particular are likely to be important factors in their business success (e.g. Dant et al., 2013;Rauch & Frese, 2007a; Soontiens & Lacroix, 2009; Weaven, Grace, & Manning, 2009).To underscore the importance of appropriate attitude and skills in franchisees’ success, theInternational Franchise Association Code of Ethics requires that franchisees should only beselected after reasonable investigation and confirmation that they possess the basic skills,attitudes and personal characteristics to conduct the business of the particular system(International Franchise Association, 2016).The key attitude and skill factors in the adapted model include franchisees motivation & hardwork, management & marketing skills and prior experience. Each of these along withempiricalfindings on their relevance to franchisees’ business performance is thus discussed.2.3.2.3.2.1 Motivation & Hard workMotivation & hard work is the first attitude and skill factor identified as having the potentialtoinfluence their business performance. A large number of empirical studies have concludedthatmotivation and hard work matter for franchisees success (Frazer et al., 2007; Frazer &
Winzar,2005; Merrilees & Frazer, 2006; Parsa et al., 2005; Watson, 2008).Notwithstanding the seeming conclusive findings on the issue of motivation & hard work,thisstudy sought to answer the call of scholars (e.g. Dant et al, 2013; Nijmeijer et al, 2014) toconfirm the relevance of literature-identified personality attitudes of franchisees in othercontexts. This factor is considered for further empirical confirmation in Nigeria.2.3.2.3.2.2 Management & Marketing SkillsIn terms of excellent management & marketing skills, empirical findings have shown thatfranchisees’ business performance improve when they possess these skills (Chien, 2014;Clarkin, 2008; Jiang et al., 2014; Merrilees & Frazer, 2006). And form the perspective offranchise practitioners, one of the most important factors that lead to franchisees success issalesandmarketingskills(Hancock,2015;Nguyen,2015).