This report examines the organizational structure of Heytsbury Holdings Limited, focusing on a comparative analysis between its franchised and company-owned stores. It delves into the company's decision to operate under two separate sales entities, highlighting the factors influencing this choice, such as ownership models, financial practices, brand recognition, resource allocation, and knowledge management. The report also discusses the divisional geographical structure employed by Heytsbury, emphasizing its impact on sales and operational improvements. By exploring the ESSO (Environment, Strategy, Structure, Operations) business model, the analysis sheds light on the competitive priorities, strategic goals, and people management practices within the organization. The role of social media in marketing and enhancing franchise success rates is also discussed. The document concludes that the success of both franchised and company-owned stores depends on adequate resources, incentive systems, and strong management support, contributing to the overall 11% sales increase since 2000.
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