ZORSZdruzenje Obcinskih Redarjev Slovenije (Slovenian: Local Controllers Association of Slovenia)
Copyright 1988-2018 AcronymFinder.com, All rights reserved.
References in periodicals archive ?
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 12.9 per cent reporting more than 1000 units (population estimate 3 per cent).
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.
Note that this question was unique to Study Three, and was incorporated to more incisively focus on founder zors' motivations behind electing franchising.
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.g.
Study Three provided some rare insights into the thinking of founder zors. And judging by the uniqueness of their responses, more of such focused explorations are needed if an inclusive understanding of the franchising phenomenon is to emerge.
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).