• Journal of Distribution Research
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• v.12 no.1
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• pp.65-84
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• 2007

The relation between franchiser and franchisee participated the franchise system was studied focused on brand for the correlation of relationship dissolution. Basically the relation among brand equity, internal brand, conflict and relationship dissolution based on brand on franchise system were investigated. The study of external factor and internal one of brand recognized by franchisee was conducted. The questionnaire was carried out for franchisee participated of national franchise system. The results showed that the brand external factor of brand transaction cost, brand equity and brand communication had influence on brand dissolution by the affection of brand identification and conflict classified as brand internal factor. In addition, brand internal reinforcement factor affected brand dissolution also. The structural causal inference between internal factor and external one was examined. Finally, the theoretical and managerial insight were suggested on the brand role for the consecutive relation as well as the limit of the study and future suggestion were included.

• The Journal of the Korea Contents Association
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• v.17 no.3
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• pp.556-570
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• 2017

The purpose of this study is to examine the structural relationships among relational benefits of the franchise coffee shop, customer satisfaction, switching cost and relationship retention intention. The results of this study are as follows: First, among relational benefits, social benefits, psychological benefits, customization benefits and economic benefits had a significant influence on customer satisfaction. Second, among relational benefits, social benefits, psychological benefits, customization benefits and economic benefits had a significant influence on switching cost. Third, customer satisfaction had a significant influence on relationship retention intention. Fourth, switching cost had a significant influence on relationship retention intention. Finally, the conclusion section suggested strategic implications to induce relational benefits, customer satisfaction, switching cost and relationship retention intention based on the findings.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.22 no.3
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• pp.688-696
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• 2021

This study compared the current status, opening costs, and service of skin beauty franchises in Korea and the U.S. with the aim of providing data for skin beauty franchises. The main items in both countries include facial and body care, with 54 mean value in Korea, which is smaller than 361 mean value in the U.S. The U.S. franchise fee is about 1.5 times higher than that in Korea, and franchisees pay royalties of 20-60(ten thousand KRW) per month in Korea and 5-6 percent of annual sales in the U.S., as well as submit a net worth requirement and cash requirement. There are many spa services in the U.S. which creates differences in cost from Korea. and for the education, the cost was set in Korea while the time in the U.S. Every franchise offered facial and body care services. In addition, most Korean franchises run bridal care services, while in the U.S., waxing, men's treatment, hot stone, and spa services are offered. These differences are the result of differences in climate and race between the two countries, as well as differences in perception regarding the socio-cultural atmosphere, skin beauty, and openness.

• Journal of Information Technology Services
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• v.15 no.2
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• pp.203-217
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• 2016

This paper explores the distribution of the retail coffee franchise stores in Seoul using geostatistical analyses. The fact that lots of coffee stores are concentrated in the central area-Jongno and Jung-gu and commercial area-Gangnam and Seocho shows that the size of the floating population and potential customers is one of main drivers for making decisions on the locations of new stores. Except these 4 districts, the number of stores and population exhibit a positive correlation. By extracting the information on the 6 large coffee franchises store locations, we calculate the both haversine distances between stores of the same franchise and between stores of different franchises. We then empirically test the sitting and marketing strategies of Starbucks, Ediya, and Paik-Dabang using distance distributions. Significant pairs of Starbucks stores located within 100m confirm the sitting strategy of Starbucks which opens additional stores at crossways, stations, near shopping malls or other business zones though there already exist Starbucks stores. Meanwhile considerable portion of Ediya stores are found near Starbucks stores, which coincides with the sitting strategy of Ediya. We also find that Paik-Dabang that uses the low cost strategy has its stores open relatively farther than other franchises from Starbucks stores.

• Journal of Distribution Science
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• v.15 no.6
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• pp.47-56
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• 2017

Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.

• Asia Marketing Journal
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• v.14 no.3
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• pp.185-197
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• 2012

Caffe Bene, one of the most notable coffeehouse chain brands in Republic of Korea, gives us some thought-provoking issues in terms of sustainable success. Despite harsh competition among various coffeehouse brands, Caffe Bene has been accomplished astonishing outcomes in domestic market and now ranked 2^nd place in sales among the global coffeehouse franchise in 2010 and 2011. These achievements were possible mainly because Caffe Bene adopted distinctive shop design, maintained aggressive marketing strategy, developed new menu, and combined the unique Korean culture with ordinary concept of café to make its place attractive. However, since Korean coffeehouse market is getting saturated and consumers are becoming savvy about coffee, Caffe Bene needs to find a new solution to overcome growth stagnation. Besides, many experts pointed out that irrational increase in the number of stores might hurt its business in the aspect of managing distribution channel and providing consistent services. Also, customers of Caffe Bene have shown that it has to complement its critical weaknesses: inferior coffee taste and relatively high price for a cup of coffee. Especially, some people view that the company is shifting its high rental fee, interior cost and PPL marketing cost to consumers by charging high price for coffee. To get over the problems, Caffe Bene is currently using C/S Consumer Management System though experts are questioning about the efficacy because of the conflict between purpose of the system and the headquarters' plan. Present CEO Kim also announced that the company will complete its logistics system in the latter half of 2012 to provide stores with more high quality coffee beans to improve taste of coffee. Thus, in this case, we describe how Caffe Bene succeeded in Korean market and enumerate its key success factors. Also, we specify the long-term goals of Caffe Bene and introduce the current policies and strategies to show how the company is working on to achieve its ultimate goal. By reading and analyzing this business case, students could get useful insights regarding franchise management and think about issues on competing in a saturated market. Also, it would be worthwhile to generate creative solutions for the problems that Caffe Bene is now facing to broaden the practical perspective.

• The Korean Journal of Franchise Management
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• v.3 no.2
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• pp.55-78
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• 2012

The purpose of this study is to devise successful strategies for launching of new brands in franchise companies based on cases of 'Gamarogangjung' of Masedarin Inc. The results of case analysis shaw following successful strategies. First, Masedarin Inc. has used its core competence; Masedarin Inc., which managed chicken franchises for many years, launched the new brand, 'Gamarogangjung' based on its differentiated technologies and infrastructure. Second, the brand, 'Gamarogangjung' has used market oriented strategy actively; the brand has reflected customers' needs to its adminstration immediately by understanding and sharing of customers' needs at the corporate level. Third, Masedarin Inc. has differentiated a business model from other companies; by using 'take out' purchasing system instead of 'delivery to doors' or 'purchasing by visiting', the company has saved huge management cost. Fourth, Masedarin Inc. developed a new kind of business which is differentiated from existing chicken franchise brands or take-out restaurants. Fifth, Masedarin Inc. has appealed its sincerity to franchisees; its business information session, which explains about the business openly without exaggeration, has drawn a high rate of franchise agreement. Sixth, Masedarin Inc. changed its way of thinking about conditions of a location for member stores. The company has selected 'A' level locations for their member stores which enables 'quick sales at small profits' while other take-out stores are usually located at 'B' level location. Lastly, Masedarin Inc. has given thorough instructions to the staff of member stores. And immediately after opening of the stores, franchisees were able to operate the stores comfortably because the company educated the staff repeatedly over a long period to make them master skills before the opening of the store.

• Journal of Distribution Science
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• v.16 no.11
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• pp.65-72
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• 2018

Purpose - The purpose of this research is to investigate the effect of ex ante governance mechanisms that can be exercised by franchisers on franchise contract compliance and various relationship outcomes. There are many previous studies on control mechanisms in inter-firm relationship, however, most studies focus on ex post governance mechanisms and identify the effects of behavior control and outcome control on performances. Based on transaction cost theory and agency theory, this study defines the ex ante governance mechanisms of franchisers as contractual completeness and extra contractual incentives. The author have examined the two ex ante control mechanisms on contract compliance, recontract intention, multi-shop running intention and opportunistic behaviors of franchisee. Research design, data, and methodology - In this study, 137 questionnaires of food and beverage franchise stores were collected through a specialized research company. The reliability and validity of the variables were analyzed using SPSS 18.0 and AMOS 18.0 programs and hypotheses were verified through the structural equation modeling. Results - As a result of hypothesis testing, contractual completeness and extra contractual incentives have a positive effect on the contract compliance of the franchisee. It is shown that franchisee's contract compliance has a positive effect on recontract intention and multi-shop running intention and has a negative effect on opportunistic behaviors. Conclusions - This study examines the ex ante governance mechanisms such as contractual completeness and extra contractual incentives, which is relatively rare compared to ex post governance mechanism in B2B relationship. According to the results of this research, these two tools can be used as ex ante control mechanisms for franchise headquarters to use their franchisees. In addition, franchisee's contract compliance affects various relationship outcomes between franchisor and franchisees.

• The Korean Journal of Franchise Management
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• v.12 no.1
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• pp.35-44
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• 2021

Purpose: This study examines the opportunism moderating effect by the startup experience in the relationship between franchisor and franchisees. In the case of a franchise system that has a continuous relational exchange transaction, relationship management is a very important activity because the relationship management between franchisor and franchisees improves the quality of the relationship. Nevertheless, there is insufficient of research on opportunism, which is a negative factor in managing the relationship between franchisor and franchisees in continuous relationship. Research design, data and methodology: This study, we explore the cause of opportunism based on transaction cost theory through prior research and establish a research model based by goal incongruity, uncertainty, information asymmetry, transaction specific assets, the relevance to determinant of opportunism and the startup experienced which is a moderating variable. To verify several hypotheses, the data were collected from 300 out of 1,760 domestic franchisees and analyzed using multiple regression analysis with SPSS program. Results: The findings are as follows. Goal incongruity did not affect opportunism. Opportunism increased as uncertainty increased, and as information asymmetry increased, opportunism increased. An opportunism decreased as transaction specific assets increased. Moreover, the findings show that startup experience only plays a moderating role in the relationship between information asymmetry and opportunism. Therefore, 4 out of 8 hypotheses were supported. Conclusions: The findings show that uncertainty, information asymmetry, and transaction specific assets are the determinants of opportunism. In addition, the results of the analysis of the moderating role of startup experience show that the less entrepreneurial experience, the greater the influence of information asymmetry on opportunism. Our findings mean that maintaining a successful relationship between franchisors and franchisees is possible when franchisors provide knowledge sharing, goal sharing, environmental sharing, and management information sharing to franchisees. In addition, the findings of this study shows that the contract content and management should be changed according to the entrepreneurial experience. In other words, the franchisors must share and integrate the accumulated franchisees' and franchisors' experience with the franchisees to create a synergy that can lead to successful bilateral relationship maintenance, which in turn reduces opportunism.

• Proceedings of the Korean Society of Computer Information Conference
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• 2013.01a
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• pp.191-193
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• 2013

본 논문에서는 기존의 POS정보시스템을 이용하는 소형프랜차이즈 업체의 원가관리시스템을 개발하기 위해 표준화된 데이터모델을 개발하고, 사용하기 용이한 UI개발하는 방법론을 제안한다. 표준화된 데이터모델 개발을 통해 redundancy 없는 시스템을 개발하고 운영함으로써 개발 비용을 줄일 수 있으며, 사용하기 편리한 화면은 소형프랜차이즈 업체들의 이용성을 높일 수 있을 것이다. 가맹본사에서는 가맹점별 원가관리를 분석하여 가맹본사와 가맹점들은 투명한 점포경영이 가능하게 될 것이다.