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This is the case study, i need to answr the question from this case study..hep me plz..really stuck..

question: What other reasons may explain the fact that 15 per cent of Domino’s outlets are managed directly by the company rather than by franchees?
Domino’s Pizza Group

Many people dream about setting up their own restaurant. For somebody who loves food, the prospect of giving up a 9am to 5pm office job and spending all their working life developing new menus may seem irresistible. Sadly, although thousands of people have ventured down the route to becoming a restaurateur, the success rate is low. Estimates vary, but it is generally reckoned that about three quarters of all new restaurants are not a success and close within three years of opening. Large corporate restaurant chains generally succeed better, and it is the sole trader that is particularly likely to face problems. Instead of experimenting with new recipes for beef bourguignon or duck a l’orange, the small restaurant owner is likely to spend much of their time on more mundane matters. Filling out the VAT return, recruiting staff, calculating their income tax and paying their National Insurance contributions, keeping abreast of new legislation concerning minimum wage levels, maternity leave, and disabil¬ity discrimination are all distractions from the kitchen. Then there is the never-ending task of promoting the restaurant. Many restaurateurs think that customers will beat a path to their door, but diners can be fickle, and, as soon as a new restaurant opens in town, they may be off to try it out.

With so much to do in simply running the business, it is not surprising that many small restaurateurs become disillusioned and move on. Some fail simply because they haven’t developed a realistic business plan. Many of these could have benefited by belonging to a franchise organization, rather than going it alone. In franchised systems, the franchiser typically provides valuable support for administrative and promotional matters, leaving the franchisee to develop their business. Within the restaurant sector, franchising has been relatively slow to take hold at the gourmet end of the market, where the owner’s individuality and style can add to the appeal of a restaurant. But in the convenience food sector, franchising has become popular and allows dedicated individuals to build a secure and profitable business.

The Domino’s Pizza Group has used the energy of talented and hard-working indi¬viduals to deliver good financial rewards to its franchisees. Although the company’s pizzas may not appeal greatly to people who love fine food, its approach to the franchising of food outlets generally offers much more security and profitability than going it alone. In 2004, Domino’s reported that ten of its 100-plus UK and Ireland franchisees owned businesses that were worth more than £1,000,000 each. These figures are based on a standard calculation of twice annual turnover. With an average start-up cost of £183,000 this is a significant return on franchisees’ initial investment. How many sole traders running their own restaurant could match this? In 2002, Domino’s franchisees earned around £120,000 a year on average (although some considerably more), which was more than three times the average income of a typical business manager (£38,1071). Further¬more, no Domino’s franchise failed during the year, compared with over 22,000 business failures elsewhere in the UK economy.

Domino’s research into the skills set and characteristics of the most successful fran¬chisees, both in the UK and internationally, has found that the majority of franchisees believed the traditional corporate management career path failed to offer either the scope to succeed or adequate financial rewards.

Typical of the hard-working individuals attracted to a Domino’s franchise was James Swift. As a 16-year-old delivery driver for Domino’s Pizza, Swift spotted the potential to run his own business at an early age. He soon secured a position as the manager of the Domino’s branch in Swindon. This operational experience was critical for learning everything from how to make a pizza to how to manage a big team. It was about three years later that he got the chance to buy a share in the franchise. By the age of 24, he had become co-franchisee of three Domino’s outlets in Swindon, Newbury and Bath. He put his success down to sheer hard work and determination, with the backing of a well-known brand and the commitment that only the owner of a business can give.

Maybe one day, James Swift will match the success of Richard P. Mueller, Jnr, Domino’s Pizza’s most successful global franchisee. Mueller joined Domino’s in 1967 as a delivery driver and became a franchisee in 1970. By 2003, he owned 158 stores in the USA and employed over 3,000 team members. His company sold over ten million pizzas a year, as many as the entire UK Domino’s business. That equated to five million pounds of do

Two years ago I had someone come from a well known franchise. He did a very good job, but was too expensive. I don’t blame him, he’s just an employee. They got me for about $200. He worked about 2 hours and I gave him $10. Then last year I was really cheap. There was a ad in the weekly shopper for someone to do a whole house for $59-79. While I have a modest 2 br condo, about 400 sq ft of carpet out of 800 sq ft of condo, they got me for $79. I doubt they would do a 1,600 sq ft house for the same $79, so they were somewhat deceptive. They personally were unclean, no haircut or shave and showed up with a rented Rug Dr. machine. They were in my place less than 1 hour the rugs weren’t clean, but they were wet. I didn’t tip at all.
Should it be 15% like at a restaurant. They obviously draw a base salary higher than waiters, so the tips are just pure gravy. The next guy is coming by to estimate tomorrow evening. If we make a deal, I hope they will come this weekend. How much do you tip for a job well done? Do you tip at all? Thanks.

We were recently invited by my wife’s parents, Sharen and Carter, to get fresh frozen yogurt from a local business they had been telling us about for weeks. We tagged along in hope of some delicious dessert and found much, much more! The “Yogurt Patch” sells a variety of low-fat, no-fat and no sugar added fresh frozen yogurt and it’s all delicious but what really impressed my wife and I was that the Yogurt Patch has made an obvious investment in being a green business. It’s not immediately obvi

Alright ya’ll (since this is the South), we’ve closed nominations and now will begin voting for the best of the regional Grub joints. Below you’ll find the choices and you can click here to vote . You do not have to vote on any given category if you are unfamiliar with the choices. Keep in mind these were the readers nominations and GrubGrade has made no distinction as to which ones are actually regional (exceptions include the exclusion of obvious ones such as Diet Coke or Papa John’s) s

Drum roll please…….and here are your winners for the South region. Almost all were a landslide except the Mexican food category (Iguana Grill won by 3 votes). I’m surprised to see Coca-Cola as the winner as well as Kettle Chips as they started in Oregon and are now owned by the British equity firm Lion Capital LLP ….but to each their own I guess, that’s what ya’ll voted on. Tomorrow we will begin voting on the Central region. Maybe you can take some hints from this round and really explain in

This is the case study, i need to answr the question from this case study..hep me plz..really stuck..

question: What other reasons may explain the fact that 15 per cent of Domino’s outlets are managed directly by the company rather than by franchees?
Domino’s Pizza Group

Many people dream about setting up their own restaurant. For somebody who loves food, the prospect of giving up a 9am to 5pm office job and spending all their working life developing new menus may seem irresistible. Sadly, although thousands of people have ventured down the route to becoming a restaurateur, the success rate is low. Estimates vary, but it is generally reckoned that about three quarters of all new restaurants are not a success and close within three years of opening. Large corporate restaurant chains generally succeed better, and it is the sole trader that is particularly likely to face problems. Instead of experimenting with new recipes for beef bourguignon or duck a l’orange, the small restaurant owner is likely to spend much of their time on more mundane matters. Filling out the VAT return, recruiting staff, calculating their income tax and paying their National Insurance contributions, keeping abreast of new legislation concerning minimum wage levels, maternity leave, and disabil¬ity discrimination are all distractions from the kitchen. Then there is the never-ending task of promoting the restaurant. Many restaurateurs think that customers will beat a path to their door, but diners can be fickle, and, as soon as a new restaurant opens in town, they may be off to try it out.

With so much to do in simply running the business, it is not surprising that many small restaurateurs become disillusioned and move on. Some fail simply because they haven’t developed a realistic business plan. Many of these could have benefited by belonging to a franchise organization, rather than going it alone. In franchised systems, the franchiser typically provides valuable support for administrative and promotional matters, leaving the franchisee to develop their business. Within the restaurant sector, franchising has been relatively slow to take hold at the gourmet end of the market, where the owner’s individuality and style can add to the appeal of a restaurant. But in the convenience food sector, franchising has become popular and allows dedicated individuals to build a secure and profitable business.

The Domino’s Pizza Group has used the energy of talented and hard-working indi¬viduals to deliver good financial rewards to its franchisees. Although the company’s pizzas may not appeal greatly to people who love fine food, its approach to the franchising of food outlets generally offers much more security and profitability than going it alone. In 2004, Domino’s reported that ten of its 100-plus UK and Ireland franchisees owned businesses that were worth more than £1,000,000 each. These figures are based on a standard calculation of twice annual turnover. With an average start-up cost of £183,000 this is a significant return on franchisees’ initial investment. How many sole traders running their own restaurant could match this? In 2002, Domino’s franchisees earned around £120,000 a year on average (although some considerably more), which was more than three times the average income of a typical business manager (£38,1071). Further¬more, no Domino’s franchise failed during the year, compared with over 22,000 business failures elsewhere in the UK economy.

Domino’s research into the skills set and characteristics of the most successful fran¬chisees, both in the UK and internationally, has found that the majority of franchisees believed the traditional corporate management career path failed to offer either the scope to succeed or adequate financial rewards.

Typical of the hard-working individuals attracted to a Domino’s franchise was James Swift. As a 16-year-old delivery driver for Domino’s Pizza, Swift spotted the potential to run his own business at an early age. He soon secured a position as the manager of the Domino’s branch in Swindon. This operational experience was critical for learning everything from how to make a pizza to how to manage a big team. It was about three years later that he got the chance to buy a share in the franchise. By the age of 24, he had become co-franchisee of three Domino’s outlets in Swindon, Newbury and Bath. He put his success down to sheer hard work and determination, with the backing of a well-known brand and the commitment that only the owner of a business can give.

Maybe one day, James Swift will match the success of Richard P. Mueller, Jnr, Domino’s Pizza’s most successful global franchisee. Mueller joined Domino’s in 1967 as a delivery driver and became a franchisee in 1970. By 2003, he owned 158 stores in the USA and employed over 3,000 team members. His company sold over ten million pizzas a year, as many as the entire UK Domino’s business. That equated to five million pounds of do

So for over a month now I have been debating on whether or not to write corporate a letter about my experience at Subway. I am not sure whether to let the whole thing go, or to voice my concerns and frustrations, even though I know it probably will do no good. My situation -
I worked at Subway for almost a year and a half. I was recently fired last month. The reason… drama. I don’t want to get into how the drama started, but that was my reason for being fired. While I admit, drama occurred and I was involved - it was not a reason to be fired. I was fired after going in to talk to the manager (who was involved in the drama - I was friends with her, then not) about the 4 hours she had scheduled me for. I left the store thinking everything was going to be fine, an hour later I got a voicemail from her saying she and the owner had talked and decided to let me go. To, pick up your check, drop off your uniform….I am completely shocked, I call the owner and he basically yells at me, saying I’ve done this and that and created drama, and he hung up. I did not get to say a word. I couldn’t believe how he had just treated me and that I was fired. I had NEVER been late, never told twice how to do my job, he always praised how good of a worker I was, I never had any complaints from customers/co workers, and NO warnings whatsoever prior to the firing. I had never been written up or even given a verbal warning. Just fired, out of no where, through a phone call. I filed for unemployment - the owner tried to fight it, but I won. Obviously, he fired me for drama? The lady concluded there was NO misconduct at work. Life goes on, but I am still upset about the whole thing.

Then, just last week, I am told from the manager who I see at Walmart (the store in which Subway is inside) that I am banned from Subway. What?! I am BANNED? I have done NOTHING wrong and the owner says I am not allowed anywhere near his store. I am friends with most of the employees there, and they have told me he is mad I am getting unemployment and that I have no reason to be in his store. This is when I decide I need to do something.

I think legally is has the right to ban me, for whatever reason, whether it’s right or wrong. But I have never felt more disrespected, treated unfairly, and not to mention that he is the most unprofessional employer I have ever worked for. He had no grounds to fire me in the first place. He was told things from the manager (who was upset with me after not wanting to be friends) that were not true and made me out to be someone who he wanted to fire, but did not ever come to me to talk or ask questions. I went to him SEVERAL times asking to talk because there were problems and he never had time.

I am really upset about the situation, especially after the banning me thing. He treated me like I was some sort of criminal. Almost everyone at the store that works there now I am friends with, and they all disagree with his decision and most believe the manager had a lot to do with my firing because of her personal issues with me, but no one wants to say anything for fear of losing their jobs. It is so unfortunate that they can not even voice their opinions to their boss - who you are suppose to trust and count on if there are any problems.

I was thinking of writing corporate, but am not sure if I will sound just like a disgruntled ex employee or not. I don’t want to make a fool of myself. But I am honestly concerned about that place. I don’t want this to happen to anyone else and feel like I should say something. I am just one person, though, I know.

This is not the first time there has been an unhappy ex employee at this store. People have been fired or have quit for the same reasons - unfairness and owner not caring to deal with issues in the work place. I believe I am the only one to not be given any sort of warning before being fired, too. I don’t know if the franchise has some sort of policy for this. I know for his store, he had rules that included being given 3 warnings THEN fired. Unless there was serious grounds - like stealing or violence, neither of which I was close to doing.

What should I do? Anything at all? Thanks for reading..

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