TeamWorks: The family business and the franchise model.

This case focuses on TeamWorks, a family business which uses a franchise formula for offering high-end, in-house company training. After the successful growth of TeamWorks from the start in 1998 up until 2007, problems emerged, which were created by the financial crisis, the growing imbalance between revenues of franchisees, and the commitment of the founders to the business model and to TeamWorks itself. For several years, the founders of TeamWorks started to plan their succession by considering several different succession options, but all of them have failed or seemed not viable. Can TeamWorks continue to be successful with its original business model? How can the founders plan for a successful succession?