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dc.contributor.authorChiu, YHen_US
dc.contributor.authorHu, JLen_US
dc.date.accessioned2014-12-08T15:20:21Z-
dc.date.available2014-12-08T15:20:21Z-
dc.date.issued2003-09-01en_US
dc.identifier.issn0264-2069en_US
dc.identifier.urihttp://dx.doi.org/10.1080/02642060412331301002en_US
dc.identifier.urihttp://hdl.handle.net/11536/14458-
dc.description.abstractCurrent studies of the franchise system usually assume that the number of franchisees is exogenous and irrelevant to the payment types. However, to a franchise system or a franchiser the optimal number of franchisees is related to the payment types, e.g., franchise fee, royalty, etc. We develop a game-theoretical model and then use 1998 Bond's Franchise Guide Data for US franchise stores in order to test the theoretical predictions. According to our theoretical predictions, the optimal number of franchisees under a royalty is strictly less than that under a franchise fee. This is because royalties distort the effort incentive of franchisees and the franchiser can increase average revenue by having a smaller number of franchisees. A franchise fee will not distort the effort incentive of franchisees and can help achieve a higher profit for both the franchiser and the franchise system. When demand is certain, the optimal royalty rate to the franchise system is zero. Under a royalty payment, the royalty rate will be greater than zero if the franchiser maximises its own profit. Empirical results support our theoretical predictions: there is no significant relationship between franchise fee and number of franchisees. The number of franchisees has a significantly negative relationship with royalties, while it is significantly and positively correlated with the experience of the franchise system, area, training, and advertising fees required by the franchiser.en_US
dc.language.isoen_USen_US
dc.titlePayment types and number of franchiseesen_US
dc.typeArticleen_US
dc.identifier.doi10.1080/02642060412331301002en_US
dc.identifier.journalSERVICE INDUSTRIES JOURNALen_US
dc.citation.volume23en_US
dc.citation.issue4en_US
dc.citation.spage42en_US
dc.citation.epage60en_US
dc.contributor.department經營管理研究所zh_TW
dc.contributor.departmentInstitute of Business and Managementen_US
dc.identifier.wosnumberWOS:000186084300005-
dc.citation.woscount2-
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