Classification by Scale or Franchise Method of Franchisor to Franchisee

This franchise. In Vietnam, a typical business that successfully uses this method is Pho 24.

1.2.3.2. Classification by scale or method of franchising from the brand owner to the franchisee

Single-unit franchise: is a form in which the brand owner “sells” the franchise to a suitable partner to open a single store in a certain geographical area. The advantage of this form is that the brand owner can work directly and closely with the franchisees, however, when the number of franchisees is too large, it will be difficult for the franchisor to control the entire system. Some franchise systems in this form are: Hilton Hotel, Pho 24, Trung Nguyen...

Exclusive franchising (Master franchise/ Sub franchising): is a form in which the brand owner will choose an individual or local business in the country or region that he wants to penetrate as the exclusive franchise "buyer". To obtain an exclusive franchise, the franchise "buyer" must pay a transfer fee higher than other forms of franchising. This franchise "buyer" is both the franchisee from the brand owner and the franchisor for other franchisees (secondary franchisees) within the agreed geographical area . Thus, the brand owner has almost transferred all of his burden in developing the franchise system as well as the product brand in that geographical area to the exclusive franchisee. The franchise fee collected from secondary franchisees will be divided between the brand owner and the exclusive franchisee according to the pre-agreed ratio. The exclusive franchisee must commit to a certain number of stores opened within a certain period of time or else the monopoly will be lost. For example: Indian company Aptech grants exclusive franchise to FPT Corporation in the Vietnamese market.

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• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
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• “Staying Engaged” Scale: The Following Factors Are Considered:

Area development franchise: in this form, the franchisee is allowed to open many stores in a relatively large area. They often have to commit to opening a certain number of stores within a certain period of time or they will lose the right. The regional franchisee is not allowed to " sell " the franchise to subsequent buyers. The fee for this form of franchise is also relatively high. In some cases, after a period of good business, the "buyer" of the regional franchise can apply to convert it to an exclusive franchise contract if they want to "sell" the franchise to a third party. For example: 7-Eleven Group conducts franchising in Japan.

Joint venture franchising: This is essentially a form of cooperation between the brand owner and the franchisee. One party contributes capital, local market knowledge and the other party contributes the brand (possibly with capital) to establish a joint venture company. This company becomes the company that represents the brand owner with full business rights in a certain geographical area. This is a form that the brand owner does not favor because it will have to accept financial risks if the joint venture fails. For example: Mc Donald's franchises in the UK through the joint venture company Mc Donald's Golden Arches Restaurant.

1.3. CONDITIONS REQUIRED FOR BUILDING AND DEVELOPING A FRANCHISE

Franchising is growing stronger and stronger, but not all businesses are successful when using this method. Before a company begins the process of building an expensive franchise program, it is necessary to carefully check the feasibility of the franchise strategy. Through studying the franchise model of some world-famous brands and reading books and newspapers, the author has drawn out 5 necessary factors to conduct franchising.

success: building brand identity, standardizing consistent processes, managing people, marketing efforts, and long-term strategy.

1.3.1. Building brand identity

A business can only conduct a successful franchise when it has a brand identity. Brand identity is the core value and characteristics of the brand, the mark that exists in the customer's mind most deeply, showing the outstanding difference compared to the brands of competitors. Brand building will revolve around the "soul" of those core values ​​to create a consistent image and commitments to customers. It can be said that the greatest value of a franchise contract lies in conveying this identity to the franchisee as a superior competitive advantage to help them build their business as quickly as possible.

Understanding this, most businesses are constantly trying to strengthen, build and develop their brands, especially businesses that want to franchise. Because brand identity is the first factor that attracts franchisees to them. It can be said that the popularity of the franchise brand is directly proportional to the success of the franchisee. That is why big brands in the world such as Mc Donald's, 7-Eleven, KFC, Pizza Hut... although famous worldwide, still focus on building and promoting their brands to consumers and franchisees. A strong brand does not mean that the brand is known by many people, but whether customers prioritize choosing that product or service or not.

However, along with building brand identity, when franchising, companies must also pay special attention to maintaining the integrity of the brand image in all stores in the franchise system.

franchise. Because just a small difference, a lack of uniformity, or failure to follow the standards of the corporate brand will affect the brand image of the entire system. The larger the franchise system, the easier it is for the franchisor to lose control if the brand identity is not consolidated and protected. The work of consolidating and protecting the brand identity is no longer just the work of the franchisor, but it requires a very high level of awareness from the franchisee. The franchisee himself must also be aware that brand identity is a "vital" factor - a prerequisite for success as well as a core factor for failure - for the existence and development of the entire franchise system.

1.3.2. Standardize the synchronization process

Franchising is not simply the franchisor allowing the franchisee to use the same brand, but it also involves the transfer of a business method from production methods, restaurant decoration to service style... all must follow a model set by the company. A consistent brand image is one of the keys to success when building a franchise business model. Customers must see the quality and standards of all stores with the same brand name as the same or at least equivalent. Just one store in the franchise system with poor service quality will affect the overall image and reputation of the entire system.

Many large franchise systems in the world still have problems in maintaining uniform standards in all stores in the same system. For example, for Hilton and Sheraton Hotel Corporation, customers often complain about the difference in quality between hotels owned by the parent company and hotels purchased by the franchise. This leads to customer skepticism when deciding to choose Sheraton Hotel. Meanwhile, for Marriott Corporation, customers can hardly distinguish between Marriott hotels owned by the company and Marriott hotels purchased by the franchise.

Franchising relies on a very tight control system. The synchronization of the entire system requires the franchisor to focus on inspection and supervision to promptly detect discrepancies and take immediate corrective measures. At the same time, the franchisee's strict compliance with the synchronization procedures is also an important factor contributing to the success of the entire franchise system.

Table 1.2: Basic factors that create synchronization

Basic elements that make up the consistency of the franchise system

* Front facade of the front door

* Interior decoration of the store

* Products and services

* Promotional section

* Staff uniform

* Publications

(Source: Franchise - the secret to success with the franchise business model)

1.3.3. Choosing the right partner

Franchising is a business method that requires close cooperation between the franchisor and the franchisee throughout the operation process. Therefore, the franchisee will have to find a partner to contact to apply for a franchise that is suitable for the characteristics of the business, as well as the field and type of business that he wants to do, and the franchisor must also carefully research the franchisee before proceeding with the franchise. Just one wrong choice of franchising partner will cause losses, affecting the reputation of the entire franchising system. During the operation process, there is always a need for smooth coordination between the franchisee and the franchisee.

franchising. Therefore, it requires both parties to have trust and respect for each other. The franchisor must provide timely support and assistance to the franchisee, and the franchisee must be aware of strictly complying with the franchisor's regulations.

In the world, large companies pay great attention to researching and selecting suitable franchise partners because just one unsuitable partner will affect the entire franchising system of the company. 7-Eleven is a typical example in selecting franchise partners. To become a 7-Eleven franchisee, one must have experience in business in general and experience in the retail sector in particular, and these people must have customer service skills.

1.3.4. Marketing efforts

Most franchises have their own marketing and advertising budgets. Many franchise models require quite specific marketing rules and a combination of franchisors and franchisees. Depending on the type of business you choose, you can choose the most suitable marketing and advertising methods. Starbucks has succeeded by making every employee in any position a great marketing expert so that they can advise and directly market the Starbucks brand at all times.

In addition, cultural factors are also very important. Chains such as McDonald's have built national marketing plans in addition to regional plans for their operating systems. Franchisors must understand that the customer experience in each locality and region is a unique advantage for the franchisee in that locality, and the franchisee should take advantage of that advantage to strengthen its brand. But the most difficult part of a franchise relationship is how to combine the brand's identity with the local marketing plan. That is why businesses are required to franchise.

In addition to general advertising campaigns for the entire system, there must be separate marketing efforts for each franchise area.

1.3.5. Long-term strategy

Franchising typically shortens the time it takes to get the initial facilities up and running, but that doesn’t mean you don’t have to develop a long-term strategy. It can take a franchisee about 2 to 3 years to see a profit, and without adequate planning, the franchisee will be swallowed up before it has a chance to succeed.

In fact, some franchisors only focus on replicating the business model and do not really focus on developing the brand and a long-term development strategy. Some franchisees only see immediate benefits and do not care much about developing the brand with the franchisor. Sustainable development always requires businesses to have a long-term development strategy. Especially in franchising activities, that strategy requires coordination from both parties for long-term goals.

1.4. EXPERIENCE IN BUILDING AND DEVELOPING FRANCHISING IN THE CONTEXT OF GLOBALIZATION IN SOME COUNTRIES IN THE WORLD AND IN THE REGION

1.4.1. United States

The franchising model is considered to have originated in the United States in the mid-19th century, when for the first time in the world, the sewing machine manufacturer Singer signed a franchise contract with a partner. As the first country with the most complete franchise system, the United States is now also the country with the strongest franchise, not only in terms of the number of franchise systems but also in terms of the number of domestic and foreign franchise stores. In 1994, 35% of total retail sales in

America is from franchise stores. By 2000, this rate increased to 40% with revenue up to 1,530 billion USD, creating jobs for more than 8 million people. On average, every 12 minutes, a franchise store is born [43].

Table 1.1: Total number of franchise stores in the US over the years

(Source: FRANdata findings- facts about franchising in US)

In the US, franchising is considered a "money-making economy" because it is a way to simplify common business concerns such as bankruptcy, hiring workers, developing brands, etc. According to statistics from the US Chamber of Commerce in 2006, the success rate of a franchised business or store is always over 90% after 10 years of business, while this rate in independent businesses and business units is only about 15% [22, p.112].

Table 1.2: Success rates for independent businesses and franchise businesses in the US