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Growing with U.S. Lawns

In just three short years, business partners Justin Adcock and Josh Hargon have experienced tremendous growth with U.S. Lawns. This growth, from the formation of their partnership to their expansion into more territories, has been in part a result of investing in the right people. Through their commitment to promoting from within and intentionally creating a best place to work culture, they have built a sustainable business with the potential for continued growth.  

Before joining U.S. Lawns in 2019, Justin Adcock was in real estate/construction, working as a residential contractor and licensed appraiser. After 20 years in the industry, he began to feel frustrated. “On a job, you are one of many contractors and you are beholden to their timeline. I wanted more oversight in how my day went.” 

Moreover, Justin wanted to be in charge of the pace his business grew, rather than having it dictated by the ups and downs of real estate trends. “I wanted to be in control of my own destiny,” he says.  

In order to create more freedom and flexibility in his life, Justin decided it was time to look outside of the construction and real estate business. “Construction is intense, you are required to physically be there all the time. I was ready for a change,” he says.  

A Sustainable Model

Justin saw the landscape industry as a pathway to build a sustainable business with growth potential, saying, “The grass keeps growing no matter what. And it doesn’t just stop with the grass; there are so many potential revenue streams. Add in enhancements, irrigation, snow removal and there will never be a lack of need for this business.” 

Having seen his friend and U.S. Lawns franchisee, Ken Beasley steadily grow his commercial landscape business, Justin says, “I knew that the business model was solid and that with the right people in place there was so much potential for growth. I also saw that it wasn’t Ken himself on the mower every day.” 

Only servicing commercial clients also appealed to Justin. “Most jobs follow business hours, Monday through Friday. I could build more structure into my days. A phone call with a client rarely happens after the workday is over.” 

In March of 2019, Justin Adcock, who lives in Alabama, became a U.S. Lawns franchisee in Sherman, Texas. “There was definitely a learning curve,” explains Justin, “but today we are performing well above the model numbers. We also put down roots in the area and bought our own building for our shop in December of 2020.” 

2020 was also the year Justin was ready to grow his business to include more territories.  This time he teamed up with a partner, Josh Hargon. “Justin and I knew each other from the construction industry. We would often go out to lunch, and I also coached his daughter’s basketball team,” says Josh, “We both had the same set of principles when it came to business.”  

He goes on to say, “Construction is a tough business and after 20 years as a project manager I knew nothing was going to change. I was not going to grow where I was at, and I was ready to do something on my own. Justin encouraged me to finally take that step and invest myself.”

Partnership and Expansion

Together, Justin and Josh started operations in Alexandria, TX and have since added two more territories in Lake Charles and New Orleans, Louisiana.  Along the way the partners have shaped their business around its people. This people-first mentality has played a key role in the growth of Justin and Josh’s business, especially with the geographical distance that separates their three territories. 

 “We know to keep our crew happy we need to intentionally create a place they want to work culture. They will then want to deliver exceptional service which in turn strengthens our relationships with our customers.,” explains Justin, “For example, we upkeep the equipment and invest in new trucks. We also empower our managers to make decisions rather than overseeing every little thing they do.  Things like that make a big difference. We never want complacency to set in.”

Josh adds, “Growing our employees is part of that culture, offering training opportunities and promoting from within. We are constantly moving people up.” 

“When we find the right person, we find a role for them,” Justin continues, “It’s important to get to know our employees, understand what their strengths and goals are. We can then shape a path based on that.”

An example of this can be seen in their most recent growth into Lake Charles, LA. “Joey started out as a crew leader years ago and as an integral member of our team, worked his way up,” says Josh, “To Joey, becoming an owner was more important than anything. So, when it was time to expand again, we gave him an ownership percentage in that territory.” 

The Power of the Network

In addition to their employees being integral to their growth, Justin and Josh have found a great resource in other U.S. Lawns owners.  Justin says, “Our connection to other owners in the network, has been so important. We have relied heavily on these relationships as we have expanded our business. They help us keep moving forward.” 

Through leveraging the power of the network and with support from the U.S. Lawns home office, Justin and Josh have found a road map to help guide their growth.  “Unlike some of the more traditional owners, we did not come into this with a mastery of the industry. Knowing the operations side of the business is not a prerequisite, U.S. Lawns helped us with that piece. We are not just out there guessing,” Justin adds, “Our franchise advisor Greg Huston’s counsel and insight has been very helpful. He helps us think of what is needed and what steps we should take next.” 

Josh agrees, “No landscape experience is needed to be successful in this business. The resources and support are available to help with that. Most important is selling the work and being able to manage people. The systems and processes help with that rest.” 

For Justin and Josh, leaving the construction industry after two decades, was about creating more freedom and flexibility over their lives as well as building a sustainable and profitable business on their own terms. When asked if they achieved this, Josh concludes, “U.S. Lawns has been everything we got into it for and has turned into even more than we thought it could be. We are now at four territories in just two years. Even during the pandemic, we kept growing. There is so much work out there, we will continue to grow.” 

Justin adds, “It is rewarding to see this business grow and we are excited to see where it goes.”

Learn more about how you can invest in yourself and your future on your terms as well as a business owner by scheduling a call with U.S. Lawns here.  

U.S. Lawns is entering an exciting phase. The brand is poised for tremendous growth and because of that has welcomed a new face to their team. Annie Long is helping bring U.S. Lawns to new territories as franchise recruiting manager. In addition to knowledge and experience in franchise recruiting, Annie brings a fresh perspective to the recruiting process and a passion for helping people realize their dreams through business ownership. 

“During the pandemic, we prioritized the support of existing franchisees and pulled back from launching new territories. At the same time, we looked inward and started building the infrastructure that would be needed to make a strong growth push once the market was ready,” says Dave Wells, U.S. Lawns vice president, “We invested in technology to streamline franchise operations and added new technology support personnel. We created and filled the new role of career opportunities ambassador to support our franchisees’ recruiting efforts and added two additional advisors to directly support franchisees. We also invested in improved customer data sources to better target commercial property decision makers looking for our services.” 

This is where Annie comes in. “U.S. Lawns has built a process that works and with all the new infrastructure and key people in place, we are well positioned to support this next phase of growth. We are ready to go!” says Annie, “My role in recruiting is to make sure this is the right fit for someone considering joining. This is a big life change, and we want them to succeed.” 

Bringing a new perspective to the franchise recruiting process, Annie says, “U.S. Lawns’ Discovery Process has always been focused on education, now it will be more interactive. We are adding new webinars and more conversations with key support team members. Meet the Team Days are more extensive as well,” says Annie “We want everyone who comes through the U.S. Lawns Discovery Process to have all the information they need to make an informed decision.” 

“Right from the initial call, the goal is to really get to know the individual and whether they are a good fit for our brand. It’s important to understanding what a candidate’s ‘Why’ is; what are they hoping to get out of business ownership.”

“Because our recruiting process focuses on getting to know the candidate in depth, we can then radically tailor our support to the individual franchisee,” Annie says, “One of the things I really appreciate about this brand is that they are dedicated to 100% customer and franchisee satisfaction.  Those who thrive in our system put in the work and then trust the system. The process works!”

What Annie looks for in a potential U.S. Lawns franchisee might not be what many would think. “Absolutely no landscape experience is necessary! We provide all the training and support you need. What is more important is if someone has experience running a business. Experience in operations, sales and management is also helpful. U.S. Lawns has over 30 years of experience in franchising and has a proven system and franchise model, we just need the right growth minded individuals to execute it. I am excited to be a part of it.” 

For Annie, franchise recruiting is more than a job. “I am very much a people person. I have a passion for helping people and I’m excited about what this brand has to offer corporate refugees and current lawncare business owners who are looking to take their business to the next level.” 

Dave and the rest of U.S. Lawns are happy to have Annie on to the team. “Annie brings a fresh energy to the recruitment process and new perspective on our brand. She engages with the candidates and guides them along in the discovery process in a meaningful way. U.S. Lawns is dedicated to helping our franchisees succeed. We want them to build sustainable businesses that in turn maximize their earning potential. Annie is an important part of us finding the right people. We are really looking forward to what is next for U.S. Lawns and its franchisees.” 

If you are interested in learning how to get in on this exciting new growth, contact us here today and Annie will reach out to schedule a call. Here is where we are growing. 

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.

This week, U.S. Lawns is excited to announce the launch of their newly redesigned uslawns.com website and local team pages. These enhanced pages are designed with our franchisee’s local digital presence in mind, serving as a sales engine to drive growth across the network.

With its streamlined and action-oriented format, customers will be able to find more information about individual services and be directed to their local team faster.  The expanded key word focused services tab boosts search engine optimization (SEO) rankings, driving more traffic to the site and making it easier for potential customers to find the service they are looking for. A focus on mobile responsiveness improves user experience and provides greater accessibility and visibility for the website.

In addition to its focus on optimization and creating a strong digital presence, the new website is highly customizable and tailored to each team. Features such as the owner information page, reviews and the ability to upload videos and photos allows franchisees to personalize their team page and tell their own story, while still staying compliant with brand standards.

Strategic updates to the team pages add additional value for U.S. Lawns franchisees. Area specific information, such as location-based services help drive local SEO, creating a more robust local digital presence. Increasing your visibility within your community in turn drives more sales.

One new feature of the team page is the reviews section. Here teams can ask for and respond to reviews. It was designed to give you greater control over reviews, making it easier for you to manage your online reputation while also helping web search rankings.

U.S. Lawns partnered with digital marketing industry leaders, Integrated Digital Strategies (IDS) to create this new sales-focused website. When you sign on with U.S. Lawns, you get the power of this full-service marketing company to power your local marketing program. Services include:

By leveraging IDS’ expertise and best practices, U.S. Lawns is making digital marketing accessible to all of its franchisees as part of its core package of marketing support services.

To take a look at the new uslawns.com website, click here.

Intentionally cultivated and fostered, the U.S. Lawns’ culture is what has propelled the brand forward to lead its industry and set the foundation for growth. Ken Hutcheson, president of U.S. Lawns breaks down the culture into four principles. These principles are what help the brand change the lives of their franchisees, helping them build sustainable businesses that improves their individual communities.

“National strength, local commitment. Think globally, act locally. That’s been our model since 1986 and it has served us well.” Hutcheson says “It was important for us to build an organization with a culture that is aware of the impact our personal actions have on the community as a whole -- from the families of our employees, to the customers, to the vendors, to the entire landscaping industry.  We need to be respectful of the interconnectedness of the personal and business universe.”

This holistic focus on culture has been a driving force behind the brand as it has expanded into new markets over the years, keeping pace as the needs of their commercial customers has changed and grown. “As we scaled and continue to scale, we are committed to never compromising on the responsiveness and service excellence our customers have come to expect from U.S. Lawns,” says Hutcheson.

“U.S. Lawns provides the systems and support to the franchisees, who then in turn provide a hometown service. There is a relationship there that in the absence of a strong culture will not work. We are not just one business, but more than 250 independently owned businesses operating together under one brand.” He explains, “The difference between a successful franchise and an unsuccessful one is the people, the team and the culture. The business model is proven, success comes down to having the right people with a shared set of values and mission to execute it.”

Defining a brand’s mission and values is the first step to intentionally building a positive and growth-oriented culture. Once defined, it sets expectations for how the brand will conduct itself in its relationship with its franchisees and in turn their customers. In his own words, Hutcheson breaks down U.S. Lawns’ culture into four principles.

1) Brand leader, brand adopters.

To quote Simon Mainwaring. ‘The keys to brand success are self-definition, transparency, authenticity and accountability.’ Great companies have brands that others want to follow. These are not built from the outside but expressed from within; it’s in their DNA. Our brand is not a logo. It is our way of life. What lies in the DNA of our company sets us apart and might truly inspire others to follow our example. Franchisees need to more than just lease the brand; they need to buy into the DNA of the brand.”

2) Economic interdependence.

When I think of interdependence, I think of the Gandhi quote, ‘Interdependence is and ought to be as much the ideal of man as self-sufficiency.’ In the franchisee and franchisor relationship, as well as in the business owner and customer relationship, each party needs the other to be successful. The more collaborative you can be with everyone who does business with you, the more you are creating a relationship of mutual respect rather than a top-down relationship. By emphasizing collaboration with our business partners, we create a more inclusive relationship that increases our bottom line.

3) Abide by the same rules and standards to work for the same goal.

“The only thing worse than being blind is having sight but no vision.” - Helen Keller.  A company without a sincere mission will fail; and you cannot fake a sincere mission. Choose goals that inspire participation from others who do business with you. U.S. Lawns’ brand vision is 100% franchisee satisfaction and 100% client retention. Our franchisees and clients can expect actions from us that strive to achieve that vision. When the customer knows how much they’re valued, they’re going to value that relationship in return. When your vendors know how much you value your customers, they’re going to step up and deliver as well.

 4) Individual accountability.

The concept of getting “buy-in” from employees or customers is important, because it reaffirms that people have a choice. It reminds us to respect the freedom and autonomy of all human beings. Respecting others who don’t go along with your business model actually helps strengthen your culture. Franchisees have some autonomy, they aren’t employees, they make their own choices. A Madaleine L’Engle quote comes to mind, “Because to take away a man's freedom of choice, even his freedom to make the wrong choice, is to manipulate him as though he were a puppet and not a person.”

With these four principles as the benchmarks to guide the brand’s culture, U.S. Lawns’ has positioned itself as an industry leader. Keeping in mind there is an interconnectedness between the individual franchisee and the franchise as a whole, has allowed U.S. Lawns to build a culture people want to be a part of. Hutcheson sums it up this way, ““When your vendors buy in, when your customers buy in, when the community buys in, that is when you win. That is when good becomes great.”

For U.S. Lawns, great is the standard. 100% franchisee satisfaction and 100% client retention is more than a motto, it is what drives the culture.

Many entrepreneurs come to a crossroads when they are thinking of opening their own business. There are two ways to go about it: starting a small business from scratch or investing in a franchise. Both have their pros and cons. Here’s what you need to know about the benefits of choosing a franchise and what makes us such a viable opportunity.

Franchise vs. Small Business

There are pros and cons to starting a small business or investing in a franchise. The biggest draws of starting a business from scratch are that you get to create your own brand, your own business model, and your own pricing. However, what may seem like benefits often turn out to be huge disadvantages. With a franchise, you get the recognition of a national brand name and a proven business model that has been tested by current franchisees. We worked to create a commercial landscaping franchise that allows you to work for yourself instead of by yourself. Our franchisees leave our training program with the confidence that they know how to run a successful franchise, and we give them ongoing support, resources, and tools for them to take the next step from servicing all their properties themselves to managing a team. With independent businesses, you simply don’t get that level of sophisticated infrastructure.

The Right Brand Makes a Huge Difference

Your franchise success depends heavily on finding the right brand. There are so many different opportunities out there, but finding the right one means identifying a franchisor that aligns with your values.  Not every candidate for a U.S. Lawns franchise comes to us necessarily looking for a commercial landscaping franchise. They come to us searching for a franchise opportunity that has a reputable brand name, unwavering values that make up the brand identity, and the power of the network that unites every franchisee across the country. The best way to find the right franchise is to determine what you want out of a franchise opportunity and find out if your values align with the brand. For example, we look for candidates who are not afraid to get their hands dirty and do some work themselves, but who also recognize when it’s time to take a step back and lead a team.

The Key Elements of a Good Franchise

There are several things that you should look for in a good franchise investment. When it comes to a commercial landscaping franchise, people of ten search for a valuable investment. This means they’re looking at theinvestment’s value, not necessarily the cost. A valuable investment will come with training, support, systems, tools, and more to help you open your business with confidence.

Our training and support go above andbeyond what most franchises offer. Since we are the only brand that offers a commercial landscaping franchise,we made sure that our training program is thorough and teaches you everything you need to know about starting your new business. We have extensive ongoing support to help you find customers, grow your franchise, and learn best practices.

If you are wondering how to start a franchise with the right brand, you should be researching how much they cost and what they provide for the initial investment. One of the key differentiators between investing in a franchise and starting a business from scratch is that you can see how much it is going to cost to get started before you invest. Every franchise investment is broken down either on the franchisor’s website, in the franchise disclosure document, or both, so you can see what your money goes towards. Here is what our franchise investment comes with so that franchisees know how to start a landscaping company with us.

Franchise Fee

Every franchise investment incorporates a franchise fee. This one-time fee covers everything you need to get started – the brand name, the training and support, the tools and resources, equipment, marketing, and more. The total varies from company to company, but a low franchise fee may indicate less training or support and a high one may indicate that there are unnecessary costs associated with the franchise. This is why it is important to look into what the franchise fee covers to show you how to start a franchise.

Something to also note about the franchise fee is that if you are converting your business into a franchise, oftentimes the fee is lower. When we have someone converting to a U.S. Lawns, they already know how to start a landscaping company, so they don’t need the same amount of resources than a person who may not even know how to start a franchise.

Training and Support

Training and support are very important when it comes to a franchise investment. Some opportunities may just give you a manual and send you on your way with your new business, but we do it differently. We recognize that a franchisee’s success is our own success, so we put extra time into making sure you know everything there is to know about how to start a landscaping company through us. For the initial training, you will fly down to our headquarters in Orlando and for five days you will learn about the business model, best practices, the industry, and more. This helps prepare you for your new business and everything to expect in the beginning. Learning how to start a franchise is just a small part of running a U.S. Lawns franchise, so we made sure we cover everything.

Beyond the initial training, we will come out to your location to help you in the first year as well. We would never leave our franchisees out to dry with no support to help them see success. We will work with you on things like marketing, sales, bidding and estimating, and operations.


Depending on the franchise opportunity you chose, there may be required equipment to provide a service or create a product. The initial investment should also incorporate those. We made sure our investment accounted virtually all of the equipment you need. These include things for the office and to get jobs done, and even a service vehicle to help you carry what you need.

Tools and Systems

We also made sure our investment covered specific tools and systems that are exclusive to our franchisees. We have systems that can help with many different aspects of your business. One that we pride ourselves in is the intranet that we use to connect all of our franchisees. By fostering this network, our franchisees can share their best practices with one another, which makes our brand and the services we provide that much better.

Working Capital

Something that a franchise investment should also account for is working capital for when you get started. This is money that you need to keep your location up and running while you are trying to grow your business. Odds are, you won’t have customers right there when you start, so you need to make sure you have funds to help with the first few months of expenses. While you are researching opportunities, make sure to be wary of companies that have low working capitals factored into their investment. This could mean that there are things that there are hidden costs involved.

These five points are imperative to a good franchise investment, which is why we made sure all of them are covered in ours. We want to encourage investors to consider how to start a landscaping company with us, so by showing them everything we cover and provide to help them along the way, they feel more confident in us and their new investment.

Find out how to start a franchise with us by checking out the next steps in the process.

Making your first franchise investment is an exciting time but also very nerve-wracking. Like any new business owner, there are always going to be some hiccups along the way to getting your franchise up and running. Our experience with new lawn care franchises has taught us a thing or two about the best practices for franchisees, and here are the dos and don’ts to help you open your franchise successfully.


Use Your Training and Support

Franchises develop training programs for a reason – to teach you what you need to know in order to get started on the right foot with your franchise. Of course, not all training programs are created equal. Some brands will simply give you a manual for your franchise investment to get you started, and others will provide a whole course that goes in-depth on the industry and the ins and outs of your franchise. Here at U.S. Lawns, we don’t cut corners on our franchisees. For your initial training, you will fly down to our headquarters in Orlando, Florida, and learn everything there is to know about U.S. Lawns, the commercial landscaping industry, what it means to invest in one of our lawn care franchises, and the resources you have to help you with your operations.

In addition to the initial training, we also offer initial support that helps you with marketing and business development. After the training, we will visit your location multiple times to help you keep things running smoothly. By utilizing the training and support that your franchisor provides, you know you will be on the best course for success with your franchise.

Market Your Franchise

Once you have your new business up and running, you need to help your customers find you. First you must understand who your customers are, and then you can market to them. However, we made sure our franchisees don’t have to do this alone. We provide our franchisees with a lot of tools so that they can find customers in their territory, whether it’s through digital marketing or door to door prospecting. Together with our franchisees, we work to develop the best marketing strategies for them. Our method to market with them instead of for them has had tremendous results for franchisees all over the United States.

Follow the Business Model

We have already put the time and the effort into the business model so that you don’t have to. One of the biggest fallbacks that many small business owners face is creating a business model that works, and we have already created one that has proven to work for over 250 franchisees over a 33 year period. When your franchisor has already created a business model that is successful in multiple locations in different territories for an extended period of time, you know that following their lead is the best way to be successful.


Go About Things Alone

If you choose the right franchise, you will always have someone to turn to when you need help or have a question. When it comes to our lawn care franchises, we are always there to help. When you invest in a U.S. Lawns, you are going into business for yourself instead of by yourself.

We have also created an intranet so that our franchisees can share their best practices with each other and build a better network. The Power of the Network is something we pride ourselves in and it is something that makes us stand out from any other franchise investment.

Forget That This Is Your Business

It may have an established brand name on the sign, but your franchise investment is your business. This means that you are responsible for your success with the franchise. Here at U.S. Lawns, we make sure our lawn care franchises have everything they need to run a successful location, but without the commitment, the effort, or the ability to run the business with everything we’ve put in place, they will fail.

Investing in a franchise could be one of the best career decisions you make for yourself, but if you fail to follow these dos and don’ts, you could face hardship with any franchise opportunity. We work hard to provide our franchisees with everything they need to be successful, and as long as they implement everything we have created for them, they will be able to reach their potential.

Learn more about our franchise investment and why we are one of the leading lawn care franchises in the country!

National strength. Local commitment. The power of the network. These are the things that we value here at U.S. Lawns. We are the leading commercial lawn care franchise for a reason, and we can answer the question “Is owning a franchise a good investment?” The quick answer is yes, because you get a strong mission and values that other locations share all over the country, and you also get a range of resources to help you stay on the right course for success. Here’s more about our vision and our values, and why we’re the right franchise opportunity for you.

National Strength

We are a national franchise that has over 250 locations all over the country. We owe a lot of our success to our unified mission and values, the training and support we offer our franchisees, and the tools and systems that we’ve developed specifically for them. Our numbers make us the largest landscaping and lawn care franchise, and we are the ninth largest company in the landscaping industry. Our brand has the national strength, strong brand recognition and a reputation for quality, consistent commercial landscaping to properties everywhere. In fact, we are the only landscape franchise that focuses exclusively on commercial properties.

Local Commitment

Our lawn care franchise opportunity follows an owner-operator business model. This model consists of the franchisee being involved in every aspect of the business. You are in control of the operations of your business, and you lead a team to get jobs done and assess how your team is working together. We decided that our franchises needed to follow an owner-operator model because the community is important to a lawn care franchise. You and your crew are members of the surrounding community, and people in your community are your customers. This local commitment to your business and the surrounding area go along way for our franchises because they are part of something bigger than themselves.

In addition to your external commitment to the surrounding community, you have an internal commitment to your team. You are the boss, and you are responsible for hiring and training employees to share the same values as you do for your business – and they want to see it succeed.

You also have a commitment to your brand. We have developed several resources for you to share your practices and learn new ones as your business grows. Our franchise owners communicate with one another to make sure everyone is successful at their individual locations. We are all working together to succeed, so our franchise owners love to talk to each other about what’s going on with their business.

Power of the Network

We have a very strong and powerful network of franchisees. From annual conferences to our internal intranet, our franchisees are encouraged to communicate with one another and form friendships. As a brand, we make sure our network stays strong by offering ongoing support for our franchisees.

When people ask us “is owning a franchise a good investment?” we respond by showing them just how great investing in one of our lawn care franchises can be. Our investment covers everything you need to get started with a franchise, and we offer discounts to people converting their business and veterans. In fact, we were named one of the best franchise opportunities for veterans because of our owner-operator business model, sense of comradery, and the ability to help people in businesses in a community.

We are proud to welcome veterans to our franchise family. If you are looking to answer the question “is owning a franchise a good investment?” and invest in a lawn care franchise that you can be proud of, reach out to us. lawn care franchise

If you want to invest in a franchise, there are a lot of terms you need to know in order to choose the best one for you. No two franchise opportunities are the same, and the best way to find the right one is to do some research and learn about the terms that franchisors use. Here are some of the most important terms to look for as you research franchise opportunities.


Every franchise opportunity is different – a lawn care franchise won’t run the same way as a fast food franchise. There are three different types of franchise ownership that are utilized by franchise concepts. Those include the executive model, the owner-operator model, and the semi-absentee model.

Here at U.S. Lawns, we use an owner-operator model for our franchisees. This means that you are responsible for the day-to-day operations and hiring a team. You are the boss and the owner of your U.S. Lawns location and the front and center of everything. Being an owner-operator is very different than an absentee owner. With a U.S. Lawns franchise, you are part of the business. That doesn’t mean you will be riding a mower and servicing properties, but you will control who you hire, all of the operations, marketing, and more.  Absentee owners do not get to be their own boss – they invest in something, rely on someone else to run things, and hope for its success.

Initial Investment

This is an important term to understand because the initial investment is the amount you pay for your franchise. Every franchise has a different investment that comes with different things to help you get started with your business. One thing every franchise investment does have in common is a franchise fee. Although this fee varies from franchise to franchise, each brand needs to have one. The franchise fee often covers training, support, rights to use the brand name, the business model, and other resources that help you get started. Other items that make up the initial costs when you invest in a franchise include equipment, starting capital, tools, systems, and resources.

Franchise Disclosure Document

Once you find the right franchise for you, the next step is usually to read through the franchise disclosure document (FDD). The FDD is a 23-item legal document that every franchisor is required to have. It explains everything, in detail, about the franchise opportunity, and it even breaks down the initial investment so you know exactly where your money will go. The FDD is designed so that no one is left in the dark when it comes to an important decision like a new career.

The FDD also has an optional section that many franchisors choose to include, which is Item 19. This item breaks down how much a franchisee, on average, could make with a franchise. We are proud to include ours because of the transparency it provides between us and a prospective investor and because it shows exactly how much you could make with our lawn care franchise.


A territory is the specific area you operate within. We put a lot of research into our territories to make sure our franchisees are in the best position to market toward commercial businesses. We use CoStar, which is a leading commercial property data software, to research what properties are in a specific area. We run multiple demographic tests, and if the results are favorable for a lawn care franchise, it becomes a territory for a potential franchisee. We have found a number of territories all across the country that are still available to invest in!

If you are looking to invest in a franchise but need more information, check out this article on how to open a franchise.

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