Internationalization, entrepreneurship, franchising, international marketing.
First year undergraduate students of Management courses.
This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets.
Expected learning outcomes
After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works.
The purpose of this paper is to identify the influence of cultural differences on the design and management of two franchise programs and one joint degree program run by a…
The purpose of this paper is to identify the influence of cultural differences on the design and management of two franchise programs and one joint degree program run by a Chinese university in partnership with a British university and a French university. The cross-cultural challenges and the differences in the strategies taken by the managers in both types of program to deal with such challenges are analyzed. The frameworks for such strategies are also proposed.
A case study approach was used for the analysis. Participatory observation and interview were adopted to collect information in combination with the written reports on the programs. The interviewees included managers, faculty members, and students. Thematic analysis was conducted to find out the common themes from the coded data.
For franchise programs, the British university takes a “collaborating” strategy focusing on globalization, which is combined with the “compromising” strategy of the Chinese partner university focusing on localization. Both parties keep their different styles of management and combine them into one new management mode. By contrast, in the joint degree program, the French management mode can be described as a “collaborating” strategy toward the management of the Chinese students and curriculum, while the Chinese managers are seeking to progressively “accommodate” the needs of the French students.
Few studies in the current literature are targeted at the cultural influences on the design and management of transnational higher education (TNHE) programs as well as the proper management strategies to deal with such cultural differences. The result of this study will provide useful advice for researchers and practitioners in cross-cultural management of TNHE programs.
Franchising is not an industry but a method of distribution. The franchise system of distribution has been adapted to a diverse array of products and services. According to the U.S. Department of Commerce, more than 1,800 companies in some 40 different industries use the franchise method of marketing. Today the franchisors' know‐how, trademarks, and advertising muscle offer unique opportunities to individuals with limited capital and experience.
This paper examines the effectiveness of a sport loyalty program in fostering fan relationships with a team and its sponsors. The study of 268 US baseball spectators…
This paper examines the effectiveness of a sport loyalty program in fostering fan relationships with a team and its sponsors. The study of 268 US baseball spectators revealed that, in the mind of the fan, loyalty programs generally consist of three underlying components. When these components perform well, they can fuel a member's sense of attachment to a team and their tendency to purchase sponsor products. Recommendations to improve loyalty program performance focus on tactics that build member relationships and identification with the team.
Franchise, strategic management, food and beverages, Malaysia.
First year undergraduate students of management courses.
This case study explores the strategies employed by franchisor Gloria Jean's Coffees (GJC) in reestablishing its market presence in the Malaysian coffee market. GJC recently underwent an exchange of ownership. Under the new leadership, the company decided to appoint a new strategic master franchisee in Malaysia to see a section of its expansion plan in the ASEAN region reestablished. The selection of a suitable and well-connected master franchisee is very important for reestablishing presence and brand name development. The deteriorating position of GJC's brand name in Malaysia prior to the appointment of a new master franchisee created a unique situation requiring an in-depth evaluation and examination of unseen but highly related critical factors. In-depth and “behind-the-scene” examination on efforts made through the implementation of business and marketing strategies to reestablish its brand and presence in Malaysia; given demanding market challenges and intense competitions.
Expected learning outcomes
After carrying out this exercise, students are expected to be able to: understand how business start up grows in foreign markets; identify the basic issues of international franchising and how the system works; analyze the various factors of considerations prior to internationalization; and evaluate strategies undertaken by company in establishing its market in foreign countries.
States that franchising has grown into a dynamic and mature business activity, with varying types of public recognition. Looks at what types of franchise are available and gives eight arguments to advance prospective franchisees in their decision. Sums up that there are two key aspects in the franchise management: which are keep the good relationship between franchisor and franchisee; and managing day‐to‐day franchise operations successfully.
This article examines the current status of franchising in SaudiArabia. Despite the fact that Saudi Arabia exhibits some attractivecharacteristics for an intensive…
This article examines the current status of franchising in Saudi Arabia. Despite the fact that Saudi Arabia exhibits some attractive characteristics for an intensive penetration of this form of distribution, franchising has made a limited appearance in some major cities of the Kingdom, primarily in the fastfood services area. After reviewing the history of the franchising scene in Saudi Arabia and identifying some of the prominent participants in this area, the article describes a number of problems that could be hindering a more successful exploitation of franchising in the Kingdom. Some practical solutions are also outlined.
Relatively little study has been performed on knowledge management and knowledge transfer in the public sector, and even less in the developing countries. This paper…
Relatively little study has been performed on knowledge management and knowledge transfer in the public sector, and even less in the developing countries. This paper investigates the relationship between organizational elements and the performance of knowledge transfer. Five main independent variables were identified – organizational culture, organizational structure, technology, people/human resources and political directives – and these were tested against creation of knowledge assets and knowledge transfer performance using the Spearman rank test. Tacit and explicit knowledge were also tested against knowledge transfer performance. To achieve an in‐depth empirical study, the Ministry of Entrepreneur Development of Malaysia was chosen for a case study. The findings are based on replies to a questionnaire survey done from September to December 2001. The results reveal that there are significant relationships between some of the variables and either the creation of knowledge assets or the performance of knowledge transfer. Therefore, it is necessary for organizations to consider some of the elements that show a relationship between the tested variables in implementing a knowledge management strategy in an organization. However, certain variables that did not show any relationship should not be ignored totally, as they are still very important for some organizations.
A trend has been developing in the United States towards the use of vertical marketing systems. Of the many types of vertical marketing systems, franchising has become one of the most dominant. This is evidenced, in part, by the nearly one‐third of retail sales in 1973 that were through franchised retailers (US Department of Commerce, 1974). The success of the franchise form of distribution hinges upon franchisors and franchisees both contributing skills and resources, frequently however franchisees and franchisors become dissatisfied with the other's contributions and actions. This dis‐satisfaction in some cases leads to substantial friction. Although it is not clear that conflict (friction) will always decrease channel efficiency it is probably safe to assume that continued conflict would be dysfunctional in a franchise channel. It is therefore the purpose of this article to discuss and empirically test several propositions about the franchisee's satisfaction with his franchisor.