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The History of Franchising As We…

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I recently posed this question to a high school entrepreneur club. Their answers were interesting:

Those answers are all correct. But, there’s more to franchising than just uniformity.

What is a Franchise?

A franchise is a type of business that is owned and operated by individuals (franchisees) but that is branded and overseen by a much larger—usually national or multinational—company (the franchisor).Many of the stores and restaurants that you see every day are franchises: Subway, 7-11, The UPS Store, Ace Hardware, Pizza Hut, Hilton Hotels, Molly Maid, and thousands more.

When you buy the rights to open a franchise, you’re buying the rights to use a proven business system, with proven prices, products, and marketing techniques. You’re also buying the rights to a brand: You get full access to the company’s trademarked materials including logos, slogans, and signage—anything that has to do with the brand .

How to Become A Franchisee

To become a franchisee, you need to pay an up-front peekaboo thong Black Marlies Dekkers Buy Cheap For Sale ipAJrW
. Paying the up-front franchise fee (and signing the franchise agreement) gives you the right to use:

· The franchisor’s name

· The business systems

· The operations manual

· Marketing materials

· Software

· All other proprietary material

In addition, you may be given an exclusive territory in which to sell your franchise’s products or services. Information about territory is always spelled out in your franchise agreement as is the time period for which you own your franchise business. Typically, franchise agreements are between 5–10 years in length and you usually have the right to renew them.

Why Do Some Companies Franchise Their Businesses?

Franchising can be a great way for companies to increase their distribution. Issac Singer created an early form of franchising with the way he sold his Singer Sewing machines, and Henry Ford did it with his automobile franchises.

Mostly though, franchising a business offers one huge advantage to companies: they don’t have to use all of their own money to grow their business. Instead, they can use Other People’s Money (the franchisee’s).

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In 1986, Rothstein and Echternach 1 published a clinical decision and documentation guide called the Hypothesis-Oriented Algorithm for Clinicians (HOAC), which they contended offered clinicians a pragmatic, scientifically credible approach to patient management. Since that algorithm was first published, radical changes have occurred in the health care system. For example, there is now widespread discussion of the importance of physical therapists making diagnoses, 2 and there is also general acceptance of the need to view patients and clients within the context of one of the disability models. 3 , 4 In addition, therapists often have to relate to practice guides and guidelines. 5 We argue that what is needed is a patient management system that involves the patient in decision making and can be used to provide payers with better justifications for interventions, including occasions when therapists may disagree with practice guidelines. Compatibility with the Guide to Physical Therapist Practice 's (Guide's) patient management model, including the formulation of diagnoses, is also desirable. 6

The purpose of this article is to present HOAC II, a revised algorithm designed to meet the needs of contemporary practice. The algorithm, we believe, is compatible with the American Physical Therapy Association's (APTA's) Guide to Physical Therapist Practice , 6 including the therapists' need to diagnose and to offer interventions designed to prevent problems. In the context of the HOAC II, a problem is almost always a functional deficit. Although we attempted to be consistent with Guide terms, there are instances where we used alternate terms for the sake of clarity.

Although the original HOAC was a first effort at bringing scientific decision making into a user-friendly practical context for clinical decision making, it has some cumbersome elements as well some logical and procedural flaws. The algorithm offered no guidance on how to determine when an intervention designed primarily for prevention was appropriate and how risk factors could be eliminated. The algorithm also did not adequately provide a means for identifying problems and addressing goals noted by someone other than the patient.

The focus on patient-centered outcomes was, however, an innovation in HOAC and laid a foundation for the implementation of the HOAC in clinical decision making in the context of currently used disability models. The disablement model that we believe currently offers the greatest utility for clinical practice is the Nagi model. 7(pp223–241) A common element in both the old and new versions of the HOAC is that therapists using the terms of the Nagi model are called upon to identify impairments, when appropriate; to examine how these impairments relate to functional deficits; and to examine whether interventions designed to ameliorate or reduce impairments result in changes in function and changes in levels of disability. In some cases, therapists also can hypothesize that factors other than impairments may lead to functional loss. For example, a societal limitation such as high curbs may contribute to a patient's inability to walk to school. We also believe therapists have a role in prevention 7(pp84–89) and that in a responsibility-focused health care system clinicians should identify the hypotheses that underlie interventions used for prevention.

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