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

Aguiar, Helder de Souza; Consoni, Flávia Luciane; Bernardes, Roberto Carlos

doi:10.5585/riae.v13i1.1985

Cited by 2 publications

(5 citation statements)

References 20 publications

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“…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.…”

Section: Franchise Internationalizationmentioning

confidence: 99%

“…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).…”

Section: Franchise Internationalizationmentioning

confidence: 99%

“…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).…”

Section: Introductionmentioning

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: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Brazilian franchisor: Entry and operation of internationalized franchise

2017

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“…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).…”

Section: Resource Scarcity Theorymentioning

confidence: 99%

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

Aguiar

Pauli

et al. 2016

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano, e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. In 2014, the Brazilian Franchising Association reported 2,492 active brands in the country. Some theories with an economic point of view, such as the agency theory, plural forms theory, or scarcity principle, explain why companies choose franchising. However, did the decision makers and founders of these franchises decide on this strategy taking only economic reasons into consideration? The purpose of this study is to understand the a priori criteria (prior to the decision) that executives took into account when adopting this strategy and the key motivations for this decision. Originality/gap/relevance/implications: The literature emphasizes the economic reasons for the success of the franchise model, but it does not focus on the founders' motivations when they choose this strategy. This is the gap that this study seeks to address. Dissonance could arise between economic reasons and entry motivations that could result in consequences for the management of new franchises. Key methodological aspects: Ten companies of different industries and different life cycle stages involved with the franchise model were scrutinized using a semi-structured questionnaire based on the literature on decision theory and franchising. Summary of key results: Behavioral factors significantly influence decision makers when choosing the franchise model. Key considerations/conclusions: This study distinguishes the economic reasons from the executives' motivations when choosing the franchise model and highlights the importance of non-economic factors in this decision.

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

Cited by 2 publications

References 20 publications

Brazilian franchisor: Entry and operation of internationalized franchise

Brazilian franchisor: Entry and operation of internationalized franchise

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

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