Abstract:
The focus of this paper is on divesting in-house trade activities into franchising operations. Conventional wisdom and assets analysis would suggest that firm growth objectives could only be attained through investments whereas an asset shrinking (a divestment) will necessarly determine a reduction of the strategic scope of business. Similarly, franchising is usually regarded as a means for fast expansion of the franchisor's retail network, characterised by a low capital investment and a high level of control on marketing policies. However, companies often carry out divestments by changing the form of control on retail operations, from ownership to contractual relationships (i.e. franchising). In this paper the authors describe the circumstances under which franchising is used as a form of divestment ; in this context it is shown how divesting assets and substituting them with contractual relationships such as the franchise business format can lead to a network organization.
Revue Finance Contrôle Stratégie is edited by Albert David
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