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The economic shutdowns and overall uncertainty of the last year and a half has left us all taking stock of our financial situations, compelling many to look for ways to take back control of their financial destinies. There has been a substantial increase in web searches for recession proof and pandemic proof business opportunities.

Unfortunately, the truth of the matter is there is really no such thing as either recession proof or pandemic proof. Many industries that previously thought they were recession proof found that not to be the case when the world changed around them last March. While no business was left unaffected by the global economic shift, some businesses proved to be resistant in the face of economic crisis, benefiting from constant demand and generating steady revenue despite shutdowns and lower customer spending.

Here are a few questions to ask to help you determine if the business opportunity you are evaluating is both recession resistant and pandemic resistant.

How to identify a recession resistant businesses opportunity:

  1. Is the service offered a necessary or discretionary expense?

When times get tough, discretionary expenses are usually the first things households cut. Trendy business concepts like frozen yogurt shops and fitness studios are often the first to feel the impact of a recession as those expenses are easily trimmed from the budget. Some restaurants fare recessions better than others, but in times of severe economic distress many will decide to eat at home rather than incur the expense of eating out.

Other expenses are necessary and while it may be possible to delay the expense for a short period of time the expense will ultimately have to be incurred. Electricalor plumbing services are good examples of a necessary expenses that typically can’t be put off for long periods of time.

  1. Is there a recurring need for the service?

To really improve a business’s ability to weather a recession, you should also be looking for recurring revenue. Using the examples above, the challenge with electrical or plumbing services is that once the job is taken care of, there is little need for the customer to use your service until the next time they have a problem. This means the business needs to constantly find new customers in order to maintain revenues.

On the other hand, businesses with recurring need are able to maintain revenues through client retention which, when done well, is far less costly than acquiring new customers. Two good examples of services that are both necessary and recurring are haircuts and lawn maintenance. Both hair and grass continue to grow no matter the economic condition and therefore need to be maintained on a consistent basis.

  1. Is the service easy to self-perform?

Digging deeper into the lawn maintenance example, residential lawn customers may opt to maintain their own lawns to save money in a recession. Commercial customers would find it very difficult to do the same and generally continue to contract that service out to ensure their landscaping gives them a competitive advantage. Similarly, haircuts are rarely self-performed and typically fare well in times of economic uncertainty.

How to identify a pandemic resistant business opportunity:

  1. Does the service require close physical interaction?

While haircare franchises checked all of the boxes above, this is where they began to struggle last year. In nearly all states, businesses that require close physical interaction with theirs customers were required to shut down for a period, some much longer than others. Even after being allowed to reopen they found that many customers had grown used to longer hair and were more comfortable stretching times in between haircuts.

Commercial landscaping on the other hand, was deemed to be an essential service by the governments of 49 out of 50 states. When business properties are not maintained it presents a public safety issue and due to the nature of the service it can be performed while following social distancing guidelines.

  1. Can elements of the service be performed outdoors?

Businesses of all types pivoted last year to make their offerings more attractive to customers who were cautious about entering enclosed spaces. Al fresco dining reached new heights in popularity, yoga and fitness classes began to pop up in open public spaces and even services like haircuts were performed in parking lots outside of their retail establishments.

Still, businesses that offer services that are designed to be performed outdoors offer long term advantages in a future of uncertain customer sentiments.

  1. Can elements of the service be performed virtually?

Even in businesses like commercial landscaping where services are typically performed outdoors there are elements, like sales calls, that are typically performed in a face-to-face environment. The data tells us that consumer attitudes will drive change here. A recent Harvard Business School article suggests that up to 70% of B2B decision makers now prefer virtual human interactions over face-to-face interactions.

With that in mind, companies in B2B service industries who are able to develop an effective virtual sales program stand to benefit. Remote prospecting, virtual sales presentations and using tools like Google Earth to measure and bid properties will all lend to future success in the commercial landscaping industry.

 

Threats of recessions have always loomed and many industries have shown resilience in the face of economic challenges, but the pandemic has turned conventional logic on its ear. Industries that previously seemed recession proof turned struggled as consumer habits adjusted to the reality of the pandemic. Recession and pandemic resistant businesses not only provide services that customers both want and needbut also show that they are able to adjust operating procedures that allow them to continue servicing customers during a public health crisis.

A question we get asked a lot is how U.S. Lawns differentiates itself from its competitors in attracting customers and employees.  With decades of experience, the power of a national network and national branding, we pride ourselves on the many competitive advantages that set our brand apart from other landscaping service providers. We discussed this topic with U.S. Lawns president, Ken Hutchison. His take is very well summarized in our brand mantra “close to the customer and close to the employee.” This dual focus creates a symbiotic relationship that creates opportunity for all involved.

Close to the customer

Through building relationship through solid and reliable crews and local owners invested in their communities, the foundation for staying close to the customer is laid. According to Hutchison, “U.S. Lawns crews work to master the language of the business and learn priorities, creating a custom service package like none other. We keep their timeline in mind. If they have a board of directors meeting once a week, we’ll make sure they have the reports they need to make them look good.”

Hutchison adds, “We want to get behind the eyes of the customer and think like their customer thinks. If I’m talking to a hotelier, I want to speak the language of a hotelier, not the language of a landscaper.”

Building a strong partnership with our customers and understanding their service needs and goals is a top priority for U.S. Lawns. We strive for 100% customer retention, and we know this cannot be done with out one of our greatest assets, our crews. There is a symbiotic relationship between a crew that feels valued and a customer that feels valued. This is woven into our brand DNA in addition to our mantra, and it sets us apart from our competitors.

Close to the employee

We believe the best way to develop long lasting relationships with customers begins with valuing and developing our employees, positioning them to provide the excellent customer service of which U.S. Lawns is known. Because of this, U.S. Lawns is dedicated to being an employer of choice in the communities we service.

As a national brand, U.S. Lawns can provide programs and perks that small business can’t.  Hutchison says, “We can provide uniforms, safety programs, education and advancement opportunities so they can look forward to growing professionally- that’s not typical of local landscaping companies.”

Hutchison goes on to say, “Employees and their families are interconnected with the team; they are valued. They are treated with respect. By improving their lives, that then improves the community. They can make a good living with fair pay and fair benefits – usually above the industry standard. We respect each individual that’s working for us.”

Employees who feel valued and given opportunities for development perform better and are less likely to leave. Less turnover means you have employees who know your customers and are better able to partner with them to meet their service needs and goals. Empowered crews mean better results for your customers.

Just off the lobby in the U.S. Lawns’ home office in Orlando, Florida is a hallway lined with 26 framed photos. “At our annual conference each year we recognize franchises who exemplify the mission and vision of U.S. Lawns by inducting them into our Hall of Fame,” says David Wells, senior director of franchise recruiting for the commercial landscaping franchise, “These photos represent some of our most exceptional franchisees over the years.”

Induction into the Hall of Fame is U.S. Lawns’ most prestigious award. Franchisees who have consistently contributed their time, talents and spirit to make their commercial landscaping franchise business successful, while inspiring and leading others to achieve success receive this recognition, joining this elite group.

“We look at a franchisee’s overall contribution to the brand. Typically, they have demonstrated year over year growth in their business, but beyond that they have tapped into the power of the U.S. Lawns network. They are a galvanizing force, inspiring and encouraging their peers to go to the next level,” says Wells.

Well Above Average

The power of U.S. Lawns’ network sets the brand apart. Fostering a culture of competitive camaraderie helps drive the entire network to be the best. In an industry that sees less than one percent of businesses achieve a level of true sustainability, the average U.S. Lawns franchisee who has been in business for at least five years generated $962,599 in 2019 and far outpaced the rest of the industry.

Distinctions such as the Hall of Fame as well the Million Dollar Club, which recognizes franchisees who have generated a million dollars or more in a single territory in a calendar year, are examples of how the brand sets a target for franchisees. “Setting bars such as these turns the dream of having a sustainable business into an achievable goal, one they see others reach and know they can do it themselves as well,” says Wells.

Recent Honorees

Brandon Shively was the latest photo added to the infamous hallway, inducted into the Hall of Fame in 2019, following Ken Beasley in 2018 and Ben Harrell in 2017. For Harrell, seeing his fellow franchisees achieve this honor before him served as inspiration as he grew his business. “The competitive camaraderie has been a huge motivation for me. I saw other franchises being inducted into the Million Dollar Club and the Hall of Fame. I was determined for that to be me,” says Harrell.

“Inducting new members into the Hall of Fame is one of the highlights of our annual conference. U.S. Lawns is dedicated to 100% franchise satisfaction, so to recognize those franchisees who have put in the same kind of dedication back into the brand is an honor,” Wells explains. “ We also hope that seeing the success of these exceptional franchisees inspires others to reach the same heights of achievement, especially to those who are just starting out. That’s the power of the network.”

Modrn Businss Podcast is a highly rated podcast that explores and discusses business technology and lessons from leaders in franchising. This summer, hosts Ryan Hicks and co-host Zack Fishman took their show on the road, making stops and interviewing some of franchise’s heavy hitters. U.S. Lawns was honored to be one of those stops.

Listen as U.S. Lawns’ vice president Brandon Moxan and senior director of franchise development David Wells talk with Modrn Businss hosts Ryan Hicks and Zack Fishman. The group discusses everything from best practices in franchise development to the future of technology in the commercial landscaping business.

Highlights include:

Brandon Shively is a U.S. Lawns success story. He owns three of the brand’s top performing territories, including the top overall revenue producer, and is continually raising the bar for himself, his team and the network. “My motto is if you don’t want to be first, you’re not trying hard enough,” Shively says.

Recalling his path to success, Shively attributes it to a little bit of luck, and a whole lot of hard work and prayer.  With a degree in horticulture, Brandon Shively began his career in construction and sales with a homebuilder. But as the market tanked, Shively was left with a bad taste in his mouth.

“After eight months of cold calling, I was ready for something else. I wanted to get out from behind the desk and into the field. So, I prayed about it. That same day, I got a job with a large lawn care company doing commercial sales in their turf application department.”

The Mentor Appears

In his new position, it was his interactions with a client that would change the trajectory of his life. William Atwell, a U.S. Lawns franchisee, was purchasing the Greensboro territory in the highly sought-after North Carolina market and offered Shively a spot on the team. “After much discussion, my wife Sherri and I decided it wasn’t the right time to relocate so we unfortunately had to pass on the opportunity. But I knew working with Atwell and U.S. Lawns was in alignment with my future goals.”

Part of the brand’s appeal to Shively was its values and culture. “The power of the network is truly an asset of this brand. They are a group of like-minded business owners helping each other improve and grow. I could see early on that this was something special.”

Later that year, Shively’s opportunity to join the brand would come. Atwell was hiring a production manager for his maintenance team and knew Shively would be the perfect addition to his team.

“William was an exceptional person to work for. He allowed us to run the business like it was our own. We had the freedom to make mistakes and learn for ourselves. Something powerful happens when you turn the business over to employees and support them in their goals.”

Shifting Priorities

About six years ago, Shively found his goals begin to change.  “My priorities shifted when my first child was born. I wanted to be home more. To have more flexibility and freedom, both financial and with my time. I wanted my kids to have more than I did growing up and to build a legacy for my family.”

Eager to build his own business and legacy, Shively began to consider other job offers as well as buying his own franchise. As fate would have it, at the same time Atwell decided it was time to simplify and consolidate his territories. He asked Shively if he wanted to buy his three Charlotte area territories and in January of 2018 Shively became a U.S. Lawns franchisee for himself.

Taking a page from his mentor and former boss’ playbook, Shively approaches business ownership with the same servant leadership approach he saw in Atwell. “It is important to me that this business creates opportunities for my employees. The only way you can attract good employees is by offering ways for them to grow.”

Looking Forward

Having shifted from managing the business to running the business, Shively says he now thinks less about the day to day and more about year to year, saying, “My role now is to allow my people to do what they do best and focus on looking forward.”

For Shively looking forward means putting his own mark on the business by continually raising the bar and taking his business to the next level. “My team and I got together and set some big goals for ourselves. This is a group effort and something they want to achieve along with me. We want all three of our territories to be the Top 3 earners in the network. We want to have the highest earning territory ever. The goal is $20 million in revenue, and I feel confident that we are on track to do that.”

Shively adds, “We want to make the home office team have to keep creating new awards for us.” Already a member of the Million Dollar Club and a Top-Ten Franchisee, Shively was recently recognized by being inducted into the U.S. Lawns Hall of Fame.

“I am so grateful for this award and my heart is full. It is really nice to be appreciated individually, but I fully recognize that this was a team effort.  I would not have been able to do this without them. They did this,” Shively explains.

Putting First Things First

While continually moving the bar higher and higher for his business, there is one thing Shively is not willing to sacrifice:  family time. “Becoming an owner has made it possible for me to decide how I spend my time. I am able to take my son to preschool in the morning and pick up my daughter after school. Having that one on one time with them built into our day is very special. Becoming an owner has also put us in the position where Sherri was able to leave her job and stay home with the kids full time. Having her home has been a great blessing to our family life. We have also been able to take more family vacations and make some priceless memories together.”

When asked if he has any advice for the entrepreneur considering whether U.S. Lawns is for them, Shively has this advice. “Buy for the people. U.S Lawns genuinely cares about the success of its owners. You have access to the people and resources you need to grow your business. When you become part of this network, you become part of a family, one that wants you to achieve your goals.”

Shively is a true success story, starting out as an employee to now owning some of the top earning territories in the network. With U.S. Lawns, Shively is building a legacy and has been able to achieve his goal of business ownership while still having time for his top priority: his family.

At U.S. Lawns, 100% franchise satisfaction is part of our Brand DNA.  We believe this starts with providing our franchisees with the tools, comprehensive training and personalized support they need to be successful.

Here is a brief overview of the resources and support U.S. Lawns franchisees benefit from. As you work your way through the Discovery Process you will have the opportunity to explore these in more detail.

Launching Your Business

Starting with a foundation of education, all new franchisees begin with New Franchise Training. This one week course is held at the U.S. Lawns headquarters in Orlando, Florida. You’ll learn industry secrets and best practices to help get started on the right foot in this classroom setting.

You then take that knowledge back into your territory where you will then work with the U.S. Lawns Development Team, receiving one on one support to help you begin building a framework to grow and scale your business. The support you receive from the Development Team covers all areas needed to get your business up and running, including marketing, service execution, job sequencing and efficient operations.

Ongoing Support

Support doesn’t stop after the initial operations period. A Franchise Advisor will then meet with you regularly to help you manager your business effectively. Our Franchise Advisors have an average of more than 20 years’ experience in the industry, allowing you to leverage their expertise to accelerate the growth of your business.

In addition to a dedicated Franchise Advisor, U.S. Lawns also has sales and marketing support programs to help get you in front of customers and close more business deals. The Direct Sales Dial-Up team calls prospective customers within your territory on your behalf, setting appointments to meet with appropriate decision makers. The Business Development Program and Sales and Account Manager Boot Camps give you and key team members the skills necessary to identify, close and retain customers.

Tools and Resources

In addition to these tremendous resources, U.S. Lawns franchisees also have access to the brand’s Roadmap and course syllabus which categorize more than 750 individual operations tools and resources and provide guidance on which tools to focus on at any given time in your growth trajectory.

But perhaps one of the greatest resources available is the power of the network. U.S. Lawns franchisees make up a close network of supportive peers and mentors. Competitive camaraderie with goal oriented and like-minded individuals creates a culture that is continually striving for the next level. Stagnation is the enemy of any business. Being part of a dynamic network that fosters growth and competition is important.

With over 30 years’ experience U.S. Lawns is largest and fastest growing commercial landscape franchise in the country. Our commitment to 100% franchisee satisfaction is not just a catchphrase, it is part of our brand BNA. We have designed our business offering around the support, training and resources our franchisees need to build a successful business. We love what we do and we love to see our franchisees succeed.

How much money does a U.S. Lawns franchise make? This is the number one question you are most likely asking when considering our business opportunity. Investing is a franchise is life-changing, you need real numbers to help make an educated decision.

While there are many individual factors that go into your true profit potential, you can get a better picture of what is possible by first looking at Item 19 in U.S. Lawns’ franchise disclosure document. In 2023 the average U.S. Lawns franchised territory generated gross revenues of $1,188,352, with a net profit margin of 17.3%. This information is based on actual unaudited data submitted by 186 franchised territories that were open for at least 12 months at the end of the 2023 fiscal reporting period. Average gross sales is defined by the total combined gross sales of the 186 territories divided by 186. Of course, your sales could be higher or lower depending on your unique circumstances.

The green industry, by comparison, sees less than one percent of all registered businesses achieve such a level of sustainability. U.S. Lawns far outpaces the industry. This is evident in the brand’s burgeoning Million Dollar Club, a distinction provided to franchisees who have generated a million dollars in annual revenue in a single territory. The club continues to grow in membership numbers, so much so that U.S. Lawns even created a subset group of Top 10 franchisees to recognize the highest performers within the club.

More Than Average

The key word to note in the aforementioned financial performance representation is ‘average’.  U.S. Lawns is looking for franchisees who want to be more than average performers. With a solid business model in a viable territory, nothing matters more to your earning potential than what kind of owner you choose to be. If you are a motivated and business minded entrepreneur, you will see a greater return on your investment, but you first must get yourself off the mower and into a growth mindset.

If you have that, U.S. Lawns can help you maximize your true profit potential with their dedication to 100 percent franchisee satisfaction, comprehensive support and unmatched resources. But first we want you to talk with our franchisees. Talk numbers with them. Confirm that your business projections and income expectations are in fact realistic. Ask them how long it took before they started paying themselves. Then look at your situation, determine if you have the capital and patience to follow U.S. Lawns’ proven business model.

Beyond the Numbers

It is also important to look beyond the numbers and factor in your long-term personal and financial goals as well. Is this a way to build equity? How important is creating more freedom and flexibility in your life? Do you want to build a legacy for your family? These are all things that can’t be fit into a line item budget but make all the difference and should be given weight according to their importance in your life.

If you are of a growth mindset and ready to build a large and sustainable commercial business, U.S. Lawns, the industry’s number one commercial landscape franchise, is ready to help you make that happen.  They have the tools you need to keep your business healthy and thriving, helping you maximize your return on investment potential and achieve your personal and financial goals.

With more and more women taking control of their professional lives, the number of women owned businesses, as well as their economic contributions are rising at historic rates. For women, entrepreneurship offers freedom, flexibility and rewards beyond a traditional 9-5.

Franchising, with its many advantages, is an ideal way to pursue business ownership. Today, more than ever, there are tremendous franchise opportunities for women to build thriving businesses in all industries, especially in commercial landscaping.

As a $70 billion industry, landscape businesses are growing at a much faster rate than the national average. However, the number of women owned landscape businesses is disproportionately low. U.S. Lawns want to help change that.

With our dedication to 100 percent franchisee satisfaction, we are helping business minded individuals achieve their entrepreneurial dreams. Our franchisees are building sustainable businesses that are generating revenue streams far outpacing the industry average.

It’s time for women make their mark and capture their share of the commercial landscaping market. While you might be worried that you have no landscaping experience, generally basic business operations remain the same no matter the industry. U.S. Lawns has the training and support you need to build your own successful landscape business, no experience required.

While U.S. Lawns franchisees get to enjoy nature and the outdoors, they aren’t stuck on a mower, they have a crew for that. Much of their time is spent running a business, relationship building and client relations, all skills that are highly transferable.

What U.S. Lawns Offers Women Entrepreneurs

Women owned business are having a rising impact in franchising as their numbers increase. U.S. Lawns is excited to see this trend and want to see more of it in the landscaping industry. We want to help more and more business minded entrepreneurs achieve their dreams and build sustainable businesses in one of the fastest growing industries in franchising. Request more information today!

As the saying goes, you have to spend money to make money and this is especially true when starting a business. One clear advantage of becoming a franchisee is that you have a better idea of just what your costs will be, start up and ongoing. You also have the ability to form good approximation of when you can expect your revenue stream to turn positive. This helps you plan accordingly, minimizing unexpected costs and maximizing your earning potential.

Qualification

You have even a greater advantage when you become a U.S. Lawns franchise. You get the backing of an award-winning system that is 100 percent dedicated your satisfaction. To be a U.S. Lawns franchisee we first require that candidates be financially responsible. While all in costs will range between $59,500 and $136,300, there are many variables involved and financing available to cover some of those costs. Realistically, you should be prepared to make an investment of around $60,000 - $80,000 without jeopardizing your quality of life and have some reserve capital or alternate sources of income to cover living expenses during the initial operating period. Make sure you also account for the investment of intangibles such as time, energy and passion. If you spread yourself and your resources too thin right off the bat, you will not be satisfied.

Investment

Having determined you meet the financial requirements you are ready to look at the numbers.  Item 7 of the Franchise Disclosure Document provides a breakdown of estimated costs. These estimates are based on our 30 years of experience and that of our franchisees, which has provided a solid framework on which to base the numbers. If you are converting your independent landscape business into a U.S. Lawns franchise the numbers will look a bit different.

Understanding these costs will be important to your success as a franchisee. You should weigh these against the four key advantages of franchising and feel you are receiving value for your investment.

Validation

After looking at the numbers talk to existing franchisees. Be bold, ask them the tough questions. Get real-time estimates of required costs. Confirm with them that the estimates lined up with their experience. Also, ask them what value they feel they receive.

Joining one of the largest and fastest growing commercial grounds care franchise allows you to leverage our experience, reputation and proven business model to maximize the potential returns on your investment. We are dedicated to providing you with all the training, proprietary systems and support needed to help you build a successful landscaping business at a low investment cost.

Now is the time to start!

Whether you are new to business ownership or you have been in an industry for years, franchising is a smart choice. Joining a proven franchise system increases your chances for success rather than going at it alone. Franchising allows you to invest in business ownership while at the same time leveraging the resources of a larger company. Here is a look at four primary advantages of franchising:

Power of the Brand: A nationally recognized brand comes with a built-in loyal customer base, a clear competitive advantage over independent businesses in the same industry. Large scale national marketing campaigns create a greater cumulative impact, which in turn benefits franchisees on a local level. Being part of a brand also comes with increased purchasing power. Bulk rates save you money on supplies and equipment, thus benefiting your bottom line.

Systems and Processes: When you buy a franchise, you are buying their systems and processes. The franchisor has taken the time to develop, test and optimize a business model. Using the brand’s formula for success, all you have to do is follow it. Your guesswork is eliminated, helping you avoid many of the common mistakes new business owners typically make. You have access to aggregated data, best practices and even proprietary systems to help you run your business with a level of effectiveness and efficiency only available to a large company.

Training and Support: Having comprehensive and ongoing training and support from a franchisor accelerates the path to success. A shortened learning curves leads to a quicker return on investment. With a team of experts dedicated to helping you be successful you can reach your business goals faster. Being in business for yourself does not mean you have to be in business by yourself.  Assistance and advice are never more than a phone call away when you are a franchisee.

Power of the network: When you join a brand, you join a network of franchisees. Having like-minded and supportive peers who are in the same “boat”” as you are an invaluable resource. They can be a sounding board to bounce ideas off of and they can offer advice as someone who has been in your situation. Competitive camaraderie is also a good source of motivation to take your business to the next level. Celebrating the success of others in the network helps set the bar higher and allows you see what is possible. As the old adage goes, “A rising tide lifts all boats.” When one franchisee succeeds it benefits the entire network.

With its many advantages, franchising can help the discerning entrepreneur reach their business goals. If you are considering franchising, remember not all franchises are created equal. Compare each business opportunity on how well they execute these four areas, as they will be building blocks for your success as a franchisee.

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