Recueil des droits, franchises, libertés et privilèges donnés par Louis XI aux clercs, notaires et secrétaires du Roi. (1482).

Miniature en tête du volume. — Catalogue... de La Vallière, t. I, p. 193, n° 1186.

Recueil des droits, franchises, libertés et privilèges donnés par Louis XI aux clercs, notaires et secrétaires du Roi. (1482).

Collation faite sur l'original le 8 août 1504, à Tours. — Bordure au chiffre de G. B.

« Copie des privilèges, franchises, immunités des habitans de Lescun, qui leur sont communs avec la vallée d'Aspe ».

Contient : « Seguense lous priviledges, franquesses, et libertats donnats et autreiats aux vesins, manans et habitans de la montaigne et val d'Aspe per lous seignours de Bearn, et primo per mossen Archambaut, en l'an mille tres cens navante-oeit. » (Pau, 1694, in-4°.) Impr

Structures, Systems and Organizational Communication Processes in Franchises in times of crisis: the Spanish case

Current economic crisis together with the Internet revolution has had direct impacts on the franchise sector of Spain: in particular on its unique communication network. The aim of this research is to analyse how Spanish franchise companies have adapted to these changes through its corporate communications management. We want to determine whether the management of communications is ideal to the growth and consolidation of companies in the market. Corporate communications plans and organizational structures were analyzed to verify whether or not information technology (i.e. the use of the Internet) is maximized: the communications aspect being a critical area of company growth. We found that most franchise companies surveyed had adapted well to the changes in information technology, despite economic challenges. The Internet as a communications tool has been limited to its utility as a “bulletin board” for information. The marketing advantage of Internet communication, or its use as an avenue for customer exchange and exchange of goods and services has yet to be maximized. Future research may look into the details of how companies are able to maximize the communications-marketing advantage that Online/Internet can contribute to the franchise sector.

Electric franchises in New York city,

Published also as thesis (PH. D.) Columbia university, 1919.

The street surface railway franchises of New York city /

Mode of access: Internet.

Collection inédite de chartes de franchises de Basse-Auvergne, XIIIe-XVe siècles,

Mode of access: Internet.

Laws relating to street-railway franchises in the District of Columbia : (including street-railway laws enacted during the first session of the fifty-fourth congress) /

Mode of access: Internet.

Mémoires pour servir à l'histoire de la ville de Pontarlier, contenant des recherches sur le véritable emplacement d'Ariarica et d'Abiolica; la direction de quelques voies romaines; l'établissement des Bourguignons chez les Séquanois; l'origine de Pontarlier; les églises, les hôpitaux, les monastères, les justices, les protecteurs, la noblesse, les barons-bourgeois et l'ancien territoire de cette ville; les franchises et mainmortes du mont Jura; la fondation des églises, monastères et villages dans la partie du bailliage de Pontarlier, etc.

Mode of access: Internet.

Book of franchises granted by the board of supervisors of the city and county of San Francisco, including street and steam railroad, telephone, telegraph and miscellaneous franchises, pipe line, spur track and miscellaneous permits.

Mode of access: Internet.

Fast-Food Franchises: An Alternative Menu for Hotel/Casinos

In their discussion - Fast-Food Franchises: An Alternative Menu for Hotel/Casinos - by Skip Swerdlow, Assistant Professor of Finance, Larry Strate, Assistant Professor of Business Law, and Francis X. Brown, Assistant Professor of Hotel Administration at the University of Nevada, Las Vegas, their preview reads: Hotel/casino food service operations are adding some non-traditional fare to their daily offerings in the form of fast-food franchises. The authors review aspects of franchising and cite some new Las Vegas food ideas.” The authors offer that the statewide food and beverage figures, according to the Nevada Gaming Abstract of 1985, exceeded $1.24 billion. Most of that figure was generated in traditional coffee shops, gourmet dining rooms, and buffets. With that kind of food and beverage figure solidly on the table, it was inevitable that fast-food franchises would move into casinos to garner a share of the proceeds. In a March 1986 review of franchising, Restaurant Business reported the following statistics: “Over 60 percent of all restaurants are franchisee owned. This relationship is also paralleled in dollar sales, which has exceeded $53 billion.” “Restaurant franchising expansion has grown at an annual rate of 12 percent per year for the past five years.” The beginning of the article is dedicated to describing, in general, the franchise phenomenon; growth has been spectacular the authors inform you. “The franchise concept has provided an easy method of going into business for the entrepreneur with minimal business experience, but a desire to work hard to make a profit,” say professors Swerdlow, Strate, and Brown. Lured by tourist traffic, and the floundering Chapter 11 afflicted, Riviera Hotel and Casino in Las Vegas, Burger King saw an attractive opportunity for an experiment in non-traditional outlet placement, say the authors. Although innately transient, the tourist numbers were way too significant to ignore. That tourist traffic, the authors say, is ‘round-the-clock. Added to that figure is the 2000-3000 average employee count for many of the casinos on the ‘Vegas strip. Not surprisingly, the project began to look very appealing to both Burger King and the Riviera Hotel/Casino, the authors report. In the final analysis, the project did work out well; very well indeed. So it is written, “The successful operation of the Burger King in the Riviera has sparked interest by other existing hotel/casino operations and fast-food restaurant chains. Burger King's operation, like so many other industry leadership decisions, provides impetus for healthy competition in a market that is burgeoning not only because of expansion that recognizes traditional population growth, but because of bold moves that search for customers in non-traditional areas.” The authors provide an Appendix listing Las Vegas hotel/casino properties and the restaurants they contain.

Perceived Value of Fast-food Restaurant Franchises in the USA

The main research objective of this study was to find out whether perceived value significantly affects consumers’ purchase intention. Additionally, this study examined if there are any significant differences in perceived value for different fast-food restaurant brands and attempted to identify which fast-food restaurant is perceived to be the industry leader. A total number of six fast-food restaurants (McDonalds, Subway, Starbucks, Wendy’s, Burger King, and Taco Bell) were selected. Findings showed that among the five perceived service value dimensions, Starbucks is the leader in terms of quality, emotional response, and reputation. Multivariate analysis of variance (MANOVA) and multiple regression analysis were performed to test the study hypotheses. Results indicated that there were significant differences in perceived value for different fast-food restaurant brands. Besides, monetary and behavioral price significantly affects consumers’ purchase intention. Findings are expected to help hospitality marketers to strategically manage their brands.