프랜차이즈 시스템의 발전 단계(development stage)에 따른 특성 연구

Most studies on franchise systems conducted in Korea have assumed that the structures and features of franchise companies are same or similar. However, they can be classified for their different features depending on what development stage they are in, and understanding the features of franchises in different development stage allows better understanding on franchise systems. There are a number of foreign studies conducted on this issue, which have classified franchise systems based on the number of years franchisers have been in business and the number of franchisees they have in determining their stage (Oxenfeldt and Kelly, 1968-69; Lillis et al., 1976; Carney and Gedajlovic, 1991; Castrogiavanni, Bennett and Combs, 1995; Floyd and Fenwick, 1999; Inma and Debowski, 2006). This study was conducted to verify that Korean restaurant franchises are categorized in accordance with their development stages, and companies in different stages have differences in terms of support strategy, performance and ownership. Cluster analyses of 558 Korean restaurant franchises listed in the information disclosure statements as of late 2010 found out that the companies could be classified into five stages;New, Growing, Mature, Rapidly Growing and Transforming. The franchisers in each stage were characterized by ten variables; 1) the number of years in business, 2) the number of years in franchising and the difference between the number of years in business and franchising, 3) the number of stores, both franchisees and directly owned stores 4) the number of franchisees, 5) the growth rate of revenues, 6) franchising costs to be paid by franchisees, 7) the franchising ratio, 8) the growth rate of franchisees, 9) the growth rate of stores, both franchisees and directly owned stores, 10) and the number of regions where their stores are located. The five groups by cluster analyses did not assume any interrelations among them. However, analyses of the number of years in business and franchising and the values of each variable led to understand the relationship as pictured below. As shown in <Figure 1>,there might be several ways for franchise companies to develop to the Mature stage. New – Growing – Mature is a typical development pattern. Group 3 can be seen as rapidly growing franchise that goes to Growth stage directly from New stage. Group 5 is a set of companies which have already been involved in one franchise business and launch another brand, or which have not been in franchise business but switch their old business to franchising. Therefore, they develop faster than other competitors. The Rapidly Growing stage can be seen as a unique feature of the Korean franchise industry, and the Transforming stage is also an untypical development stage created as a result that existing companies launch a new business. As the first part of this study took a look at different development stages of franchise systems, and the second half will examine different features of each stage. The features of each development stage that this study tries to verify include the ownership (Oxenfeldt and Thompson,1969; Lillis, Narayana and Gilman, 1976; Hunt, 1974; Shane, 1998; Rubin, 1978;Brickley and Dark, 1987; Thompson, 1992; Combs and Castrogiovanni, 1994; Thomas et al.,1990; Gallini and Lutz, 1992; Shane and Spell, 1998 , etc.), support strategy (Kim, Jong-hoon,2007; Stern and El-Ansary, 1992; Yavas and Habib, 1987; Shin, Chang-hoon and others,2000; Lewis and Lambert, 1991; Park, Won-hue, 2004, etc) and performance of franchisors (Zaheer et al., 1999; Song, Xie, and Dyer, 2000; Ganesan, 1994; Hewett and Bearden, 2001;Reimann, 1982; Inma and Debowski, 2006; Connors, 1999; Jaworski, 1988; Cameron and Whetten, 1983; Cannolly et al., 1980; Whetton, 1981; Quinn and RohrBaugh, 1983; Bates,1998; Castrogiovanni et al., 1995; Lafontaine and Shaw, 1998, etc.). This study will look at if the five stages have any differences in ownership, support strategy and performance by using one-way ANOVA. The research model and hypotheses are as follows:∙ Hypothesis 1: The ownership of franchisers will depend on which development stage they are in. ∙ Hypothesis 2: The support strategy of franchisers will depend on which development stage they are in ∙ Hypothesis 3: The performance of franchisers will depend on which development stage they are in. <Table 3> shows if there is any difference in revenue, current net income, advertising/promotion costs and the ratio of branch retail stores. The analysis found out that there are differences in ownership (the ratio of branch retail stores), support (advertising and promotion costs) and performance (revenue and current net income) of franchisers depending on their development stages. The major objective of this study is to categorize Korean restaurant franchises according to their development characteristics and to verify that those categorized groups of franchisers are different in characteristics including performance, support and ownership. The following is the summary of the results of empirical analyses. First of all, cluster analyses is applied utilizing the six basic pattern variables of franchise system, size, timing, dispersion, growth tendency, vertical integration and pricing, that are measured in more specific ten variables. The results categorize franchisers into five groups,New, Growing, Mature, Rapidly Growing and Transforming. Second, the development stages showed three different ways to mature stages, 1) traditional way consisting with three steps,New - Growth – Mature, 2) fast way, Rapidly growing, and 3) endorsing way,Transforming. Third, all of the five groups are significantly different in performance, support and ownership. We provide theoretical reasoning on development of hypothesis and interpretation of results based on agent theory, signaling theory, and transaction cost theory. However during data collection, we find another reasoning from on Korea specific franchise environments. The control and supervising costs of franchisees are very high, and the request from franchisees partly due to franchiser can go to more problematic way. So,solution about these problems often result in switching franchisees into directly owned stores. This brings up the need to refine and verify theories of franchise development suitable for Korea’s unique situation.