexander, 2002;Rocha, Borini, & Spers, 2012).…”

Modeling the New Franchise Creation Decision: The Relevance of Behavioral Reasons

“…The franchisees, on the other hand, depend on the know-how and brand of franchisors (Brickley & Dark, 1987;Mathewson & Winter, 1985). In addition to financial resources, the franchisees add human resources to the network without the labor costs inherent in hiring professional managers for the network units (Aguiar, Consoni, & Bernardes, 2014).…”