Performance of Fast‐food Franchises in Britain

Price, Stuart

doi:10.1108/09596119310040516

Cited by 14 publications

(9 citation statements)

References 6 publications

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“…The most important benefit in buying a franchise is training and getting the practical skill (Price, 1993;Choo & Bowley, 2007). In all franchises models, it is required for the franchise to deploy a trainer for employees" training.…”

Section: Introductionmentioning

confidence: 99%

What Is the Role of Training and Job Satisfaction on Turnover Intentions?

Jehanzeb¹,

Hamid²,

Rasheed³

2015

IBR

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The literature of fast food franchises in Saudi Arabia has reported a lack of research on the topic of employee training. This study pursues to add literature and findings in fast food franchises sector by examining the impact of effective training and coworker support for training on turnover intentions among the employees of fast food franchises in Saudi Arabia. A total number of 350 questionnaires were distributed among the employees working in different fast food franchises of Saudi Arabia, out of which 278 were returned and finally 250 questionnaires were selected for data analysis. The data was collected by source of a structured questionnaire with a total number of 25 questions. In which 10 questions were dedicated to training effectiveness, 3 questions were dedicated to coworker support for training, 8 questions were dedicated to job satisfaction, and 4 were dedicated to turnover intentions of employees. The results described a strong positive relationship between effective training program and job satisfaction, and coworker support for training and job satisfaction. However, there is a negative relationship found between job satisfaction and employees" turnover intentions in fast food franchises of Saudi Arabia. The result of the study has significant decision-making suggestions for franchisers regarding how to decrease turnover intentions of employees by providing them efficient training programs and supportive working environment. Training programs not only increase the value of employees but also the effectiveness of the business.

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Section: Introductionmentioning

confidence: 99%

What Is the Role of Training and Job Satisfaction on Turnover Intentions?

Jehanzeb¹,

Hamid²,

Rasheed³

2015

IBR

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“…Out of the total of 2,035 franchisee units that changed hands in 2004, a total of 1,401 changed their franchisee, 105 were bought back by the franchisor, and 525 were closed down ( Table 4) Second, lower than average performance appears to occur before failure (Price 1993). The UK franchisees were asked whether they considered their franchisee units to be highly profitable, quite profitable, marginally profitable, or loss making.…”

Section: Us and Uk Total Franchisee Failure Comparisonsmentioning

confidence: 99%

“…A UK fast-food study shows that there may be some question as to whether or not mature, larger franchisor companies out-perform or underperform compared with franchisors that grow rapidly or convert many franchises quickly. Franchisors and franchisors can enhance franchisee success by a franchisor culture change that nurtures franchisee loyalty (Price 1993).…”

Section: Franchisee Turnover Rates By Percent Growth In Franchised Unitsmentioning

confidence: 99%

Entrepreneurial global franchise ventures: US and European franchisee failure strategic and empirical perspectives

Holmberg

Morgan

2007

Int Entrep Manag J

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Rapid United States and European franchise growth offers potential benefits for stakeholders and host counties, as well as the potential for failure. Franchisee failure research is a complex area confounded by varying failure definitions, approaches, an event-focus, and single-year data. This paper includes a strategic franchisee failure perspective that views franchisee failure as a multi-stage process rather than an event; new longitudinal data from the United States for over 780 franchise systems and 292,000 franchise units and United Kingdom franchisee failure data for over 700 franchise systems and 31,000 franchisee units; and estimates of current European business-format franchise market size, including selected Central and Eastern European countries. Understanding and mitigating franchisee failure provide potential lessons for franchisors and franchisees. Franchisee failure and the strategic implications for franchise entrepreneurial ventures is a significant research area that merits further study and analysis. Keywords Franchisee failure . US and European franchisingEuropean and American entrepreneurs pursue many different avenues in initiating and growing new ventures. Central considerations at the launch stage are whether to start and grow their own business or to become a franchisee with one or multiple outlets over time, an "independent contractor" in direct sales franchising, or a franchisor after several years of business concept and operation testing. Franchising is one central form of entrepreneurial venture creation and growth (Hoy and Shane 2003) and is a popular alternative to starting an independent business (Kaufmann and Stanworth

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“…None of the outcomes becomes unequivocally more positive. Four of the seven studies examining the relationship with financial performance found positive effects Fadairo 2008, 2010;Spinelli et al 2003;Thompson 1994), but the other three studies reported negative effects (Inma and Debowski 2006;Price 1993;Sorenson and Sørensen 2001). This difference may be due to different ways of measuring and, in particular, to the way in which the first two studies measured age as part of a broader typology.…”

Section: E: the Influence Of Size And Agementioning

confidence: 99%

Making Franchising Work: A Framework Based on a Systematic Review

Nijmeijer

Fabbricotti

Huijsman

2013

Int J Management Reviews

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There is a large and fragmented literature that examines the nature of franchising. This paper aims to collect all the empirical evidence on the factors that make franchising work and to integrate this evidence in a framework. A narrative synthesis was performed of 126 peer‐reviewed empirical journal articles. This review shows how the outcomes of franchising are determined by five major clusters of factors: ownership structure, business format design, contract design, behavior of the franchisor and the franchisee and their interaction, and the age and size of the system and its units. It identifies what franchisors and franchisees need to do to be successful and which evidence gaps and conflicting results remain. To yield better outcomes for both the franchisor and the franchisee, they should work on a recognizable brand name and a good working relationship; in addition, they should have suitable skills and attitudes as well as contractual exclusive territories. For further improvement of franchisee outcomes, high‐quality franchisor support, decentralized decision‐making, selection tools and fair contracts are essential. The effects of a high franchise proportion, active ownership, knowledge exchange and standardized operating instructions are contingent on other structural and contextual factors in the system. Conflicts and tying should be prevented. Hardly any research has been undertaken into which franchise designs are valued by customers. The authors have launched a research agenda for further research, from various theoretical perspectives, into the interactions between system elements, actors and contexts.

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Performance of Fast‐food Franchises in Britain

Cited by 14 publications

References 6 publications

What Is the Role of Training and Job Satisfaction on Turnover Intentions?

What Is the Role of Training and Job Satisfaction on Turnover Intentions?

Entrepreneurial global franchise ventures: US and European franchisee failure strategic and empirical perspectives

Making Franchising Work: A Framework Based on a Systematic Review

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