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Transforming a project into a national development programme
requires major “re-tooling”. Scaling-up the implementation capacity
necessitates mobilising more resources, which in turn requires
innovative ideas for tapping potential donor agencies and partners. A
plurality of different partnership models based upon the principles of
“franchising” approach offers an array of different cooperating models
with potential donors.
“Franchising” is generally described as the granting or licensing of
certain defined intellectual property rights and access to certain
tangible and intangible benefits and privileges by one company or
organisation (the “Franchisor”) to another (the “Franchisee”). The term
describes many different forms of organisational or business
relationships, including licensing, distributor and agency
arrangements. It is usually used in the business world. However, there
are no plausible reasons as to why it cannot be used by organisations
involved in development work.
A franchise system is a success kit. All the necessary tools are
provided except human aspiration. The franchisee is an independent
contributor to the company’s or organisations success and is a
participant in it.
The system works like this: An organisation (or company) perfects a
superior product or service and makes a success in that field. Then,
for a concession or fee, the successful organisations becomes a
franchiser, showing others how to succeed in the same way. The result
is that the franchisers own organisation (or company) expands far
faster than otherwise possible, the new franchisee gets an opportunity
not otherwise available, and the public usually benefits from the
improved product or service.
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