wns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies

Have you ever considered how smaller businesses and even franchisees who own franchised outlets are hurt in economic downturns? Have you ever considered the ebb and flow of regulations and how they try to control it? We all know that the government does nothing very well and yet we allow them to try to reign in the cattle and corral the raging rapids of our economy. Why?

One thing I find interesting is that when the economy goes down it is always the small businesses that pull out the consumer from their demise due to scarcity of currency flows. When the economy is good they regulate the crap out of the small businesses (franchisees and small-franchisors) putting barriers to entry up for the larger corporations to run. Still in the end the shell game can only run so long, as it is not reality based and the sector rotations return, like river currents or ocean waves near the shore.

The real problem is that stifling competition kills innovation and makes the larger companies too fat dumb and happy to get out of their own way. Then throw in a little rule maker - rule maker syndrome and look at all the regulator debris? It is time to take a red-magic market to the franchising regulatory book and reduce the barriers for fast moving new concepts. America would be the better for it.

What can a franchise organization do to protect themselves? Well, sometimes a plan with existing franchisees, corporate owned units and co-branded deals makes more sense because you have the brand everywhere "power of presence" yet at the same time you can control your major markets and if you take a hit in some markets others should pull you through.

Diversification helps too as one industry is hit with a sector rotation of landslide others are there to soften the blow. When everything is running on all cylinders it is of course time to make hay, but franchising organizations know they better be smart about their strategies. Consider if you will the Rent-A-Car Companies which owns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies

er from their demise due to scarcity of currency flows. When the economy is good they regulate the crap out of the small businesses (franchisees and small-franchisors) putting barriers to entry up for the larger corporations to run. Still in the end the shell game can only run so long, as it is not reality based and the sector rotations return, like river currents or ocean waves near the shore.

The real problem is that stifling competition kills innovation and makes the larger companies too fat dumb and happy to get out of their own way. Then throw in a little rule maker - rule maker syndrome and look at all the regulator debris? It is time to take a red-magic market to the franchising regulatory book and reduce the barriers for fast moving new concepts. America would be the better for it.

What can a franchise organization do to protect themselves? Well, sometimes a plan with existing franchisees, corporate owned units and co-branded deals makes more sense because you have the brand everywhere "power of presence" yet at the same time you can control your major markets and if you take a hit in some markets others should pull you through.

Diversification helps too as one industry is hit with a sector rotation of landslide others are there to soften the blow. When everything is running on all cylinders it is of course time to make hay, but franchising organizations know they better be smart about their strategies. Consider if you will the Rent-A-Car Companies which owns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies

fat dumb and happy to get out of their own way. Then throw in a little rule maker - rule maker syndrome and look at all the regulator debris? It is time to take a red-magic market to the franchising regulatory book and reduce the barriers for fast moving new concepts. America would be the better for it.

What can a franchise organization do to protect themselves? Well, sometimes a plan with existing franchisees, corporate owned units and co-branded deals makes more sense because you have the brand everywhere "power of presence" yet at the same time you can control your major markets and if you take a hit in some markets others should pull you through.

Diversification helps too as one industry is hit with a sector rotation of landslide others are there to soften the blow. When everything is running on all cylinders it is of course time to make hay, but franchising organizations know they better be smart about their strategies. Consider if you will the Rent-A-Car Companies which owns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies

brand everywhere "power of presence" yet at the same time you can control your major markets and if you take a hit in some markets others should pull you through.

Diversification helps too as one industry is hit with a sector rotation of landslide others are there to soften the blow. When everything is running on all cylinders it is of course time to make hay, but franchising organizations know they better be smart about their strategies. Consider if you will the Rent-A-Car Companies which owns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies

wns airport units and franchise other locations or Service Master where some brands are owned and run corporately, some by master franchises and some franchisees.

There are many companies that appear to be franchisors, but were not which set up partnerships owning 51% and then later bought them back; Kinkos or look at Outback steakhouses. If things get tough they are able to sell out with little if any legal pain as they control the game underneath them. Additionally these types of companies have more options to weather the storms, use economies of scale and battle the onslaught, where as a poor strategy can kill off too many franchised outlets and the whole system dies. Please think on this.