Editing Fast-food restaurant (section)

===Franchising===
A fast-food chain restaurant is generally owned either by the [[parent company]] of the fast-food chain or a [[franchisee]] – an independent party given the right to use the company's trademark and trade name. In the latter case, a contract is made between the franchisee and the parent company, typically requiring the franchisee to pay an initial, fixed fee in addition to a continual percentage of monthly sales. Upon opening for business, the franchisee oversees the day-to-day operations of the restaurant and acts as a manager of the store. Once the contract expires, the parent company may choose to "renew the contract, sell the franchise to another franchisee, or operate the restaurant itself."<ref>{{cite journal|author=Krueger, Alan B.|year=1991|title=Ownership, Agency, and Wages: An Examination of Franchising in the Fast Food Industry|journal=The Quarterly Journal of Economics|volume=106|issue=1|pages=75–101|doi=10.2307/2937907|jstor=2937907}}</ref> In most fast-food chains, the number of franchised locations exceeds the number of company owned locations.

Fast-food chains rely on consistency and uniformity, in internal operations and brand image, across all of their restaurant locations in order to convey a sense of reliability to their customers. This sense of reliability coupled with a positive customer experience brings customers to place trust in the company. This sense of trust leads to increased customer loyalty which gives the company a source of recurring business. When a person is presented with a choice of different restaurants to eat at, it is much easier for them to stick with what they know, rather than to take a gamble and dive into the unknown.<ref name="patrick">{{cite web|author=Hornsby, Gilpatrick D.|date=January 2011|title=Consistency between Franchised and Company-Owned Locations. A Study of Sonic Drive-In Food Safety Scores in the State of Oklahoma|url=http://scholarworks.umass.edu/cgi/viewcontent.cgi?article=1130&context=gradconf_hospitality|access-date=20 August 2014|format=PDF|archive-date=21 August 2014|archive-url=https://web.archive.org/web/20140821202840/http://scholarworks.umass.edu/cgi/viewcontent.cgi?article=1130&context=gradconf_hospitality|url-status=live}}</ref>

Due to the importance of consistency, most companies set standards unifying their various restaurant locations with a set of common rules and regulations. Parent companies often rely on field representatives to ensure that the practices of franchised locations are consistent with the company's standards. However, the more locations a fast-food chain has, the harder it is for the parent company to guarantee that these standards are being followed. Moreover, it is much more expensive to discharge a franchisee for noncompliance with company standards, than it is to discharge an employee for that same reason. As a consequence, parent companies tend to deal with franchisee violations in a more relaxed manner.<ref name="patrick" />

Many companies also adapt to their different local areas to support the needs of the customers.<ref name=":1">{{Cite journal|last1=Bodey|first1=Kelli L.|last2=Shao|first2=Wei|last3=Ross|first3=Mitchell|date=3 April 2017|title=Localization and Customer Retention for Franchise Service Systems|journal=Services Marketing Quarterly|language=en|volume=38|issue=2|pages=100–114|doi=10.1080/15332969.2017.1289790|issn=1533-2969|s2cid=169005980}}</ref> Sometimes it is necessary for a franchisee to modify the way the restaurant/store runs to meet the needs of local customers.<ref name=":1" /> As referenced in Bodey's "Localization and Customer Retention for Franchise Service Systems" article, J. L. Bradach claims that a franchise will either use the tactical or strategic local response.<ref name=":1" /> Tactical applies to accounting for hiring of personnel and suppliers as well as financial decisions to adapt to the local customers.<ref name=":1" /> Strategic applies to the specific characteristics of the franchise that will change from the basic format followed by all to fit in the local area.<ref name=":1" />

For the most part, someone visiting a McDonald's in the United States will have the same experience as someone visiting a McDonald's in Japan. The interior design, the menu, the speed of service, and the taste of the food will all be very similar. However, some differences do exist to tailor to particular cultural differences. For example, in October 2005 during a midst of plummeting sales in Japan, McDonald's added a shrimp burger to the Japanese menu.<ref>{{cite news|date=14 October 2005|title=McDonald's in Japan offers shrimp burger|work=NBC News|url=https://www.nbcnews.com/id/wbna9695377|access-date=18 August 2014|archive-date=21 August 2014|archive-url=https://web.archive.org/web/20140821124209/http://www.nbcnews.com/id/9695377/ns/business-us_business/t/mcdonalds-japan-offers-shrimp-burger|url-status=live}}</ref> The choice to introduce a shrimp burger was no coincidence, as a 1989 study stated that world consumption of shrimp was "led by Japan."<ref>{{cite web|author=Ferdouse, Fatima|title=WORLD SHRIMP MARKET SITUATION AND OUTLOOK|url=http://www.fao.org/docrep/field/003/ac058e/AC058E04.htm|access-date=20 August 2014|archive-date=14 October 2013|archive-url=https://web.archive.org/web/20131014013700/http://www.fao.org/docrep/field/003/ac058e/AC058E04.htm|url-status=live}}</ref>

In March 2010, Taco Bell opened their first restaurant in India. Because non-consumption of beef is a cultural norm in light of India's [[Dharma|Dharmic]] beliefs, Taco Bell had to tailor its menu to the dietary distinctions of Indian culture by replacing all of the beef with chicken. By the same token, completely meatless options were introduced to the menu due to the prevalence of vegetarianism throughout the country.<ref>{{cite news|date=29 March 2010|title=Novelty Proves a Hit for Taco Bell in India|work=The Wall Street Journal|url=https://www.wsj.com/articles/SB10001424052702303410404575151603119264826|access-date=3 January 2019|archive-date=3 January 2019|archive-url=https://web.archive.org/web/20190103210734/https://www.wsj.com/articles/SB10001424052702303410404575151603119264826|url-status=live}}</ref>