• The Korean Journal of Franchise Management
• /
• v.5 no.1
• /
• pp.143-160
• /
• 2014

This study focuses that the business starters can refer to this study, select better franchise headquarter and make the franchise member agreement. The most concerned part for the people who want to open franchise shop is what brand is reliable and safe to them. I have analyzed disclosure report that contains overall information of franchise headquarters and researched 300 franchise shops as sample. I drew the conclusion of the decision factors of franchise member agreement, overlooked demographical status by frequency analysis with SPSS 18.0 and performed disperse analysis to examine the decision factors of franchise member agreement and the difference between sex, service type, shop size and income level. In conclusion, the most concerned factor for the franchise agreement is sales management. Sex, shop size and income level are not meaningful factors, but the cost and training management factors are considered differently based on the service type. I hope 1) this study can be utilized for the franchise business starters judge and refer information level provided by the headquarters and make a successful franchise shop business. 2) this study can make solid relationship between franchise members and present a long term vision to them. Finally, this study can be a foundation to promote franchise field through making and supplementing the law of promoting proficient and good franchise headquarters and fairness of franchise transaction and franchise encouragement.

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