As regards the representativeness of Study Two sample, about 51 per cent of zors had initiated their busienss in the 1980s (population estimate 68 per cent), and the average number of operational units per system was 827 (population estimate 150) with 12.
Recall that, unlike Study One, this question was now broached in an open-ended format which allowed considerable latitude to zors to express themselves.
In other words, only 27 per cent of founder zors affirmed that they would elect franchising all over again.
Constrained to single answers (right column, Table 7), founders zors isolated pride, personnel, and secrecy concerns (in that order) as being the most significant issues preoccupying them on the eve of franchising decision.
However, the remaining responses of founder zors were quite distinct from the previous groups.
The subsequent content analysis of responses revealed that operational control and efficiency was considered the most important reason for electing franchising by founder zors (Table 6).
First, it supports the premise that professional manager and founder zors can be expected to provide substantively different answers to the motivations question because of the differentials in their experiential backgrounds (e.
Perhaps the most startling revelation was that only a small minority of the founder zors (27 per cent, Table 4) would choose the franchising option all over again today.
Zors responding to structured self-report questionnaires in Study One overwhelmingly supported each of the seven reasons for franchising deduced from the literature (Table 3).
However, the pattern of responses was still skewed in favour of economic rationalisations and the reasons why some of the founder zors had actually chosen the franchising option anecdotally-reported) had not surfaced in the data of Study One or Study Two.
Overall, opening company-owned outlets, starting joing ventures, and appointing dealers and distributors emerged as the three most frequent alternatives to franchising as evaluated by the would-be zors (Table 2, last column).
Noteworthy secondary findings include the pessimism of founder zors regarding die future of franchising as a viable mode of distribution (Table 4) and the reasons for their pessimism (Table 5).