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Geographical Dimensions of Business format Franchising

Geographical Dimensions of Business format Franchising
Geographical Dimensions of Business format Franchising

The research focuses on three key geographical issues. Paradoxically, geographical dimensions of franchise activity have not been acknowledged in past research despite the fact that franchising is inherently geographical and issues of expansion, location, territory and local environment are central to franchising.

Forty in-depth interviews with franchisors across six different sectors of franchise activity have been conducted. The first issue examines why firms franchise and how spatial expansion is achieved. The findings suggest that franchise firms under go a four-stage spatial expansion life cycle: the initial (pilot), roll out, consolidation and maturity stages. Three strategies were used to achieve network growth: (i) a franchisor-led approach; (ii) a franchisee-led approach; and (iii) a hybrid approach (franchisor and franchisee-led). Methods of growth included utilising single, multi-unit and area operators. These expansion strategies illustrate the locational decision making processes of both the franchisor and the franchisee.

The second issue examines how franchise systems manage the dynamic nature of network growth over time from early to latter stages of expansion. As a franchise network grows and with increased market penetration as a franchise format becomes better known, the basis of a franchise network may need to be restructured (i.e. new units added to existing operational areas). The sample of franchise systems had three models of network allocation: networks allocated on the basis of exclusive territories; networks allocated on the basis of non-exclusive territories; and networks where neither exclusivity or territories were allocated - units were simply licensed to franchisees. Network allocations had different contractual and operational implications for the restructuring process and the ability of a firm to take advantage of new market potential if it arose over time. Therefore, it was necessary for firms to employ restructuring mechanisms to facilitate new expansion opportunities.

The third issue examines the role of the local environment and its effect on format implementation.

University of Southampton
Cox, Anna Juliet
098af872-0fa6-46e7-8eef-5f754284d639
Cox, Anna Juliet
098af872-0fa6-46e7-8eef-5f754284d639

Cox, Anna Juliet (2002) Geographical Dimensions of Business format Franchising. University of Southampton, Doctoral Thesis.

Record type: Thesis (Doctoral)

Abstract

The research focuses on three key geographical issues. Paradoxically, geographical dimensions of franchise activity have not been acknowledged in past research despite the fact that franchising is inherently geographical and issues of expansion, location, territory and local environment are central to franchising.

Forty in-depth interviews with franchisors across six different sectors of franchise activity have been conducted. The first issue examines why firms franchise and how spatial expansion is achieved. The findings suggest that franchise firms under go a four-stage spatial expansion life cycle: the initial (pilot), roll out, consolidation and maturity stages. Three strategies were used to achieve network growth: (i) a franchisor-led approach; (ii) a franchisee-led approach; and (iii) a hybrid approach (franchisor and franchisee-led). Methods of growth included utilising single, multi-unit and area operators. These expansion strategies illustrate the locational decision making processes of both the franchisor and the franchisee.

The second issue examines how franchise systems manage the dynamic nature of network growth over time from early to latter stages of expansion. As a franchise network grows and with increased market penetration as a franchise format becomes better known, the basis of a franchise network may need to be restructured (i.e. new units added to existing operational areas). The sample of franchise systems had three models of network allocation: networks allocated on the basis of exclusive territories; networks allocated on the basis of non-exclusive territories; and networks where neither exclusivity or territories were allocated - units were simply licensed to franchisees. Network allocations had different contractual and operational implications for the restructuring process and the ability of a firm to take advantage of new market potential if it arose over time. Therefore, it was necessary for firms to employ restructuring mechanisms to facilitate new expansion opportunities.

The third issue examines the role of the local environment and its effect on format implementation.

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Published date: 2002

Identifiers

Local EPrints ID: 464614
URI: http://eprints.soton.ac.uk/id/eprint/464614
PURE UUID: dbba82be-7bcd-416e-89c3-1b3533b8158c

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Date deposited: 04 Jul 2022 23:50
Last modified: 16 Mar 2024 19:39

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Contributors

Author: Anna Juliet Cox

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