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Chapter 7. Transaction Analysis > Using Transaction Analysis to Improve the Ser...

Using Transaction Analysis to Improve the Service Delivery System

As a franchisee, you work in your stores and offices every day to meet customer needs. No one knows your business like you do. In the transaction analysis you use that knowledge to define the distinct functions of the business. Of course, the issue is how finely transactions should be defined. Our experience tells us that we should start with the bigger tasks and then refine each task into smaller and more refined experiences. The way a franchise organization combines the tasks from the gross to the refined and allocates them to the partners defines the company’s proprietary knowledge. Let’s begin with a look at a typical franchise’s SDS in Table 7-1. The Transaction column lists many tasks typical in outlet development. Then, we allocate the tasks involved in completing these transactions to the Franchisor and Franchisee. The desired result is to create the franchise SDS of synergy and efficiency between the franchisees and franchisor.

When the franchisor is developing the SDS and simultaneously performing a transaction analysis, it’s important to maintain close communications with the franchisee to set the proper expectations. In a dynamic market, as the system evolves and changes, execution requirements will also change. An organization that has clear understanding of principle responsibilities will adjust more smoothly.


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