Altinay and Okumus (2010) provide an excellent platform to consider empirical papers on international franchising partner selection. Using case studies, they develop a three-stage model of partner selection: initial lead, selection, and approval of partner. The stages overlap rather than sequence in a simple, linear way. Importantly, it is a dynamic process that is based on the organization’s strategy and decision-making criteria. Information searching and negotiations play a critical role. What I particularly like about this approach is the negotiation component, adding texture to a real process but also bringing into play both parties: the franchisor and the potential future foreign partner. One minor limitation of the paper is that it is still dominated by the perspective of one party—the franchisor. Maybe this is inevitable, but perhaps the potential partner perspective could be elevated in future research. Altinay and Okumus are a good starting point here because of their discussion on negotiations. Another possible limitation of Altinay and Okumus is their narrow focus on hotels. Perhaps hotels are a special case, involving complex issues and often asset purchases (in the case of hotel brand franchise conversions). We cannot be sure that the same complexity in partner selection processes applies outside of the hotel domain.