STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION

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The literature on franchising has traditionally focused on the effects and transformation it has promoted in the service sector, retailing, restaurants, hotels and other service-related industries. Store within a store research has been focused on the perspective of the manufacturer entering departm...

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Detalles Bibliográficos
Autor: Rosado-Serrano, Alexander
Formato: artículo
Fecha de Publicación:2016
Institución:Escuela de Postgrado Neumann Business School
Repositorio:Revista Neumann Business Review
Lenguaje:inglés
OAI Identifier:oai:ojs.pkp.sfu.ca:article/21
Enlace del recurso:https://journaltop.com/index.php/NBR/article/view/Art1
Nivel de acceso:acceso abierto
Materia:Franchising
Strategic Partnership
Store in Store Franchising
Big Box Retailers
SMEs
Family Enterprise
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spelling STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATIONRosado-Serrano, AlexanderFranchisingStrategic PartnershipStore in Store FranchisingBig Box RetailersSMEsFamily EnterpriseThe literature on franchising has traditionally focused on the effects and transformation it has promoted in the service sector, retailing, restaurants, hotels and other service-related industries. Store within a store research has been focused on the perspective of the manufacturer entering department stores. To date, little research has been carried out for the store in store strategy from the franchising perspective. This paper explores why big box retailers such as Walmart are adopting the store in store franchising strategy with specific partnerships with service firms such as McDonald's and Subway and how store in store franchising can be a new strategy for SMEs to expand. A content analysis methodology is used to interpret documents form Walmart Realty and specialized professional retail and quick service restaurants (QSR) magazines. The findings indicate that big box retailers such as Walmart choose to select the store in store franchising strategy to complement their shopping experience thru the boutique approach of complementing services in which they don't want to compete and increase their value proposition. Our findings also indicate that franchisor's choose the store in store franchising strategy due to the operational capabilities it acquires thru leasing space and high traffic availability that operating inside the big box store provides. We also suggest that store in store franchising strategy can be a new entry strategy for Family Enterprises and SMEs.Escuela de Postgrado Neumann Business School2016-06-30info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionOriginal articles in pairsinvestigación descriptivaArtículos originales por paresapplication/pdfhttps://journaltop.com/index.php/NBR/article/view/Art110.22451/3002.nbr2015.vol1.1.6001Neumann Business Review; Vol 2 No 1 (2016): January - June; 20-37Neumann Business Review; Vol. 2 Núm. 1 (2016): Enero - Junio; 20-372412-373010.22451/3002.nbr2015.vol2.1reponame:Revista Neumann Business Reviewinstname:Escuela de Postgrado Neumann Business Schoolinstacron:NEUMANNenghttps://journaltop.com/index.php/NBR/article/view/Art1/pdf_18Derechos de autor 2016 Alexander Rosado Serranohttps://creativecommons.org/licenses/by-nc/4.0info:eu-repo/semantics/openAccess2021-02-20T15:40:19Zmail@mail.com -
dc.title.none.fl_str_mv STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
title STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
spellingShingle STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
Rosado-Serrano, Alexander
Franchising
Strategic Partnership
Store in Store Franchising
Big Box Retailers
SMEs
Family Enterprise
title_short STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
title_full STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
title_fullStr STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
title_full_unstemmed STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
title_sort STORE IN STORE FRANCHISING STRATEGY: THE TREND IN FRANCHISING NEGOTIATION
dc.creator.none.fl_str_mv Rosado-Serrano, Alexander
author Rosado-Serrano, Alexander
author_facet Rosado-Serrano, Alexander
author_role author
dc.subject.none.fl_str_mv Franchising
Strategic Partnership
Store in Store Franchising
Big Box Retailers
SMEs
Family Enterprise
topic Franchising
Strategic Partnership
Store in Store Franchising
Big Box Retailers
SMEs
Family Enterprise
dc.description.none.fl_txt_mv The literature on franchising has traditionally focused on the effects and transformation it has promoted in the service sector, retailing, restaurants, hotels and other service-related industries. Store within a store research has been focused on the perspective of the manufacturer entering department stores. To date, little research has been carried out for the store in store strategy from the franchising perspective. This paper explores why big box retailers such as Walmart are adopting the store in store franchising strategy with specific partnerships with service firms such as McDonald's and Subway and how store in store franchising can be a new strategy for SMEs to expand. A content analysis methodology is used to interpret documents form Walmart Realty and specialized professional retail and quick service restaurants (QSR) magazines. The findings indicate that big box retailers such as Walmart choose to select the store in store franchising strategy to complement their shopping experience thru the boutique approach of complementing services in which they don't want to compete and increase their value proposition. Our findings also indicate that franchisor's choose the store in store franchising strategy due to the operational capabilities it acquires thru leasing space and high traffic availability that operating inside the big box store provides. We also suggest that store in store franchising strategy can be a new entry strategy for Family Enterprises and SMEs.
description The literature on franchising has traditionally focused on the effects and transformation it has promoted in the service sector, retailing, restaurants, hotels and other service-related industries. Store within a store research has been focused on the perspective of the manufacturer entering department stores. To date, little research has been carried out for the store in store strategy from the franchising perspective. This paper explores why big box retailers such as Walmart are adopting the store in store franchising strategy with specific partnerships with service firms such as McDonald's and Subway and how store in store franchising can be a new strategy for SMEs to expand. A content analysis methodology is used to interpret documents form Walmart Realty and specialized professional retail and quick service restaurants (QSR) magazines. The findings indicate that big box retailers such as Walmart choose to select the store in store franchising strategy to complement their shopping experience thru the boutique approach of complementing services in which they don't want to compete and increase their value proposition. Our findings also indicate that franchisor's choose the store in store franchising strategy due to the operational capabilities it acquires thru leasing space and high traffic availability that operating inside the big box store provides. We also suggest that store in store franchising strategy can be a new entry strategy for Family Enterprises and SMEs.
publishDate 2016
dc.date.none.fl_str_mv 2016-06-30
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Original articles in pairs
investigación descriptiva
Artículos originales por pares
format article
status_str publishedVersion
dc.identifier.none.fl_str_mv https://journaltop.com/index.php/NBR/article/view/Art1
10.22451/3002.nbr2015.vol1.1.6001
url https://journaltop.com/index.php/NBR/article/view/Art1
identifier_str_mv 10.22451/3002.nbr2015.vol1.1.6001
dc.language.none.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv https://journaltop.com/index.php/NBR/article/view/Art1/pdf_18
dc.rights.none.fl_str_mv Derechos de autor 2016 Alexander Rosado Serrano
https://creativecommons.org/licenses/by-nc/4.0
info:eu-repo/semantics/openAccess
rights_invalid_str_mv Derechos de autor 2016 Alexander Rosado Serrano
https://creativecommons.org/licenses/by-nc/4.0
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Escuela de Postgrado Neumann Business School
publisher.none.fl_str_mv Escuela de Postgrado Neumann Business School
dc.source.none.fl_str_mv Neumann Business Review; Vol 2 No 1 (2016): January - June; 20-37
Neumann Business Review; Vol. 2 Núm. 1 (2016): Enero - Junio; 20-37
2412-3730
10.22451/3002.nbr2015.vol2.1
reponame:Revista Neumann Business Review
instname:Escuela de Postgrado Neumann Business School
instacron:NEUMANN
reponame_str Revista Neumann Business Review
collection Revista Neumann Business Review
instname_str Escuela de Postgrado Neumann Business School
instacron_str NEUMANN
institution NEUMANN
repository.name.fl_str_mv -
repository.mail.fl_str_mv mail@mail.com
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score 13.905282
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