Recently we wrote about a failed CertaPro Painters franchise owner who claims that the CertaPro franchisor is to blame for the losses he suffered.
He has made it his mission to warn prospective franchise owners about what he calls “the dark side of the CertaPro franchise.” (Read: CERTAPRO PAINTERS CertaPro Sucks: The Movie, The Gripe Site)
The franchisee, Tom, states: “I believe they must KNOW they are making money at the expense of others and that most new franchisees are probably destined to fail.”
Commenter “Randy” claims to be an early CertaPro Painters franchisee who also failed. Randy, however, claims that the CertaPro franchisor provided a realistic picture of the risks and challenges involved with the CertaPro business, and provided valuable training and guidance. He admits to not following the advice he was given, and accepts blame for his failed business.
“I am a former CertaPro Painters (CPP) franchisee. I am also a failed franchisee. I took a chance, and invested everything I had in the business. I was one of the first franchisees in California. I worked with CPP to establish methods to successfully qualify a franchise for the necessary Contractors License. I was also there when the laptop software was introduced to estimate and keep track of the jobs and quotes.
“I don’t blame CPP for my failure. There are so many reasons a business can fail, and a franchisor can only control a certain amount. They warned me that the painter pool was one major problem. I tried to hire good people, and I had a few, but there were some that undermined my business. They told me how to track expenses, plan a successful business, and got me great prices on paint and supplies with top quality stores. Was it their fault that I kept buying stuff I didn’t need, and wasting time I shouldn’t have?
“CPP gave me the tools that would allow me to charge a higher price. The brand and support was there, so customers were willing to pay to have a professionally managed business take care of their needs. CPP gave me the structure to run the business day to day. They gave me an office staff that gave the customer confidence, which got me more jobs.
“Gee, was I wrong to believe that it was my fault I failed? You mean I could have blamed CPP for my inability to run my own business? It was CPPs fault I had crackheads on my crew? That I only looked at the money coming in, and not the bills I had to pay? That I should never had taken a job painting a Lawyer’s house or a crazy lady with 10,000 sq ft. new construction, unheated in January where she was the contractor? Gee, my life would be so much better now if I could have just blamed CPP…wait, no it wouldn’t. Whatever happened to taking 100% responsibility for the decisions you make?
“I did learn that I make a much better employee than a business owner.
“I failed, not because CPP didn’t give me my money’s worth, but because I ran the business into the ground. I stopped doing the marketing that I should have done, I didn’t plan well for down time. I had some bad painters on my crews. I took on a few jobs that I shouldn’t have (and had been warned by CPP to avoid).
“Some people shouldn’t be in business for themselves. Some people shouldn’t be in the service business. Some people don’t need a franchise to succeed. It was not CPP’s responsibility to determine if I was the right fit. They did some research to see if I might make it, but nobody can tell until the rubber hits the road.
“As a footnote: There has been a new franchisee in my area since I failed. He is flourishing, and has been for 10 years. It’s not the system, it’s how you use it.”
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