Case Study : Owning A Franchise

a strong reputation within the local market and corporate and travel trade markets for reliability, exemplary service and quality.

“Top quality, always fresh products, value, great service and community leadership has allowed it to grow into the largest quick service restaurant

Panera Bread offers franchising opportunities to facilitate its expansion. The company has a highly selective process and requires franchisees to

Franchise ownership structure has the ability to be more profitable for the league and its owners because it allows all owners the ability to maximize their own profits. And then all league wide revenues are divided evenly among the owners. However, there are problems with this league structure. In this type of league structure there is the issue of collective bargaining agreements. Which allows the players a share of all league wide revenues. It also allows players other rights that are negotiated during CBA negotiations that allow players to become more profitable themselves. In this type of league structure all franchises must have a significant amount of financially backing so that they can be competitive in the league and continue to increase revenue. Also in a franchise ownership model the league has the ability to prevent teams from relocating. In the legal case City of San Jose v. Office of the Commission of Baseball the City of San Jose sued the MLB from preventing the Oakland A’s relocating to San Jose, California. MLB argued that the A’s moving to San Jose would infringe on another franchises territory.

Foundation for customers and employees, excellent community environment, willing to take others’ opinions and suggestions.

As you walk through the doors of Panera Bread, the lighting and décor calm you while the fresh smells of the bakery envelop you. Every detail has been carefully coordinated to ensure a high quality dining experience at a reasonable price. This sophisticated concept for Panera began when a cookie company and a fast casual restaurant, called Au Bon Pain, synergized their efforts and found a propitious niche between fast food and fine dining (Repetti & Vincelette, 2005). By 2003, the company was able to generate significant revenues through company-owned stores, through the sale of fresh dough to franchisees, and through royalties and fees paid by franchisees (Repetti & Vincelette, 2005). In an effort to ensure success of Panera’s strategic

Our experienced staff takes pride in building lasting relationships with homeowners, architects, designers, specialized workers and suppliers. We strive to consistently deliver superior

Product Strategy - We are extremely dedicated to providing the highest quality food with no exceptions. Every person in the restaurant is part of the quality control. If something looks questionable then ask, a stupid question is far better than a stupid mistake, because there really are no stupid questions. Each person has the responsibility to make sure that all of the food that comes out of the kitchen is something that you would be proud to serve to anyone. It is a simple philosophy that if something is not good enough for you than it is not good enough for our guests. Live this motto because it will be what sets us apart from our competition.

Emphasize quality, originality, and dependability of service. We will differentiate ourselves from our competitors by offering a staff of practitioners who are not only certified in their professions, but will be trained

Calveta Dining Services, Inc. was a $2 billion, privately held firm that managed foodservice operations for nearly 1,000 senior living facilities (SLFs) in the United States. It was built on Antonio Calveta’s passion for food and traditional family values. It made better food that was more nutritious for the residents of the SLFs whose current food budgets did not exceed. It also provided with not only higher-quality food but also more personalized service. Presently, Calveta Dining Services ran food services for 976 SLFs and employed 15,000people.

What makes a franchise successful? According to Rob Bennett who is a franchise broker and consultant, there are many factors involved to create a successful franchise. To create a successful franchise one must make sure that they have a stable ground to expand, meaning that they CEO of the franchise needs to make sure that they aren’t just receiving rapid growth because they are simply a “fad” they want to keep their customers for the long run.

Our establishments stand out from the rest of competition due to a number of reasons including impressive buildings, world class amenities, state-of-art ready to use technology, professional meeting place, strategic

Panera bread’s growth strategy was to capitalize on Panera’s market potential by opening both company-owned and franchised Panera Bread locations as fast as was prudent (A. A. Thompson). Panera Bread work closely with franchised branches in order for the company to broaden its market penetration (A. A. Thompson). Panera Bread has taken the appropriate measures to gain a competitive advantage to make franchising a successful market for the company to enter. Considering Panera Bread Company keeps interaction with the franchised branches to ensure success gives them the upper hand to ensure continued success.

3. What elements did Allegra create in franchise support that became a key component of the franchise sales model?

♦ Reliance on franchising "associate" stores and opening a few new company-owned stores as a means of expanding nationally and internationally. However, franchise licenses were granted only to candidates who have experience in multi-unit food establishments and who possess adequate capital to finance the opening of new stores in their assigned territory.