Principles of technopreneurship


Advantages and disadvantages for franchisees



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Techno 1 notes
Advantages and disadvantages for franchisees
Advantages
 The business concept is proven.
 The way to operate the business has already been worked out and tested.
 Training and support is given including technical training, business training, site selection and choice of suppliers.
 High success rate compared to startup.
 Research and Development and competitive analysis are done by the franchisor to keep abreast of environmental changes.
 Economies of scale may apply.
Disadvantages
 Not your own creation. Somebody else’s idea.
 Lack of independence. The franchisor makes the rules which the franchisee has to follow.
 The financial costs can be considerable with large upfront fees and high royalties.
 The goodwill which your business builds up is never all yours.
 Disclosure of information to the franchisor to protect royalties.
Advantages and disadvantages for franchisors
Advantages
 Franchising is away of expanding a small business into a big business in a relatively short time. The burden of raising capital to develop a business concept is shared with franchisees and fast expansion becomes easier to fund.
 Another common barrier to expansion, the recruitment, motivation and reward of key staff, is also eased.
Disadvantages
 Loss of control compared to a conventional branch outlet. Franchisees are more independent than a branch manager.
 More obligations e.g. training, RD etc
 Failure of a single franchisee can do damage to the reputation of the franchisor.

BUYING AN EXISTING BUSINESS
The would-be owner-manager does not necessarily have to start anew business as either a startup or franchise. There are various opportunities to become part of an existing


Technoprenuership1 28 business. A buyer may choose to purchase an existing firm outright, or they may opt to become involved in it in someway as a partner.
Buy-in Buyers may not wish to purchase an existing business in its entirety. They may instead buy into an existing business and become anew partner or shareholder with those that already exist. This often happens in an expanding firm which would have outgrown the resources of the founding technopreneur(s) who sees) the need to build a team to manage the business in order that the new team members may share the founders objectives and commitment. A similar scenario might also arise if a small firm found itself in difficulties the addition of different skills and capital from anew partner or shareholder represents a possible recovery strategy of the forced sale kind.
Buy-out
Buy-out commonly refers to the purchase of a business, or a significant part of it, by its existing management. This is usually common in large firms buying themselves out of even bigger companies.

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