프랜차이즈 가맹본부의 경영전략: 정보공개서 자료 분석을 중심으로

Abstract

The franchise industry has a great contribution to nation’s economy, such as economic growth, creating employment and advancing distribution sectors. The franchise industry in Korea has significantly grown in terms of its quantity for decades. In this study, the most prominent domains of decision making for franchisers, including contract period, exclusive business boundary, royalty, franchisee charge, head office’s human resources, directly own and managing units, utilizing franchise quality evaluation system, are analysed and discussed. The data used for analysis are base on the Franchise Disclosure Document of Fair Trade Commission, and the analysis results are discussed in respect of franchiser’s business strategies. The analysis result shows that the contract period does not affect the sales of both franchiser and franchisee and outlet increase. According to this result, it is rather important for franchiser to decide the contract period based on avoiding franchisee’s free-riding and the level of restraint. Recently the exclusive business boundary for franchisee’s outlet has become major issue in franchise industry. Theoretically, franchiser needs to open new units to gain its competitiveness and growth rate, however franchisees want their business areas to be protected by defining boundaries. Both parties radically confront with their own benefits. Relevant data from the 2012 Franchise Disclosure Document showed that 35.1% of franchising brands protecting business boundaries whereas 64.9% are not protecting. The analysis results showed that the sales of franchiser protecting business boundaries are statistically higher than the sales of not protecting. Protecting business boundary is definitely upon franchiser’s decision making. However, franchiser must consider fair and mutual benefits to both himself and franchisee over making decision. The franchising system is the typical format of sharing risk and benefit between franchiser and franchisee. The royalty became an important motivation to both franchiser and franchisee in doing their best. The royalty has a number of different forms such as a flat sum system, a fixed rate system, and so forth. According to the 2102 data of Franchise Disclosure Document, 49.4% of franchising brands are not receiving royalties whereas 35.6% applied a flat sum system and 15.0% of a fixed rate system. The analysis results showed that the average sales of franchisee under flat sum system are higher than that of others, whereas the outlet increase under fixed rate system is higher than that of others. From these results, it became clear that more franchisers need to consider receiving royalties. Receiving royalties may also send positive signal to franchisees of taking care of and being responsible to their business. The franchisee charge including franchising fee regarded controlling method for franchisers. However, franchisee charge may have an adverse effects when collecting franchisees, it is even worse when franchiser has a weak brand power. According to 2012 data on Franchise Disclosure Document, the average franchisee charge was 11.05million won. The analysis result showed that the franchisee charge does not affect the outlet increase. Recently, human resources in franchising industry often suffer from low salaries, heavy load, frequent role shifts and staff turnover. In especial, human service is most important matter in franchise industry then it is critical to recruit and retain the best people at franchise head office. Analysis result showed that bigger the number of staff bigger the sales of franchiser. Plural governance system in franchising industry is now prevailed where franchisers own and operate units while licensing unit operation to franchisees. Plural governance system has definite advantages, such as directly managing units are easily operated in marketing strategies whereas franchisee units have quality market information and knowledge, then these could be converged to produce better performance. This study analysed the effects of the rate of franchiser units on franchiser sales, franchisee sales and unit increase. The results showed that the franchiser unit rate positively affects the franchiser sales and unit increase whereas it negatively affects the franchisee sales. Franchisers need to consider the best rate of directly own and operating units. Since 2010 the franchise quality evaluation system has been executed to provide future franchisees clear and useful information of franchisers. According to the analysis results of 2012 evaluation system, classⅠ brands are mostly enhanced their business performance since they participated the evaluation system. To enhance and evaluate their quality of franchising system, franchisers must consider participating the quality evaluation system.