Could this be true ?

Dollarspa

Active member
could this be true ? how much would it cost?​



Mr. Lance Winslow's Blitz Marketing teams consist of 6-7 high-energy, kick-butt, young salesmen and women. They hit every single business in a town or city in one-week and are to sign up $20,000 to $40,000 worth of monthly repeat business in that time. Even unsuccessful Blitz Missions, which are not often come very close to that figure. Some areas are smaller, less opportunity, but that does not stop CEO and President Lance Winslow's teams.​

http://www.concretewashguys.com/wacotexas.shtml

















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thanks Russ



from this :

Mr. Lance Winslow's Blitz Marketing teams consist of 6-7 high-energy, kick-butt, young salesmen and women. They hit every single business in a town or city in one-week and are to sign up $20,000 to $40,000 worth of monthly repeat business in that time. Even unsuccessful Blitz Missions, which are not often come very close to that figure. Some areas are smaller, less opportunity, but that does not stop CEO and President Lance Winslow's teams.


the reality was this:

17. Defendants claim that the cost of their "turnkey" business includes marketing, and a list of clients and routes. Defendants call this their "Bonzai [sic] and Blitz Marketing methods." Defendants promise that this program will secure, prior to the opening of a franchise, client accounts worth no less than $8,000, "sometimes more." Defendants claim that they, "do [all of] the marketing for and set up accounts for franchisees." However, defendants' marketing methods consist of little more than defendants Winslow and Portney (and possibly one or two others) handing out flyers announcing the new business and collecting business cards from passers-by.
 
My good buddy Lance. About 8 years ago he told me he was going to run me out of business. I guess he needs to get back in business before he can do it...
 
Whatever happened to him? Did he do jail or prison time?

Is it still being dragged out in the courts?
 
Here's a quick education on four ways to grow your business name and the restrictions to each. (this is from memory and some might be outdated, we haven't had a franchise or bizop in about 9 years:

Simplest - Offer a school to teach what you know. Requires virtually no paperwork, few restrictions. You cannot require students to use your name. You cannot require them to buy from certain vendors. You can offer to sell equipment, but you cannot make it a requirement. You cannot contract with them for a portion of the profits.

More complicated, sortof expensive: Offer a business opportunity. In most states you have to file to sell bizops. It can get expensive. Last I heard it runs about 40k to register in all states. You can sell equipment to do the job. You cannot force them to buy equipment or goods from any specific vendor. You are limited in the total amount the bizop can sell for. There are no requirements for followup service on the sale.

Expensive: Franchising. The cheapest I've ever heard anyone get started up for was $40k. Usually costs over $200k. You must show complete financial stability and the book have to be opened to the franchisee. Extensive records must be kept. You may charge for initial startup and franchise fees (percentage of sales) You may set prices. You may require that all goods be bought through you. You MUST service the customer with documented support and the money you take in must be accounted for and used as advertised.

Very expensive: Grow your own. Everytime you do a job put money away to travel to the next metro area and get new equipment and clients and grow your own company city by city.

In 1993 we started Owner's Auto Mart. When I met Mike W. we were sitting across from each other bidding on lots of repossessed computers. I was buying them to load medical billing software on them to sell to clinics and he was buying them to sell in the paper and take the cream of the crop for his new business idea. We met at the concession stand and he said "We need to divide these up so we're not bidding against each other and we'll make a killing." So that's what we did.

When I went to his office the next day I found it was a little $100/month room with papers stacked to the ceiling all around. But he had an idea. - to make a "for sale by owner" franchise.

In 1993 we opened the first lot. In the back room I began making sales. Shelly modeled for an ad in car magazines selling a product called "Infopak" which hung outside the window of the car and dispensed sheets of info on the car for sale.
By 1994 we had paid the fees to sell bizops in all states but California, hired three more salesmen and we had sold about 26 bizops. By 1996 the bizops and the main lot were successful enough to start franchising. We paid a fortune to franchise. By the time we were done I think we had 71 franchises opened all over the country. (edit, Shelly reminded me that those were a combination of dealerships, (bizops), franchises and company owned.)

By the end of 1997 we had a disagreement as to where it was going. He wanted to get into consignment sales and warranties and financing and I and the other guys didn't. We felt the attorneys were skewing his decisions to their benefit instead of his and ours. We all left with our portion to open up our own lots.

Eventually Mike did get what he wanted, but all the money spent on lawyers did no good when he got mixed up with someone else with a better lawyer who ended up taking almost everything but the name away from Mike.

Mike passed away three or four years ago. He was one of the best guys I ever met and my meeting him at that auction was one of the best things that ever happened to me. He is the person who took me from fear to freedom in the business world.

Here are a couple of pics the photographer gave us that were used in the magazine ads. It's hard to believe that was over twelve years ago.
 

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Great info Tony, Thanks.
 
Here's a quick education on four ways to grow your business name and the restrictions to each. (this is from memory and some might be outdated, we haven't had a franchise or bizop in about 9 years:

Simplest - Offer a school to teach what you know. Requires virtually no paperwork, few restrictions. You cannot require students to use your name. You cannot require them to buy from certain vendors. You can offer to sell equipment, but you cannot make it a requirement. You cannot contract with them for a portion of the profits.

More complicated, sortof expensive: Offer a business opportunity. In most states you have to file to sell bizops. It can get expensive. Last I heard it runs about 40k to register in all states. You can sell equipment to do the job. You cannot force them to buy equipment or goods from any specific vendor. You are limited in the total amount the bizop can sell for. There are no requirements for followup service on the sale.

Expensive: Franchising. The cheapest I've ever heard anyone get started up for was $40k. Usually costs over $200k. You must show complete financial stability and the book have to be opened to the franchisee. Extensive records must be kept. You may charge for initial startup and franchise fees (percentage of sales) You may set prices. You may require that all goods be bought through you. You MUST service the customer with documented support and the money you take in must be accounted for and used as advertised.

Very expensive: Grow your own. Everytime you do a job put money away to travel to the next metro area and get new equipment and clients and grow your own company city by city.

In 1993 we started Owner's Auto Mart. When I met Mike W. we were sitting across from each other bidding on lots of repossessed computers. I was buying them to load medical billing software on them to sell to clinics and he was buying them to sell in the paper and take the cream of the crop for his new business idea. We met at the concession stand and he said "We need to divide these up so we're not bidding against each other and we'll make a killing." So that's what we did.

When I went to his office the next day I found it was a little $100/month room with papers stacked to the ceiling all around. But he had an idea. - to make a "for sale by owner" franchise.

In 1993 we opened the first lot. In the back room I began making sales. Shelly modeled for an ad in car magazines selling a product called "Infopak" which hung outside the window of the car and dispensed sheets of info on the car for sale.
By 1994 we had paid the fees to sell bizops in all states but California, hired three more salesmen and we had sold about 26 bizops. By 1996 the bizops and the main lot were successful enough to start franchising. We paid a fortune to franchise. By the time we were done I think we had 71 franchises opened all over the country. (edit, Shelly reminded me that those were a combination of dealerships, (bizops), franchises and company owned.)

By the end of 1997 we had a disagreement as to where it was going. He wanted to get into consignment sales and warranties and financing and I and the other guys didn't. We felt the attorneys were skewing his decisions to their benefit instead of his and ours. We all left with our portion to open up our own lots.

Eventually Mike did get what he wanted, but all the money spent on lawyers did no good when he got mixed up with someone else with a better lawyer who ended up taking almost everything but the name away from Mike.

Mike passed away three or four years ago. He was one of the best guys I ever met and my meeting him at that auction was one of the best things that ever happened to me. He is the person who took me from fear to freedom in the business world.

Here are a couple of pics the photographer gave us that were used in the magazine ads. It's hard to believe that was over twelve years ago.



This was a phenomenal post, Tony. Chocked full of great information---my next title will be "franchisee" of something.
 
This was a phenomenal post, Tony. Chocked full of great information---my next title will be "franchisee" of something.

Jon, I'd think hard about franchising in this day and age. Franchises used to be very stable, but that is no longer true. We're even seeing Mcdonald's closing down here. Legal costs, along with a general rebellion against the heavy hand of franchisors is hurting the franchises.

One of my friends bought a yogurt franchise last year. He found a very expensive tourist spot to set up in (1000 square feet - total around $18k per month with all fees) that the franchisor advised him to go into. Most franchisees are paying more like $3-4k/ mo. They take 8% of gross, the landlord takes 6% of gross. He tried to explain to the franchise that he needs to charge 40 cents per ounce because of his higher costs. But they wouldn't budge and his computer (franchise run) charges 30 cents per ounce and there is nothing he can do about it. According to them they have to regulate the price to be the same at all stores.

Last year he grossed 1.1 million. He paid the landlord almost 70k and the franchise 90k just in fees. Nevermind the fact that they won't even let him buy plastic spoons or straws from anyone but them at almost twice the cost. After all was said and done he broke even after supplies (almost $50k per month) and labor. The extra 10 cents per ounce would have paid him 250k. Instead he made nothing.

He's looking for a buyer.

What do you think he's going to do when it sells? He's going to have a relative set up something similar nearby and run them out of business.

This is all about greed. That $90,000 in fees he sent to them last year got him 4 commercials on TV during the grand opening. It's crazy. Someone needs to think of an alternative to the franchise system.

And this thing about the landlord charging a percentage of gross is fast taking over the market in America. It started in China, then Europe and now it's coming here. It's crazy.
 
The landlord charging a percentage of the gross has been around for a VERY long time, as long as I can remember. That is one of the disadvantages to me of opening a store front operation of some kind.

What Lance would do is come in and set up a franchisee, without having done the due diligence required by law. He would give them a pricing structure that was comparable to Fleetwash, and expect that the franchisee would follow the structure, no matter where they were or what the market was. He would sell them a custom truck. (every once in a while I see one of the better old yellow trucks out there) And have his blitz marketing team hit every one he could. I had customers tell me that they would hit them at midnight and hound them to talk to the decision maker. Some of the funnier requirements or a potential franchisee were that they had to have been an athlete in High School, they had to realize that he was going to pull the bottom 10% of franchises every year, and that they had to keep up with his "blitz" marketing team. The worst thing about the marketing team was it was usually Lance and his wife, who would blow into town. Set up shop in a Walmart parking lot with his big banana yellow truck and trailer, and go to Kinko's for copies. The franchisee would get to work with Lance, and of course, the rest of the marketing team would be out doing their thing so that the franchisee would never see them. Or, they were owners of other franchises that did not make their numbers, so they were with Lance trying to work it off, instead of home developing their own business. We had multiple franchisees around here for a while. It has been 7 or 8 years since I have seen one of their trucks following me around trying to see who I was washing so that they could go pitch them.
 
The landlord charging a percentage of the gross has been around for a VERY long time, as long as I can remember. That is one of the disadvantages to me of opening a store front operation of some kind.

I've had storefronts in Las Vegas, Sioux Falls and Rapid City and when I was selling those dealerships in the 90's we never once negotiated with anyone for % of gross. It was unheard of. The closest we were to Mesa though was the last one I was involved in at Indio, Ca. I would never sign a lease with a gross percentage clause under any circumstances, if for no other reason than it's nobody's business what my gross is. That is why I despise the Insurance industry for annual audits base on gross.
 
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