Reflection On Internationalisation

APPENDIX III

REFLECTION NOTES
1.0 Introduction

In these reflection notes, the findings from our research are presented, we then further proceed to touch on three (3) issues relating to internationalisation, innovation and responsibility related with our master thesis. 2.0 Summary of findings

The goal of this thesis was to assess the determinants of internationalisation through signals by testing the following signals (listing status, earning claims, company owned units, royalty rate and international franchise association membership). After subjecting our data to binomial logistic regression, we found out that there actually exists a positive relationship between a firm’s listing status, earning claim also known as Item 19 and their

In order to expand firm sort out different modes of entry to accomplished this task. Among the various channels of internationalisation franchising is seen to have gained the most popularity due to its lower embedded risk and high level of contractual control. As a result, this business concept has become a dominant strategy among internationalising firms across the various industries.
International franchising accelerated in America as far back as the early 1990s due to both the push and pull factors such as domestic market saturation, competition and economic opportunities. Furthermore, other factors that contribute to the internationalisation goals of an organisation are categorised under two broad concepts that are: organisational and environmental factors. Organisational factors as the name stands, are influences that originate from the firm/organisations perceived skills and competences whiles environmental factors originate from forces outside the organisation. Factors both organisational and environmental are; firm size, firm’s operational experience, competitive advantage, competitive pressures, and adaptability to change. All these factors when effectively and efficiently managed lead to a firm’s intention to

In international franchising, when the business model first started in the United States, it was a new way of entering markets where you could get the business model and everything that the franchisee needed in order to operate the business. Even if it was something new, the levels of innovation generally stay within the boundaries of the franchisor who is the original owner of the business, this discourages innovation from the part of the franchisee. In a franchising contract, the franchisee has to carefully follow regulations, specific policies and procedures that define how the services or products will be sold and also the appearance of the physical facilities. That is what makes franchising special and gives the franchisee a sense of confidence in a way that it is an already proven business model, that gives a high probability of success since it has already been