Subway Case Study

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Register to read the introduction… “The chain relies on “development agents” to sell new Subway franchises. The development agents are not paid salary … [their] Income is largely dependent on the number of Subway’s that open in their territory” (Schlosser 100). These development agents are technically independent contractors who will try to open as many subways as possible, because the more they open the more they are paid. “They are under constant pressure to keep opening new Subway’s, regardless of how that effects the sales of subway’s that are already operating nearby” (Schlosser 100). Because they are independent contractors they don’t worry about how sales of other Subway’s are affected by their actions, in order to make money they need to keep opening franchises regardless of if they are making Subways across the street from other Subway restaurants. “As the American market for fast food grows more saturated, restaurants belonging to the same chain are frequently being put closer to one another. Franchises call this practice “encroachment” and angrily oppose it” (Schlosser 99). Although it may lead to a decrease in sales at the individual restaurants, the franchisors benefit from this practice that puts its franchisee’s out of business. While some can credit Subway for attempting to find new ways to form its relationships with its franchises, overall, its practices hurt its individual restaurants and make it one of the worst chains to be a franchisee for, …show more content…
At a success seminar Dave Feamster took his employees to, a paralyzed but still upbeat and motivational Christopher Reeve’s said, “Since my accident, I’ve been realizing … that success means something quite different” (Schlosser 107). Reeve’s is referencing the millions he made in his 20’s and that there may be more to success than that. “’I see people who achieve these conventional goals, he says … ‘None of it matters” (Schlosser 107). This is such a powerful moment in the chapter, Schlosser is supposed to be attending a motivational seminar and yet readers walk away from it wondering, at what point success worth it is. If this man who was famous and beloved by America says he thinks he is irrelevant, what about us? In this chapter readers see that big companies measure their success in money and profits, but how should society measure it’s? The public education system might measure success in graduates or students that go on to college. But the great thing about this chapter is Christopher Reeve’s challenges the way you measure your success and leaves that up to the audience’s

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