Cover -- Contents -- List of Figures -- Abbreviations -- About the Author -- Acknowledgements -- CONTEXT OF THE MULTI-UNIT ENTERPRISE -- 1 Introduction -- 1.1 Why Multi-Unit Leaders? -- 1.2 What is the Multi-Unit Enterprise? -- 1.3 History of the Multi-Unit Enterprise -- 1.4 Disruptive Forces -- 1.4.1 On-Line -- Threat or Opportunity? -- 1.4.2 Changing Consumer Expectations -- 1.4.3 Economic Conditions -- 1.4.4 Disruptive Effects -- 1.5 Challenges of the Multi-Unit Firm -- 1.5.1 Optimising Unit-Based Human Capital -- 1.5.2 Consistency of Standards -- 1.5.3 Standardisation versus Customisation -- 1.5.4 Format and Channel Proliferation -- 1.5.5 Centre versus Local Tensions -- 1.6 The Multi-Unit Leader (MUL) -- 1.6.1 History of the Role -- 1.6.2 Previous Research -- 1.7 A Model of Effective Multi-Unit Leadership -- 1.7.1 Research and Methodology -- 1.7.1.1 Data collection -- 1.7.1.2 Data analysis -- 1.7.2 Conceptual Model of Effective MUL -- 1.7.2.1 Drivers and clusters -- 1.7.2.2 Critical dependencies -- 1.7.2.3 Theoretical underpinning -- 1.7.3 Book Structure and Arguments -- 2 Strategic Responses to Disruption -- 2.1 Mediating Factors -- 2.1.1 Ownership Type -- 2.1.2 Service Firm Life Cycle -- 2.1.3 Adaptive Expert Leadership -- 2.2 Strategic Responses -- 2.2.1 Cost Leadership -- 2.2.1.1 Supply chain efficiencies -- 2.2.1.2 Labour efficiencies -- 2.2.1.3 Site, plant and building efficiencies -- 2.2.1.4 Operational efficiencies -- 2.2.1.5 Promotions and sales efficiency -- 2.2.2 Differentiation -- 2.2.2.1 Amenity and experience -- 2.2.2.2 Product distinctiveness -- 2.2.2.3 Customer promise and service -- 2.2.3 Value -- 2.2.3.1 Results-based solutions -- 2.2.3.2 Process quality -- 2.2.3.3 Price -- 2.2.3.4 Customer access costs -- 2.3 Organisational Design -- 2.3.1 Best Practice Design Principles -- 2.3.1.1 Alignment mechanisms.

2.3.1.2 Gates and 'filtration' processes -- 2.3.1.3 Feedback and insight loops -- 2.3.1.4 Re-set mechanisms -- 2.3.1.5 Rapid decision forums -- 2.3.1.5 Talent planning processes -- 2.3.2 Operational Roles -- 2.3.2.1 Unit managers -- 2.3.2.2 Area/District/Regional managers (MULs) -- 2.3.2.3 Regional/Zone director -- 2.3.2.4 Divisional/Managing directors -- 2.4 Internationalising Multi-Unit Enterprises -- 2.4.1 Why Internationalise? -- 2.4.1.1 Diversification and growth -- 2.4.1.2 Developing markets -- 2.4.1.3 Efficiency -- 2.4.1.4 Defence -- 2.4.2 How do Multi-Unit Enterprises Internationalise? -- 2.4.2.1 Web-based penetration -- 2.4.2.2 Franchising -- 2.4.2.3 Green site -- 2.4.2.4 Joint ventures -- 2.4.2.5 M&A -- 2.4.3 Key Success Factors of M&A -- 2.4.3.1 Financial analysis and strategic intent -- 2.4.3.2 Integration and socio-cultural compatability -- 2.4.4 International Multi-Unit Leaders -- 2.5 Summary -- ACTIVITIES -- 3 Activities and Issues -- 3.1 Core Activities -- 3.1.1 Operating Systems -- i) Labour processes -- ii) Standard operating procedures -- iii) Availability, stock and waste processes -- iv) Sales and pricing monitoring -- v) Due diligence and essential maintenance processes -- vi) Ad hoc processes/change initiatives -- 3.1.2 Brand Standards and Environment -- i) Merchandising and display -- ii) Internal environmental management -- iii) External environment -- 3.1.3 Service Execution -- i) Unit-based HR -- ii) Service concept adherence -- iii) Customer survey follow-up -- iv) Service promise and complaints resolution -- 3.2 Reports and Measurement -- 3.2.1 KPIs and Incentives -- 3.2.2 Formal Appraisals -- 3.2.3 League Tables -- 3.3 Planning and Organising -- 3.3.1 Administration, Action and Planning Days -- 3.3.2 Business Strategy Meetings -- 3.3.3 Operating Review Meetings -- 3.4 Issues -- 3.4.1 Compliance Focus.

3.4.2 Enforcement and Punishment -- 3.4.3 Overload and Inaccuracy -- 3.4.4 Unintended Outcomes -- 3.4.4.1 'Busy fools' -- 3.4.4.2 Fear and loathing -- 3.4.4.3 Stress and paralysis -- 3.4.4.4 Infantilisation -- 3.4.4.5 'Going native' -- 3.4.4.6 Resistance and sabotage -- 3.4.5 Business Consequences -- 3.4.5.1 Less control -- 3.4.5.2 Worse performance -- 3.5 Summary -- BEHAVIOURAL PRACTICES -- 4 Generating Commitment -- 4.1 Understanding Commitment -- 4.1.1 Service Operations and Commitment -- 4.1.1.1 Service management concept -- 4.1.1.2 Service personality framework -- 4.1.2 Leadership and Commitment -- 4.1.2.1 Generic leadership theories -- 4.1.2.2 Local leadership theories -- 4.1.3 HRM and Commitment -- 4.1.3.1 Best fit HRM -- 4.1.3.2 Best practice HRM -- 4.2 How do Effective MULs Generate Commitment? -- 4.2.1 Portfolio Optimisation -- 4.2.2 Commitment-based Practices -- 4.2.2.1 Local vision -- 4.2.2.2 Cross-portfolio involvement -- 4.2.2.3 Portfolio 'talent matching' -- 4.2.2.4 Tailored learning and development -- 4.2.2.5 Recognition and positive reinforcement -- 4.2.2.6 Openness, trust and promise fulfilment -- 4.3 Summary -- 5 Ensuring Control -- 5.1 Understanding Control -- 5.1.1 Managerial Control Theory -- 5.1.2 Managerial Literature -- 5.1.2.1 Role of managers -- 5.1.2.2 Process and distributed delegation -- 5.1.2.3 Paradoxes of management -- 5.1.3 Critical Management Theory -- 5.2 How do Effective MULs Exert Control? -- 5.2.1 Local Control Mechanisms -- 5.2.1.1 Pareto portfolio prioritisation -- 5.2.1.2 Social network optimisation -- 5.2.1.3 Distributed delegation -- 5.2.1.4 Sanctioned autonomy -- 5.2.1.5 Added value deviance -- 5.3 Summary -- 6 Implementing Change -- 6.1 Understanding Change -- 6.1.1 Barriers to Change -- 6.1.2 Creating the Climate for Change -- 6.1.3 Transformational and Incremental Approaches.

6.1.3.1 Transformational change -- 6.1.3.2 Incremental approach -- 6.2 How do Effective MULs Implement Change? -- 6.2.1 Change within Multi-Unit Enterprises -- 6.2.2 Effective MULs and Change -- 6.2.2.1 Shaping mindsets -- 6.2.2.2 Benefit 'upselling' -- 6.2.2.3 Portfolio change champions -- 6.2.2.4 'Patch ups' and 'workarounds' -- 6.2.2.5 Continuous process improvement -- 6.2.2.6 Portfolio best practice diffusion -- 6.3 Summary -- CHARACTERISTICS -- 7 Personal Characteristics -- 7.1 Expertise -- 7.1.1 Knowledge -- 7.1.2 Judgement -- 7.1.3 Confidence and Adaptability -- 7.2 Emotional Intelligence -- 7.2.1 Self Awareness and Mental Toughness -- 7.2.2 Social Awareness and Authenticity -- 7.2.3 Relationship Management and Conflict Resolution -- 7.3 Energy -- 7.3.1 Stamina -- 7.3.2 Executional Edge -- 7.3.3 Passion -- 7.4 Summary -- 8 Conclusions -- 8.1 Key Themes and Arguments -- 8.1.1 Key Challenges -- Customers and Service Quality -- 8.1.2 Generic Responses -- Cost-Leadership and Compliance -- 8.1.3 MUL Dilemma -- Commitment-Control Paradox! -- 8.1.4 Effective MUL Solution -- POSE -- 8.1.4.2 Vertical social exchange -- i) Mutual Goal Attainment -- ii) Free market exchange -- iii) Compensated costs -- iv) Uncovering hidden value -- 8.1.4.3 Horizontal social exchange -- 8.1.5 Key Personal Characteristics of MULs -- 8.2 Contributions -- 8.2.1 Integrated Model of MUL -- 8.2.2 Guiding Theory (POSE) -- 8.3 Further Research -- 8.4 Summary -- Bibliography -- Index.