Franchisee power : 50 percent reject recognized training

Abstract

What happens when a franchiser’s training agenda is different from that of the franchisees’? In a challenge to formal, recognized industry training one group of franchisees is opting to develop staff internally. The consequences for the company as a whole could have serious, long‐term strategic implications.

Citation

(2003), "Franchisee power : 50 percent reject recognized training", Development and Learning in Organizations, Vol. 17 No. 6, pp. 4-5. https://doi.org/10.1108/14777280310698665