Conceptualising franchise success and failure in the South African quick service restaurant sector

dc.contributor.authorMarks, Jonathan T.
dc.contributor.authorKirtland-Ashford, Amy
dc.contributor.emailmarksj@gibs.co.zaen_US
dc.date.accessioned2025-03-07T06:36:58Z
dc.date.available2025-03-07T06:36:58Z
dc.date.issued2024
dc.description.abstractThe ability of a franchisor to sustain a productive working relationship with its franchisees over time has been shown to ensure the continued success of the franchise system. This involves developing a strong and mutually beneficial relationship between the parties. This study sought to understand how this relationship could be damaged or irreparably affected due to a breakdown between the franchisor and the franchisee. Improving this relationship would allow for a more sustained commercial arrangement between the parties, reducing the cost associated with early contract termination and de-franchising. A multiple case study approach was used as the methodological framing for this study. The sample group consisted of de-franchised franchisees who had prematurely cancelled a quick-service restaurant franchise contract. A snowball sampling technique was used, and information was gathered using semi-structured interviews and analysed using ATLAS.ti. Seven themes were identified and used to construct a conceptual model that informs the nature of a lasting and mutually beneficial franchising relationship. This study and the resulting model are valuable for franchisors in helping to select the most appropriate franchisees and ensure that the investment made into quick-service restaurant franchise brands is supported throughout the franchise relationship.en_US
dc.description.departmentGordon Institute of Business Science (GIBS)en_US
dc.description.sdgSDG-08:Decent work and economic growthen_US
dc.description.sdgSDG-09: Industry, innovation and infrastructureen_US
dc.description.urihttp://www.ajhtl.comen_US
dc.identifier.citationMarks, J. & Kirtland-Ashford, A. (2024). Conceptualising Franchise Success and Failure in the South African Quick Service Restaurant Sector. African Journal of Hospitality, Tourism and Leisure, 13(4):762-770. DOI: 10.46222/ajhtl.19770720.562. https://doi.org/10.46222/ajhtl.19770720.562.en_US
dc.identifier.issn2223-814X (online)
dc.identifier.other10.46222/ajhtl.19770720.562
dc.identifier.urihttp://hdl.handle.net/2263/101373
dc.language.isoenen_US
dc.publisherAfrica Journalsen_US
dc.rights© 2024 AJHTL /Author/s- Open Access-Online@http//:www.ajhtl.com.en_US
dc.subjectFranchisingen_US
dc.subjectFranchiseeen_US
dc.subjectFranchisoren_US
dc.subjectQuick Service Restaurantsen_US
dc.subjectFranchise successen_US
dc.subjectSDG-08: Decent work and economic growthen_US
dc.subjectSDG-09: Industry, innovation and infrastructureen_US
dc.titleConceptualising franchise success and failure in the South African quick service restaurant sectoren_US
dc.typeArticleen_US

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