Fast Food Nation: Chapter Four Essay

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“Becoming a franchisee is a strange combination of beginning your own business and going to be employed by someone else” (Schlosser 94). In Richard Schlosser’s Non-fiction book, Fast Food Nation, Schlosser reasons that fast food has widened the gap involving the rich as well as the poor, started out an weight problems epidemic and propelled American cultural imperialism abroad. As the idea of a franchiser/ franchisee relationship seems to be nothing but beneficial, it has a severe drawback, which is the release/ acceptance of certain problems out of each party’s control. This, subsequently causes other companies to try to develop new ways of forming this kind of relationship. Subway, for example uses “Development Agents” to help simplicity tensions.

Nevertheless due to this, the controversial issue of encroachment emerges. This kind of leaves culture asking by what price is definitely success worth it? And how is success measured by these companies? The franchisee/ franchiser romantic relationship has the benefits, nevertheless also one major disadvantage which can cause conflicts and controversies. “At the heart of the business agreement is a desire simply by two parties to make cash while steering clear of risk” (Schlosser 94).

In starting small businesses00, there is a enormous financial risk. Even if you provide an amazing idea it takes a lot of well managed funds. Becoming a franchisee, though, while still charging a good amount of cash, the risk can be considerably small because the name, advertising and product is already out there. “One provides a brand name, a business prepare, expertise, entry to equipment and supplies.

The other places up the money and does the work” (Schlosser 94). Franchising makes it easier intended for companies to expand all their market and profit from that. “The marriage has built-in tensions. The franchisor breaks in some control while not wholly owning every single operation; the franchisee eschew a great deal of self-reliance by having to obey the businesses rules” (Schlosser 94).

The moment putting that quantity of money and work into building a effective franchise it can be frustrating at the time you can’t produce any adjustments you need on your own. While there is a great package of sacrifice, particularly quietly of the franchisee, bottom line, if the profits are rolling in everyone gets along all right. Because the franchisee/franchisor relationship has built in tensions, it has led companies to explore new ways of forming this kind of partnership. “The chain depends on “development agents” to sell new Subway franchises.

The development providers are not paid salary … [their] Income is largely dependent on the number of Subway’s that open up in their territory” (Schlosser 100). These development agents happen to be technically self-employed contractors who will try to wide open as many subways as possible, as the more that they open a lot more they are paid. “They happen to be under regular pressure to hold opening fresh Subway’s, regardless how that results the product sales of subway’s that are previously operating nearby” (Schlosser 100).

Because they are self-employed contractors they don’t bother about how revenue of different Subway’s are affected by their actions, in order to make money they need to keep starting franchises no matter if they are producing Subways down the street from other Subway restaurants. “As the American market to get fast food develops more condensed, restaurants belonging to the same cycle are frequently getting put closer to one another. Franchises call this practice “encroachment” and angrily oppose it” (Schlosser 99). Although it can lead to a decrease in sales at the individual restaurants, the franchisors benefit from this kind of practice that puts its franchisee’s bankrupt.

While some can credit Subway for searching for new ways to create its interactions with its dispenses, overall, its practices damage its individual restaurants and make that one of the worst chains to be a franchisee intended for, long-term. Because of the harsh truth uncovered in this chapter, culture is able to observe how hard you should become successful, whether it be as a franchisee or beginning a company on your own. At profitable seminar Dork Feamster took his personnel to, a paralyzed but nonetheless upbeat and motivational Christopher Reeve’s stated, “Since my own accident, I’ve been recognizing … the current acceptance means something quite different” (Schlosser 107).

Reeve’s is definitely referencing the millions selection in his 20’s and that there can be more to success than that. “‘I see people that achieve these conventional desired goals, he says … ‘ None of it matters” (Schlosser 107). This is this sort of a powerful second in the chapter, Schlosser should really be participating in a motivational seminar and yet readers walk away from this wondering, for what point success worth it is. In the event this man who was renowned and beloved by America says he thinks he can irrelevant, what about us? With this chapter visitors see that big companies measure their very own success in money and profits, nevertheless how will need to society measure it’s?

The public education system might assess success in graduates or perhaps students that go on to school. But the neat thing about this section is Christopher Reeve’s challenges the way you evaluate your achievement and leaves that up to the audience’s presentation. “If initially you don’t succeed, make an effort, try once again. Then stop.

There’s not any point in becoming a damn fool about it” (Brainy Quotations W. C. Fields). The franchisee/franchisor relationship while mainly beneficial, features its inconveniences, which is every single party reducing some control. As corporations such as subway have looked into new ways of forming this kind of relationship, more problems have got emerged from this. Readers are left wondering at what amount success is worth it, and how big companies measure their accomplishment. Works Cited Schlosser, Richard.

Fast Food Nation. New York: Perennial, 2002. Printing.

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