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- W2099693620 abstract "The purpose of this paper is to examine the issues of concept uniformity in limited-service restaurant chains through case studies. Most fast-food chains such as McDonald’s have built their business model on uniformity. Processes and standards are highly documented and units are monitored so that variations are minimized. Franchisees are penalized for non-compliance on major issues. Lafontaine and Blair (2005) state that “At each McDonald’s however, one can expect basically the same overall experience. These standards and policies are spelled out in details in its operations manual, which it updates regularly and includes by reference in its franchise contract.” Other franchise chains such as Great Harvest, specializing in bakery and pastries have chosen an opposite strategy. Great Harvest calls itself the “Freedom franchise” since it gives extreme freedom to its franchisees. Entrepreneurial spirit is welcome and rewarded. Know-how such as recipes and management processes are provided by Great Harvest but each store could build its own identity and fit in the local business landscape. In this paper we propose to review the merits and downsides of the two strategies by developing a comparative case study of McDonald’s and Great Harvest. We will articulate these case studies around two axes: localization strategies from an international or regional point of views and customization strategies. Research by Kaufmann and Eroglu (1998) provide a hierarchical framework while determining the impact of deviation for each key component of the business format and research by Gilmore and Pine (1997) establish useful distinctions between the four types of masscustomization." @default.
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- W2099693620 date "2007-06-01" @default.
- W2099693620 modified "2023-09-27" @default.
- W2099693620 title "Concept uniformity in limited-service restaurant chains: case studies" @default.
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