A franchise is a business arrangement in which an individual (the franchisee) is granted the right to operate a business using the brand, products, and business model of a larger and established company (the franchisor). In exchange for this right, the franchisee pays fees and royalties to the franchisor and follows established guidelines and standards.
Key aspects of franchise organizational structures include:
Franchisor-Franchisee Relationship: The franchisor is the parent company that grants the franchise, while the franchisee is the individual business owner who operates the franchised unit.
Business Consistency: Franchisees are expected to adhere to the established business model, including product offerings, pricing, and branding.
Support and Training: Franchisors provide training, ongoing support, and marketing assistance to franchisees.
Fees and Royalties: Franchisees typically pay upfront fees, ongoing royalties, and possibly advertising fees to the franchisor.
Local Autonomy: While franchisees operate under the umbrella of the franchisor’s brand, they often have some autonomy in local marketing and operations.
Key Characteristics of Franchise Organizational Structures
To gain a deeper understanding of franchise organizational structures, it’s essential to recognize their key characteristics:
Brand Leverage: Franchisees benefit from the recognition and reputation of the franchisor’s established brand, which can lead to quicker market acceptance.
Uniformity: Franchisors maintain consistency in products, services, and branding across all franchise locations to create a standardized customer experience.
Business Support: Franchisees receive training, marketing support, and operational guidance from the franchisor.
Ownership: Franchisees own and operate their businesses, allowing them to tap into entrepreneurial opportunities with a proven business model.
Fees and Royalties: Franchisees pay fees, royalties, and sometimes advertising contributions to the franchisor in exchange for the rights and support.
Local Adaptation: Franchisees may have some flexibility to tailor their offerings to meet local market preferences while staying within franchisor guidelines.
Benefits of Franchise Organizational Structures
Implementing a franchise organizational structure can offer several advantages to both franchisors and franchisees:
Benefits for Franchisors:
Rapid Expansion: Franchising allows companies to expand their footprint and market presence quickly, often at a lower cost than opening company-owned locations.
Risk Sharing: Franchisees bear the financial and operational risks associated with individual units, reducing the franchisor’s exposure.
Steady Revenue Stream: Franchisors collect ongoing royalties and fees from franchisees, providing a consistent revenue stream.
Local Expertise: Franchisees bring local market knowledge and relationships, enhancing the brand’s ability to adapt and thrive in diverse markets.
Brand Growth: Successful franchise units contribute to brandgrowth and visibility, attracting more customers and potential franchisees.
Benefits for Franchisees:
Proven Business Model: Franchisees benefit from a tested and proven business model, reducing the risks associated with starting a new business from scratch.
Training and Support: Franchisors provide training, operational support, and marketing assistance, helping franchisees succeed.
Brand Recognition: Franchisees leverage the franchisor’s established brand and reputation to attract customers.
Economies of Scale: Franchisees often benefit from bulk purchasing power and cost efficiencies negotiated by the franchisor.
Entrepreneurial Opportunity: Franchisees have the opportunity to own and operate their businesses while receiving guidance and support from the franchisor.
Challenges of Franchise Organizational Structures
While franchise organizational structures offer numerous benefits, they come with their fair share of challenges:
Challenges for Franchisors:
Maintaining Brand Consistency: Ensuring that all franchise units uphold brand standards and deliver a consistent customer experience can be challenging.
Franchisee Relations: Managing relationships with diverse franchisees, each with their own business goals and approaches, requires effective communication and conflict resolution.
Quality Control: Maintaining product and service quality across all locations can be demanding.
Legal and Regulatory Compliance: Navigating complex franchise laws and regulations in different regions or countries requires legal expertise.
Initial Investment: Franchisors often invest heavily in developing training programs, marketing materials, and operational support for franchisees.
Challenges for Franchisees:
Fees and Royalties: The financial obligations to the franchisor, including upfront fees and ongoing royalties, can impact profitability.
Limited Autonomy: Franchisees must adhere to franchisor guidelines, limiting their ability to make independent business decisions.
Competitive Challenges: In some cases, franchisees may face competition from other franchise units of the same brand.
Market Dependency: Franchisees rely on the success and reputation of the franchisor for their own success.
Exit Restrictions: Exiting a franchise agreement can be complex, with restrictions on selling or transferring the franchise.
Real-World Examples of Franchise Organizational Structures
Franchise organizational structures are prevalent across a wide range of industries. Here are some notable examples:
Fast-Food Restaurants: McDonald’s, Subway, and KFC are prime examples of fast-food chains that operate under a franchise model, with numerous franchisees worldwide.
Hotel Chains: International hotel chains like Marriott, Hilton, and Holiday Inn often rely on franchisees to operate individual hotel locations.
Retail: Retail brands like 7-Eleven, The UPS Store, and The Home Depot have successfully expanded through franchising.
Fitness Centers: Fitness franchises like Anytime Fitness, Planet Fitness, and OrangeTheory Fitness have grown rapidly through franchising.
Automotive Services: Companies like Jiffy Lube, Maaco, and Midas offer automotive service franchises.
Cleaning Services: Commercial and residential cleaning franchises like Jani-King and Molly Maid have flourished.
Strategies for Success in Franchise Organizational Structures
Both franchisors and franchisees can adopt strategies to maximize their success within a franchise organizational structure:
For Franchisors:
Effective Training: Develop comprehensive training programs to ensure that franchisees understand and can implement your business model.
Clear Communication: Establish open and transparent communication channels to address franchisee concerns and share best practices.
Adaptability: Be willing to adapt the franchise model to accommodate regional or cultural differences while maintaining core brand standards.
Quality Assurance: Implement stringent quality control measures to uphold brand consistency.
Legal Compliance: Stay up-to-date with franchise laws and regulations to avoid legal complications.
For Franchisees:
Market Research: Conduct thorough market research before investing in a franchise to understand local demand and competition.
Financial Planning: Prepare a solid financial plan that accounts for franchise fees, royalties, and operational costs.
Operational Excellence: Focus on delivering exceptional customer service and adhering to franchisor guidelines.
Local Marketing: Utilize local marketing strategies to attract and retain customers in your specific market.
Network Building: Establish connections with fellow franchisees to share experiences and insights.
Conclusion
Franchise organizational structures have revolutionized entrepreneurship by providing aspiring business owners with the opportunity to operate under established brands with proven success. These structures offer a win-win scenario: franchisors benefit from rapid expansion and risk sharing, while franchisees gain access to established business models and ongoing support. While challenges exist, successful franchises demonstrate the potential for growth and profitability within this organizational model. As the franchise landscape continues to evolve, it remains a compelling avenue for both established companies and individuals looking to embark on their entrepreneurial journey.
Key Highlights
Understanding the Franchise Organizational Structure:
Franchise structures involve a relationship between a franchisor (parent company) and franchisees (individual business owners).
Franchisees operate under the franchisor’s brand and adhere to established guidelines.
Key Aspects of Franchise Organizational Structures:
Franchisors provide support and training to franchisees and collect fees and royalties in exchange.
Franchisees benefit from brand recognition and support while maintaining some local autonomy.
Characteristics of Franchise Organizational Structures:
Brand leverage, uniformity, business support, ownership, fees, and local adaptation are key characteristics.
Benefits of Franchise Organizational Structures:
Franchisors benefit from rapid expansion, risk sharing, revenue streams, and brandgrowth.
Franchisees benefit from a proven business model, support, brand recognition, economies of scale, and entrepreneurial opportunities.
Challenges of Franchise Organizational Structures:
Challenges for franchisors include maintaining consistency, managing franchisee relations, quality control, legal compliance, and initial investment.
Challenges for franchisees include fees, limited autonomy, competition, market dependency, and exit restrictions.
Real-World Examples of Franchise Organizational Structures:
Examples include fast-food restaurants, hotel chains, retail brands, fitness centers, automotive services, and cleaning services.
Strategies for Success in Franchise Organizational Structures:
For franchisors: effective training, clear communication, adaptability, quality assurance, and legal compliance.
For franchisees: market research, financial planning, operational excellence, local marketing, and network building.
Conclusion:
Franchise structures offer opportunities for rapid growth and risk sharing for franchisors and proven business models and support for franchisees.
Despite challenges, franchises remain a compelling option for both established companies and aspiring entrepreneurs.
Case Study
Context
Strategy
Outcome
McDonald’s
Global fast-food chain.
Franchise Organization: Operates with a mix of company-owned and franchised restaurants. Franchisees follow a standardized business model and brand guidelines.
Achieved rapid global expansion, consistent brand experience, and high profitability, becoming a leader in the fast-food industry.
Subway
Global sandwich chain.
Franchise Organization: Operates entirely through franchised stores, with franchisees adhering to a standardized model.
Enabled extensive global reach, operational efficiency, and brand consistency, driving growth and market leadership in the sandwich segment.
7-Eleven
International chain of convenience stores.
Franchise Organization: Uses a franchising model to expand globally, with franchisees managing individual stores.
Achieved significant market penetration, operational efficiency, and brand recognition, becoming a leading convenience store chain.
Hilton Hotels & Resorts
Global hotel chain.
Franchise Organization: Expands through franchising and management contracts, maintaining brand standards across all locations.
Ensured brand consistency, high service standards, and rapid global growth, becoming a leader in the hospitality industry.
KFC (Kentucky Fried Chicken)
Global fast-food chain specializing in fried chicken.
Franchise Organization: Operates through franchised outlets with standardized recipes and brand guidelines.
Achieved global expansion, consistent product quality, and strong brand loyalty, driving growth and market leadership in the fried chicken segment.
Marriott International
Global hotel chain.
Franchise Organization: Expands through franchising and management contracts, ensuring adherence to brand standards.
Maintained brand consistency, high service quality, and rapid global growth, becoming a leader in the hospitality industry.
Domino’s Pizza
Global pizza delivery chain.
Franchise Organization: Operates primarily through franchised stores, with franchisees following a standardized model.
Achieved extensive global reach, operational efficiency, and brand consistency, driving growth and market leadership in pizza delivery.
Hertz
Global car rental company.
Franchise Organization: Expands through franchising, with franchisees operating rental locations under the Hertz brand.
Ensured brand consistency, high service standards, and rapid global expansion, becoming a leader in the car rental industry.
Dunkin’ (formerly Dunkin’ Donuts)
Global coffee and baked goods chain.
Franchise Organization: Operates primarily through franchised stores, maintaining standardized processes and brand guidelines.
Achieved extensive market reach, operational efficiency, and strong brand loyalty, driving growth and market leadership in the coffee and baked goods segment.
RE/MAX
Global real estate company.
Franchise Organization: Operates through a network of franchised brokerages, adhering to standardized business practices.
Enhanced market penetration, brand recognition, and operational efficiency, driving growth and leadership in the real estate industry.
The UPS Store
Retail shipping, postal, and business service centers.
Franchise Organization: Operates through franchised stores, with franchisees following standardized service models.
Achieved significant market presence, operational efficiency, and brand consistency, driving growth and leadership in retail shipping and business services.
Anytime Fitness
Global fitness center chain.
Franchise Organization: Expands through franchising, with franchisees operating fitness centers under the Anytime Fitness brand.
Ensured consistent service quality, rapid global expansion, and strong brand loyalty, becoming a leader in the fitness industry.
Holiday Inn
Global hotel chain.
Franchise Organization: Expands through franchising and management contracts, maintaining brand standards across locations.
Achieved brand consistency, high service quality, and rapid global growth, becoming a leading brand in the mid-range hotel segment.
Supercuts
Global hair salon chain.
Franchise Organization: Operates primarily through franchised salons, adhering to standardized service models and brand guidelines.
Ensured consistent service quality, market penetration, and brand recognition, driving growth and leadership in the hair salon industry.
Circle K
Global chain of convenience stores.
Franchise Organization: Uses franchising to expand globally, with franchisees managing individual stores.
Achieved significant market penetration, operational efficiency, and brand recognition, becoming a leading convenience store chain.
Taco Bell
Global fast-food chain specializing in Mexican-inspired cuisine.
Franchise Organization: Operates primarily through franchised restaurants, maintaining standardized processes and brand guidelines.
Achieved extensive market reach, operational efficiency, and strong brand loyalty, driving growth and market leadership in the fast-food segment.
Papa John’s
Global pizza delivery chain.
Franchise Organization: Operates primarily through franchised stores, with franchisees following a standardized model.
Achieved extensive global reach, operational efficiency, and brand consistency, driving growth and market leadership in pizza delivery.
H&R Block
Global tax preparation company.
Franchise Organization: Expands through franchising, with franchisees operating tax preparation offices under the H&R Block brand.
Ensured consistent service quality, rapid global expansion, and strong brand loyalty, becoming a leader in tax preparation services.
Motel 6
Budget hotel chain.
Franchise Organization: Expands through franchising, maintaining standardized service models and brand guidelines.
Achieved brand consistency, operational efficiency, and rapid market penetration, becoming a leading budget hotel brand.
Great Clips
Global hair salon chain.
Franchise Organization: Operates primarily through franchised salons, adhering to standardized service models and brand guidelines.
Ensured consistent service quality, market penetration, and brand recognition, driving growth and leadership in the hair salon industry.
Related Organizational Structures
Description
Implications
Franchise Organizational Structure
A Franchise Organizational Structure involves a contractual agreement between a franchisor (the parent company) and franchisees (independent business owners) to operate under the franchisor’s brand, business model, and operational standards. Franchisees pay initial fees and ongoing royalties to the franchisor in exchange for access to the brand, support services, and marketing resources. Franchise structures allow for rapid expansion and market penetration while leveraging local expertise and entrepreneurship.
Franchise Organizational Structures offer several benefits, including rapid expansion, risk sharing, and local market knowledge. By partnering with franchisees, franchisors can scale their operations quickly and penetrate new markets with minimal capital investment. Franchise structures enable decentralized operations, allowing franchisees to adapt to local preferences and market conditions while maintaining consistency in branding and customer experience. However, franchise structures may also pose challenges related to brand consistency, quality control, and franchisee relations. To maximize the benefits of franchising, franchisors need to establish clear guidelines, provide ongoing support and training, and maintain effective communication with franchisees to ensure alignment and compliance with brand standards and values.
Chain Organizational Structure
A Chain Organizational Structure is similar to a franchise structure but involves company-owned stores or outlets operated by the parent company. Chains maintain direct control over operations, staffing, and quality standards, allowing for consistency and uniformity across locations. Chains may expand through organic growth or acquisitions and often leverage economies of scale and centralized management to drive efficiency and competitiveness.
Chain Organizational Structures share similarities with Franchise Structures in their focus on brand consistency and operational standards. By owning and operating their stores, chains can maintain direct control over operations, staffing, and customer experience. Chains prioritize consistency and uniformity across locations, enabling them to build brand loyalty and trust with customers. However, chains may also face challenges related to scalability, resource constraints, and market saturation. To maximize the benefits of chain operations, companies need to invest in infrastructure, talent development, and innovation to drive growth and competitiveness in dynamic markets.
Licensing Agreement
A Licensing Agreement is a contractual arrangement between a licensor (the owner of intellectual property) and a licensee (a third party) to use the licensor’s intellectual property rights, such as trademarks, patents, or copyrights, in exchange for royalties or licensing fees. Licensing agreements allow companies to monetize their intellectual property and expand their market reach without directly investing in manufacturing, distribution, or sales operations. Licensing structures enable companies to leverage their brand equity and expertise while mitigating operational risks and capital requirements.
Licensing Agreements share similarities with Franchise Structures in their focus on brand licensing and market expansion. By licensing their intellectual property, companies can extend their brand reach and generate revenue streams without incurring significant operational costs or risks. Licensing structures offer flexibility and scalability, enabling licensors to enter new markets and product categories quickly. However, licensing agreements may also pose challenges related to brand control, quality assurance, and legal compliance. To maximize the benefits of licensing, licensors need to establish clear guidelines, monitor licensee performance, and protect their intellectual property rights to ensure alignment and value creation.
Partnership
A Partnership is a legal structure involving two or more individuals or entities who jointly own and operate a business for profit. Partnerships may take various forms, such as general partnerships, limited partnerships, or limited liability partnerships, depending on the level of liability and management involvement desired by the partners. Partnerships enable pooling of resources, expertise, and capital to pursue shared business goals while sharing risks, responsibilities, and rewards among partners.
Partnerships share similarities with Franchise Structures in their focus on collaboration and shared ownership. By forming partnerships, individuals or entities can combine their resources, expertise, and networks to pursue shared business objectives and opportunities. Partnerships offer flexibility and agility, enabling partners to adapt to changing market conditions and leverage complementary strengths. However, partnerships may also pose challenges related to decision-making, conflict resolution, and liability. To maximize the benefits of partnerships, partners need to establish clear agreements, roles, and communication channels to ensure alignment and accountability.
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.
The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.
McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.
Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.
The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.
The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.
Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.
OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffman’s charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.
The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure.
Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue.
Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.
Nestlé has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlé had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the current CEO Doug McMillon is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
