The concept includes three elements:

The first franchises saw the light in the Middle Ages, between the Xth and XIIth centuries when the liberty and privileges granted by certain lords were introduced for the benefit of a certain geographically defined population.

" Good ideas sometimes take time to be accepted by the greatest number "

The boom occurred in France during the 70’s. At this time, there were 34 franchisers. Today, there are over 500 franchisers with 28,851 franchisees. With a turnover of 187 billion francs, the " franchise " branch represents 6% of retail and service commerce. Today, the franchise concept has matured, and become a proven strategic choice. Tomorrow, it will be an even more pertinent choice.

The franchise truly responds to emerging changes, while reconciling the economic and social paradoxes at the end of this millennium.

ü We look for stability while calling for change.

ü We look for solidarity while becoming conscious of our individuality, and refusing to give up our rights.

ü We have a planetary horizon, yet are increasingly seduced by our regions. Europe is here to stay, and we become European without ceasing to be French, Gascon, or Breton.

ü We want to be free while at the same time guided, listened to, and understood.

ü We want to profit from scale economies while being able to locally develop energy and a specific strategy.

ü We want rules, guarantees, and ethics, without having to give up the flexibility that makes it possible to innovate or adapt.

ü We want to control the ensemble and respect the individual.

The franchise naturally offers a two level framework which makes possible the impossible...

Because the franchise network is increasingly becoming a place of mutual enrichment, and because franchisers and franchisees, partners who are jointly responsible for their common future, knew how to institutionalize their dialogue.

The franchise will win the bet on the future...

ü Because it is the only form of commerce which channels the confrontation between two strong partners, profoundly implicated in the daily struggles which inspire them, with true and complementary skills, with clearly defined responsibilities (franchisers and franchisees are independent company managers), and which gives themselves in this manner the means to handle twists and turns without losing sight of their long term goal.

ü Why refuse the outstanding experience acquired by the franchiser?

ü Why refuse to benefit from the rich local resources, with the franchisee’s talent woven into the local fabric: he is his own boss, doubly implicated, attentive, and vigilant?

ü Why counteract this strategy which furthermore responds to the ever growing consumer sensitivity to notions of competence, professionalism, service, specialization, which are the very richness of this type of distribution ?

 

Risks

The franchise can be a company’s key to success. As long as there is a satisfying relationship between the franchiser and the franchisee. What is at stake here is the ability of the franchiser to create wealth. Indeed, there is no guarantee that a new company can create wealth. Gain and risk are two inseparable components of all new businesses, constantly haunted by the specter of bankruptcy. However, if a franchise buyer simply purchases a job, the franchise is hardly anything more than an employment agency.

 

The AU VIEUX FOUR franchise

The AU VIEUX FOUR franchise is a sales outlet franchise: the franchiser does not simply grant the distribution rights and the brand name, but also supplies information on the manufacturing process. This type of franchise includes a marketing plan, mandatory and documented procedures, assistance for procedures and innovation, and store development initiatives. SO, it's :