To build up Phirbol, a telecom retail franchise chain in Delhi, India's underdeveloped areas, its founders were exploring techniques to provide more appeal for the franchisees. In mid-2009, the Phirbol franchise was made up of some 150 franchisees which in fact had converted their small "mother-and-pop" shops into Phirbol-high quality stores. Entrepreneurs Meghna Modi and Glenn Wong had launched the franchise in 2007, couple of years after they founded Go Mobile, a company-possessed mobile retail chain. While Go Mobile stores were located in greater-earnings towns and focused mainly on selling phone mobile phone models, Phirbol stores might trouble less-developed areas-most were not accessible by vehicle-and dedicated to selling service connections (Sim cards) and recharges. Phirbol added value for the franchisees by streamlining a couple of of the business processes, supplying them a normal product supply, sales support and incentives, and delivering these with education round the constantly changing dynamics of India's mobile market. But since the founders looked towards growing, they understood they will have to grow their offering to franchisees to have the ability to recruit a couple of from the competent "mother-and-pop" stores they planned to pay attention to as franchisees. Furthermore, they're going to have to regulate their enter-prize model to ensure that more responsibility was designated to franchisees and staff. Searching forward, what should Modi and Wong do to be able to ensure Phirbol's success?
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