Towards a Strategic Model of Global Franchise Expansion

Aliouche, E. Hachemi; Schlentrich, Udo A.

doi:10.1016/j.jretai.2011.01.004

Cited by 77 publications

(107 citation statements)

References 28 publications

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“…From this perspective, Quinn and Alexander (2002) and Aliouche and Schlentrich (2011) have proposed some models to expand franchises into international markets. Usually, in these models the authors highlight three key points: examining the target market, examining the company internal factors and choosing the best entry mode.…”

Section: Franchise Internationalizationmentioning

confidence: 99%

“…"Where to expand" -This is the process of identifying the countries (or regions) which are ideal to direct the operations to and the determination of which of those are priority countries (or regions) (Aliouche & Schlentrich, 2011). The emerging markets are becoming an attractive option.…”

Section: Franchise Internationalizationmentioning

confidence: 99%

“…The methods of entry and operation in international markets compiled from the traditional literature are: (i) Franchisee-owned; (ii) Direct Franchisee; (iii) Master Franchise; (iv) Joint Venture and (v) Franchisee from a subsidiary, with own office abroad (Burton & Cross, 1995;Quinn & Alexander, 2002;Aliouche & Schlentrich, 2011). Control levels and investment in the internationalization of franchises are closely linked to methods of entry into foreign markets (Jell-Ojobor & Windsperger, 2013).…”

Section: Franchise Internationalizationmentioning

confidence: 99%

“…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).…”

Section: Introductionmentioning

confidence: 99%

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Brazilian franchisor: Entry and operation of internationalized franchise

2017

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This study aimed to compare the entry and operations strategies of franchisors of developed countries into foreign countries with Brazilian counterparts. Were there significant differences? An exploratory study was conducted with 16 international franchisors operating in Brazil and 31 Brazilian franchisors operating abroad. The results show that international franchisors operating abroad prefer to use a subsidiary in the destination country. At the same time, this strategy is little used by Brazilian franchisors, which prefer the strategy of direct franchises. For data collection, 47 directors or managers of the international expansion of Brazilian companies and the expansion directors of the international companies which operates in Brazil were interviewed. Although more expensive, the subsidiary in the target country offers greater control over the expansion of business reducing the problems caused by the distance of the country of origin. For the management of franchisors, this paper points out that the subsidiary is a natural evolution of entry and operation mode when it is desired or it is needed to control the expansion of networks in other countries. Thus, managers of franchisors in emerging countries should carefully examine the subsidiary option in the target country when their company considers accelerating international growth.

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Section: Franchise Internationalizationmentioning

confidence: 99%

Section: Franchise Internationalizationmentioning

confidence: 99%

Section: Franchise Internationalizationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Brazilian franchisor: Entry and operation of internationalized franchise

2017

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“…In addition to geographical and cultural distances (Aliouche & Schlentrich, 2011), economic criteria (development level, potential for growth) (Alon & Mckee, 1999), market governance rules and the institutional environment (Welsh et al, 2006) are also taken into account, particularly to assess the level of risk associated with investment in host countries. Installation in a host country implies that this country offers an institutional environment compatible with the franchisors' interests.…”

Section: Copyright By Author(s); Cc-by 420mentioning

confidence: 99%

Institutional Environments And The Internationalization Of Franchise Chains: The Contrasting Cases Of Three North African Countries

Aliouche¹,

Fernandez²,

Chanut³

et al. 2015

JABR

Self Cite

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Franchising has become a dominant model of retailing in the Western world and is rapidly expanding in emerging countries. This paper is an attempt to explain the significant differences in the development of franchising in three emerging countries: Morocco, Algeria and Tunisia. Explanations can be found in the general institutional environment in these countries, including the political and economic environments; governments' willingness to modernize the distribution structures; and the legal and regulatory environments specific to franchising. Our analytical framework is based on institutional theory (DiMaggio & Powell, 1983), a framework that provides further insights beyond the approaches based on economic efficiency (agency theory and the resource scarcity perspective). Based on an analysis of the documents in the major public databases in the three countries, supplemented with field research, we propose an analytical framework that helps explain the uneven developments of franchising in the three North African countries based on the specific institutional environment of each country. This study thus provides empirical evidence supporting the institutional theory of franchise expansion. It appears that institutional theory complements agency theory and resource scarcity theory in explaining the development of franchising in emerging markets: while agency theory and resource scarcity theory explain the motivation of firms to expand internationally through franchising, institutional theory helps explain the success or failure of these firms in the emerging markets they expand to.

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Microbial control measures for soft ice cream in franchise brands: A comparative analysis of microbial analysis and manufacturing practices

Park

Kim²,

Hong

et al. 2020

Food Science & Nutrition

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The aim of this study was to establish a complementary direction of the franchise food hygiene guideline to control microbial risks. We evaluated current measures of preventing microbial spoilage and ensuring microbiological safety of food in the food franchise industry. Manufacturing practices were assessed using microbiological analyses, third‐party food safety audits, and existing hygiene guidelines. Microbial load indicators of food, manufacturing processes, work environment, and workers were also analyzed to track microbial proliferation. We audited manufacturing practices and processes and analyzed the cleaning and sanitation clauses. We found high contamination of heterotrophic bacteria and detected coliforms in some products. There was no direct contamination by food handlers, and the sterility of raw materials was satisfactory. The main issues were structural complexities of equipment, which hindered cleaning and disinfection, and disinfection practices of franchise brands. Store‐level microbial control may be compromised due to the industrial nature of small stores operating collectively. We thus issued complementary guidelines. Improved collective microbiological safety may be ensured through implementation of the revised cleaning and sterilization regulations.

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Towards a Strategic Model of Global Franchise Expansion

Cited by 77 publications

References 28 publications

Brazilian franchisor: Entry and operation of internationalized franchise

Brazilian franchisor: Entry and operation of internationalized franchise

Institutional Environments And The Internationalization Of Franchise Chains: The Contrasting Cases Of Three North African Countries

Microbial control measures for soft ice cream in franchise brands: A comparative analysis of microbial analysis and manufacturing practices

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