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dc.rights.licenseopenen_US
dc.contributor.authorPERRIGOT, Rozenn
dc.contributor.authorLOPEZ-FERNANDEZ, Begona
dc.contributor.authorBASSET, Guy
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorHERRBACH, Olivier
dc.date.accessioned2021-06-08T08:13:24Z
dc.date.available2021-06-08T08:13:24Z
dc.date.issued2020-03-30
dc.identifier.issn0885-8624en_US
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/78847
dc.description.abstractEnPurpose As franchisees are independent entrepreneurs, one important part of the business format that franchisors are not allowed to impose on their franchisees is resale prices. They are only allowed to indicate a recommended or a maximum price. This study aims to look further into the capabilities underlying the calculation of resale prices and suggests that price-setting is part of both the “business know-how” transferred to franchisees and the “organizational know-how,” that is, capabilities developed and kept at the franchisor level. Design/methodology/approach This study adopted a qualitative methodology with a total of 65 interviews, 19 with franchisors and 46 with franchisees, all operating in the French market. Findings The findings show that resale pricing is a process that involves know-how. The complexity of pricing leads to develop specialized and broad capabilities. The first type of know-how, i.e., business know-how transferred to franchisees, deals with operational implementation of recommended resale prices in the stores. The second type, i.e., organizational know-how, not transferred as a safeguard against opportunism, connects across other functions of the franchise chain such as R&D and communication. Originality/value This study confirms the existence and relevance of another kind of know-how apart from the business know-how that is transferred to the franchisees. Organizational know-how at the chain level, though often neglected, is a necessary determinant of sustaining a competitive advantage. This know-how is not transferred to the franchisees but contributes to the success and sustainability of the franchisor/franchisee relationship. Franchisors should thus work on improving their capabilities to better support their franchisees. Moreover, this study highlight the complexity and extreme importance of setting the right resale price.
dc.language.isoENen_US
dc.subject.enCapabilities
dc.subject.enFranchising
dc.subject.enKnow-how
dc.subject.enKnowledge management
dc.subject.enPricing strategy
dc.subject.enResale pricing
dc.title.enResale pricing as part of franchisor know-how
dc.typeArticle de revueen_US
dc.identifier.doi10.1108/JBIM-05-2018-0145en_US
dc.subject.halSciences de l'Homme et Société/Gestion et managementen_US
bordeaux.journalJournal of Business and Industrial Marketingen_US
bordeaux.page685-698en_US
bordeaux.volume35en_US
bordeaux.hal.laboratoriesIRGO (Institut de Recherche en Gestion des Organisations) - EA 4190en_US
bordeaux.issue4en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.teamRessources humainesen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
hal.exportfalse
bordeaux.COinSctx_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.jtitle=Journal%20of%20Business%20and%20Industrial%20Marketing&rft.date=2020-03-30&rft.volume=35&rft.issue=4&rft.spage=685-698&rft.epage=685-698&rft.eissn=0885-8624&rft.issn=0885-8624&rft.au=PERRIGOT,%20Rozenn&LOPEZ-FERNANDEZ,%20Begona&BASSET,%20Guy&HERRBACH,%20Olivier&rft.genre=article


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