...253–268 Franchising Research Frontiers for the Twenty-First Century Rajiv P. Dant a,∗ , Marko Grünhagen b,1 , Josef Windsperger c,2 a Michael F. Price College of Business, The University of Oklahoma, 307 West Brooks, Norman, OK 73019-4001, USA b Eastern Illinois University, School of Business, 4002 Lumpkin Hall, Charleston, IL 61920, USA c Center of Business Studies, University of Vienna, Brünner Strasse 72, A-1210 Vienna, Austria Abstract About four decades ago, during the formative years of the franchising industry, visionary authors like Oxenfeldt and Kelly (1968) and Ozanne and Hunt (1971) proposed a rich slate of research agenda which still continues to guide some of the contemporary scholarship in the franchising domain. This article (1) explicates some of the unique features of the franchising context that presumably inspired these pioneering authors, (2) discusses four established elements of ontology unique to franchising and isolates the remaining research gaps therein, (3) specifies a new slate of more contemporary research agenda for future scholarship, and (4) concludes with a brief discussion of the ten articles featured in this Special Issue of the Journal of Retailing dedicated to the theme of Franchising and Retailing. © 2011 Published by Elsevier Inc on behalf of New York University. Keywords: Franchising Research Agenda; Research Frontiers; Mixed Motives Context; Asymmetrical Power Setting; Twenty-First Century Introduction Modern franchising in USA...
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...advancement have contributed vastly in the past few years, these advancements has advantages and disadvantages in all sectors of hospitality industry. As such it is very important and quite essential to explore and understand the innovative activities and practices. Research has been an important feature in this kind of environment to understand and identify the on-going advances, issues and trends in the hospitality industry. There are a number of academic journals that can list few themes to review in the hospitality sector. some of the issues have been addressed in this annual review of WHATT (IJCHM, Vol. 7 No. 7, 1996 and Vol. 8 No. 7, 1996), and other themes below are seen as new themes, which are research, strategy and organization policy; current perspectives in human resources management; new concepts in management and organization; information technology support; finance and investment. The three main trends that I would like to address are - human resources management, empowerment - management and organization , franchising - information technology, hotel computer systems Human Resources Management- Empowerment “Empowerment has been described as a venue to enable employees make decisions (Bowen & Lawler, 1992) and as a personal experience where individuals take responsibility for their own actions (Pastor, 1996)”. There has not been enough study on empowerment in the hospitality sector and in today’s competitive world any service industry to survive and grow, empowered...
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...MSc International Business and Management The Dynamics of Market Entry and Expansion Strategy in Emerging Markets: The Case of Wal-Mart in Latin America Dino Ovcina Author: Dino Ovcina Supervisor: Dr. Jeremy A Head Institution: Sheffield Business School at Sheffield Hallam University Program: MSc International Business and Management Module: Dissertation Date of Submission: 21 April, 2010 Abstract This research investigates the internationalization process and potential issues related to market entry and expansion strategies. It focuses on Wal-Mart's entry and expansion strategies into the Emerging Markets of Latin America, and discusses the different entry and expansion decisions being made by the company. Furthermore, the research critically evaluates the dynamic challenges facing developed country firms in their market entry and expansion strategies in emerging markets. Its contribution to the existing literature is its focus on the dynamics of entry modes in emerging markets. The research, based on an inductive approach, has been conducted as a case study by the use of secondary data. Wal-Mart began its internationalization by entering the two geographically nearest markets, namely Mexico and Canada. The entry into Mexico, which occurred 1991, was the first strategic move aiming at reaching the company’s overall goal of becoming the leading player in Latin America. Mexico together with Brazil are the two main emerging markets of Latin America characterized...
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...MSc International Business and Management The Dynamics of Market Entry and Expansion Strategy in Emerging Markets: The Case of Wal-Mart in Latin America Dino Ovcina Author: Dino Ovcina Supervisor: Dr. Jeremy A Head Institution: Sheffield Business School at Sheffield Hallam University Program: MSc International Business and Management Module: Dissertation Date of Submission: 21 April, 2010 Abstract This research investigates the internationalization process and potential issues related to market entry and expansion strategies. It focuses on Wal-Mart's entry and expansion strategies into the Emerging Markets of Latin America, and discusses the different entry and expansion decisions being made by the company. Furthermore, the research critically evaluates the dynamic challenges facing developed country firms in their market entry and expansion strategies in emerging markets. Its contribution to the existing literature is its focus on the dynamics of entry modes in emerging markets. The research, based on an inductive approach, has been conducted as a case study by the use of secondary data. Wal-Mart began its internationalization by entering the two geographically nearest markets, namely Mexico and Canada. The entry into Mexico, which occurred 1991, was the first strategic move aiming at reaching the company’s overall goal of becoming the leading player in Latin America. Mexico together with Brazil are the two main emerging markets of Latin America characterized...
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...International business or Global marketing is growing at a fast rate and there are more than 180 nations-sates in the world with different market and profitable potential. However for an organization to earn sufficient income in the global market it needs to know the right time and form of market entry mode whilst entering International market (Hill, 2003). Therefore this essay will focus and assess the need for an organisation to use a range of modes of entry while entering the international market. In due course it will give an overview on International marketing literature review, views on variety of entry modes, entry selection criteria, examples based on cased studies and conclusion. General Understanding of International marketing refers to marketing of goods and services from one country to another. Producing and marketing of products in more than one country is also termed as international or multinational marketing. But according to Mc Auley (2001) International marketing can be defined quite simply as “the performance of business activities that direct the flow of a company’s goods and services to consumers or users in more than one nation for a profit” much similar to domestic marketing. However Kahler (1983) argues and identifies that “International marketing differs from domestic marketing for one basic reason: it involves doing business with individuals, firms, organizations, and/or government entities in other countries”. The author further argues that the difference...
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...Gujarat Technological University MBA Semester - IV Syllabus for MBA Programme effective from the Academic Year 2009-10 onwards The course curriculum and syllabus for MBA of Gujarat Technological University are devised considering the norms of AICTE/UGC. While preparing the syllabus, the syllabi of different national level universities/institutions have been taken into account. This syllabus has endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective...
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...A study on the franchising opportunities and the barriers to it in Pakistan A Proposal Submitted by: Faizan mujtaba malik TP027822 BA (hons).International Business Management In Partial fulfilment of requirements of the programme Bachelors of Arts in International Business Management Asia Pacific University of Technology and Innovation 06-11-2013 Abstract Recently countries over the world have been in a very fast economic development race with the most modern and appropriate strategies and technologies. However, franchising has been of the most successful and useful strategies that helped in the development and improvement of countries. On the other hand Pakistan is one of the developing countries that suffer from the lack of such strategies and technologies that would play the role in the economic development of the country. This report provides an overview of franchising strategy with its advantages and drawbacks. Moreover the report is about the market in Pakistan and provides a much clear image of the environmental factors and current situation in the country. The aim of research is to study the opportunities of franchising in Pakistan as well as the challenges that organizations face in the market of Pakistan specially in franchising. The research focuses on the environmental factors, political and social and cultural factors and its impact on the franchising market in Pakistan. The report also focuses on how technology and infrastructure can...
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...Research topic: Factors impact on the development of franchising in Vietnam. I. Introduction: 1. Problem statement: Nowadays, franchising is very popular all over the world. In Vietnam, it is not a strange type of business. Observers note that Vietnam currently has major advantages for franchise development. First, the economy has been growing steadily at 7-8 percent in recent years. Second, a young population of 83 million people is seeing living standards rise as disposable income increases. Franchising begins in Vietnam in 2000 with Trung Nguyen coffee as a pioneer, then gradually becomes popular since 2003 until now. Viet Nam now has over 70 separate franchising operations, marketing both local and overseas brands. Some famous franchisors in Vietnam after Trung Nguyen Coffee are Pho 24, which has outlets in Singapore, China and Japan; Kinh Do Bakery, owned by the large bakery; and Bon Mua (Four Seasons) Food and Drink restaurants, owned by leading Vietnamese retailer Hapro. Franchising brings benefits for both franchisee and franchisor. For franchisors, it is a good opportunity to spread their brand name in Vietnam market and overseas markets, increase turnover, save management expenses, protect and broadcast their brand name. For franchisees, they can reduce risks in business because everything is established by franchisor, franchisees will be received training, development and impart management skills, how to decorate the system as per the franchisor’s...
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...well-being of employees…………………………………………….. 1.3 Keiretsu………………………………………………….. 2. REVIEW OF LITERATURE 3.1 Structural design of organizations………………………. 2.1.1 Define a hybrid structure ……………….……… 2.2 Placing a substitute value on a brand name- Brand Franchising 2.3 Differenciate between a Transactional and a Transformational leader 2.4 Assets and Liabilities 2.5 Distribution of empowerment – Decentralization 2.6 Interlockig business partnerships 3. ALTERNATIVES 4.2 Design, structure and practices of Virgin………………… 3.1.1 A heirarchy with no rigid control, freedom to authorize 3.1.2 Types of departmentalization 3.1.2.1 Customer based……………………… 3.1.2.2 Location based………………………. 3.1.2.3 Product based………………………... 3.2 Define a leader with vision, openness and relentless thinking capacity 3.3 Encourage, welcome, embrace, discuss and let know 3.4 A store/ IDEA BANK that works as a reception for novelty. 3.5 Nullify the threat of losing market share, cooperate with many buyers or suppliers 4. IMPLEMENTATION 5. CONCLUSION 6. REFERENCES ACKNOWLEDGEMENTS I have taken effort into the matter of writing this case study. However, thiswould not have been a clear feasibility without the kind guidance and support of every other lecturer of The Institute of Personnel Management since I stared with CCHRM and I’d like to express my sense of obligation towards them incliding...
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...Yours faithfully Md.RazibulMatin ID. No: 801414091 EMBA Program Department of International Business University Of Dhaka. Table of Content SL NO. | TOPIC NAME | PAGE NO | | Letter of Transmittal | 1 | | Executive summary | 3-4 | Chapter-1 | Introduction | | 1.1 | Problem of Modes of Foreign Markets Entry | 5-6 | 1.2 | Rationale for Modes of Foreign Markets Entry | 6 | 1.3 | Scope and Objectives of the study | 6-7 | 1.4 | Methodology of the Study | 7 | 1.5 | Limitation of The Study | 7 | Chapter-2 | Literature Review | 8 | Chapter-3 | Modes of Entry into Foreign Market | | 3.1 | Market entry strategy | 9 | 3.2 | Market Entry Modes | 10 | 3.2.1-3.2.7 | Different Markets Entry Modes | 11-16 | 3.3 | Non-Equity Strategic Alliance | 16-17 | 3.3.1 | Licensing | 17-18 | 3.3.2 | Franchising | 18-21 | Chapter-4 | Findings and Analysis | | 4.1 | Findings | 22 | 4.2 | Analysis | 22...
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...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...Table of Contents Introduction 2 Research Question 3 Research objectives 3 Literature Review 3 Research Methodology 6 Research Philosophy 6 Data Sources 7 Research Tools 7 Sampling Methodology 8 Logistical and Ethical Consideration 8 Expected Outcomes 8 Planned Timetable 9 Conclusion 9 References 10 Introduction South Asia accounts for over 17 percent of the total world’s population. Although, there are varying definitions of the South Asian region, for the purposes for this research, the focus would be on three countries which are Pakistan, India and Sri Lanka. India, the second most populous country in the world and the tenth largest economy is expected to bypass the US economy by in the next three decades along with Germany, Italy, France and other economic giants. Pakistan, the sixth most populous country of the world with a population of 180 million people out of which 65 percent are between the ages of 18-35, represents great potential of a highly skilled workforce (Bhattacharya, pp. 41-45, 2009). Bangladesh, the ninth most populous country of the world has shown great economic growth and human development over the past few years thus offering great prospects for economic growth (Harwood & International Finance Corporation. pp. 45-49, 2010). Important here to note is that these three countries are a part of the Next Eleven (N11) nations, selected by Goldman Sachs Investment Bank that are believed to the...
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...competences/”know-how”, geographical restraints, financial feasibility, time concerns, etc.). More precisely, vertical relations refer to the rapport between two companies in the sequence along the value chain, where there can be one (or multiple) upstream company and multiple (or one) downstream companies. Although the typical characterization of the rapport between a company and the market is a direct one (where the firm sells directly to the end consumer), it is generally not the case. In the most familiar scenarios it is considered that the producer would retain control over the selling price, advertising, sales service, etc. However, when starting on the assumption that this is false, the producer would ultimately lose control over some of these aspects, which are paramount to determining the demand. Supply relations Once a company has locked in a supplier, the need to maintain a balance of control in the newly created collaboration, in order...
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...5174 A Comparative Study of Entry Modes Adopted by Sainsbury’s and M&S in China Based on Resource-based View Theory Yuyu Xiong 2203873 07/24/2016 Word Account: 3013 Table of Contents 1. Introduction……………………………………………………………………..…3 1.1 Background ………………………………………………………………..…3 1.2 Research Questions …………………………………………………………..3 1.3 Research aim and objectives………………………………………………… 4 2. Literature Review ……………………………………………………………..….4 2.1 Timing ………………………………………………..…..4 2.2 Scale of Entry ………………………………..…..……5 2.3 Steps taken before choosing entry modes………………………………..…. 2.4 Entry Modes……………………………….……………………………..…. 2.5 Factors that influence the choice of entry mode…………………………..…. 3. Methodology…………………………………………………………………..….6 3.1 Research philosophy………………………………………………….………6 3.2 Research approach……………………………………………………………7 3.3 Research strategy…………………………………………………………..…7 3.4 Ethical implications………………………………………………………..…8 4. Limitations………………………………………………………………………...
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