SNAP-ON TOOLS Franchise Dealer Warns: Buyer Beware!

32 thoughts on “SNAP-ON TOOLS Franchise Dealer Warns: Buyer Beware!”

• Well said I’m no fool. Snap on tools has great product but lousy business model.

• I have been there. You are not really a Dealer, but a customer. Once you understand that relationship, every thing makes sense. Bring a 100k or what ever todays number is do 5k a week or what ever the current number is and by the end of the first year you have purchased 169k at wholesale. You are a good customer.

• is there a way to know if a Snap-On truck driver is the franchisee or just
  a 2nd route employee ?

• I’m not sure where your (I’m no fool) route was for SnapOn & I’m not a SnapOn franchisee, I’m a technician that happens to own predominantly SnapOn tools. What I do is that IF you could only ever make 35K a year, then my personal SnapOn dealer is fucked because he has a full time ASSISTANT that is making enough money to support his family of 4 & drive a 2013 Mustang GT. I doubt that would be possible if the assistant was only making 35K a year. & If the assistant can make that kind of money, the franchise owner is definitely making more. It’s all in route location & your ability to communicate with your customers. I am a loyal customer to my SnapOn dealer because he has shown that he will look out for me & help me however possible. If you’re smart about your route choice & you’re great with your customers, you can make way more than 35K a year.

• I worked on cars for 10 yrs. 70% of the tools I own are Snap On. My tool box is the 2nd biggest box snap on makes. My snap on dealer lives on 2 acres , has a tennis court in his backyard, owns a brand new Chevy 2500 hd, a brand new Dodge Viper , a brand new Porsche turbo and a 2012 BMW (the expensive one). He also has an original 1955 Porsche pre 911 that looks like it came off the showroom floor. He works 4 days a week. He has the most inventory on his truck I’ve ever seen. He’s got 5 tool boxes full at his house in his shop. I personally paid this guy 150 a week for 3 yrs (I have about 75k in tools). A lot of it has to do with your inventory and your route. Anytime I set foot on his truck I knew I was gonna buy something. Aside from Mac tools they are the best u can get. You get what u pay for in this world. Craftsman is fine for a guy on the weekends changing his oil. But if u do this for a living, u have to buy quality tools. A tech that worked with me years ago went into to Sears to get a ratchet replaced that broke for the 3rd time. They turned him down cause he had his work uniform on and they told him craftsman tools were not for “professional use”. He started buying snap on and Mac after that. If u decide to become a dealer, u will only get what u make out of it. If u apply yourself, anything can be achieved. Just my 2 cents.

• I know a guy how got all that stuff and has a route with Snap-On. He was also born into a rich family and got a huge inheritance to finance the business. Last I knew it does not take much to have a couple kids and a 2013 Mustang. The guy may work 4 days a week but I guarantee 2 days he is doing paperwork, computer work, stocking his truck etc. If you were born into the business like your father was a regional manager and you were gifted a great route you can do well. Snap-On are the best tools out there for serious mechanics, the others are all crap and Snap-On is the best franchise for Mobile Tools. But they do screw people who do not know what they are doing. You can spend upwards to $200,000.00 and end up with a horrible route if you do not know the right people. It is also a dying business model.

• BEEN DOING BUSINESS OVER 30 YEARS, NO SNAP ON DEALER HAS BEEN AT SHOP FOR AT LEAST 2 YRS. ONLY IF I RIDE AROUND WITH ALL BROKEN TOOLS IN TRUCK UNTIL I FIND A TOOL TRUCK. TO GET SERVICE. REAL SHITTY WAY TO DO BUSINESS.

• I’m not a dealer but married to one and if a dealer is only making 35k a year he is doing something wrong I have 2 family members that are dealers and make way more then that. Also both have more then 200 customers My husband sees more then 200 a week thats just the ones he sees he has probably around 300 customers. Its not an easy job no 9 to 5 thats for sure but if you put the work in you can do very well as my husband has for over 20 years now. May depend on where you live , Where we live no one can live on 35k a year

• As the wife, stay-at-home mother of two, and business partner of a Snap-on franchise owner who has been in business for 26 years with a second van route/employee for 16 of those years, the original poster is completely clueless! My husband has been directly responsible for motivating at least 10 others, including a nephew and a cousin, to get into the business who have also been highly successful.

  If the 40 percent failure rate is even accurate at all, it is because of small-minded people like the writer of the post who attempt this business expecting to put in 40 hours per week for a pay check and totally ignoring the concept of business equity. Snap-on routes contain a MINIMUM of 200 customers on a list of calls. Customers are added when shops add new employees, new businesses open, and yes, even when the guy off the street or farm makes a purchase or seeks warranty on tools.

  So Dale, find your local dealer and you will be added to his list of calls. For continued service, make a purchase once in awhile and make it worth the dealer’s time while his truck is idle, burning up his fuel, and he is unable to sell tools while repairing your ratchet. Please re-read the poster’s 4 points about adding a second route. How does this differ if I owned a McDonald’s or Dairy Queen franchise? It doesn’t.

  As for the 4th point, I’m pretty sure if I owned a McDonald’s and wanted to purchase a Dairy Queen, McDonald’s would see that as a conflict of my time and interest! However, unlike a brick and mortar franchise, the beauty of the Snap-on mobile franchise business model is we aren’t sitting here hopeful a customer will come in today to buy something, we take the business to them and the customer benefits by saving time not having to chase down tools. Because of the Snap-on franchise opportunity and my husband busting his butt to care for the needs of our many loyal customers, I don’t have to go to a job today, I am writing this from my beautifully furnished and long ago paid-for home with a shop on an acreage, with 7 paid-for vehicles and 5 different recreational vehicles, looking forward to seeing my youngest child’s game tonight and my oldest child at college this weekend because we have never missed anything our kids were involved in (both have college provided by college savings accounts funded by our Snap-on business), enjoying the pictures on the walls of our many family vacations to around 15 countries and more than twice as many states, and looking forward to an early retirement as long people like the above poster quit voting in politicians who want to level the playing field and think that people who work 80-100 hours a week and buy smart, sell smart, and save smart don’t deserve more than those who work 40 hours for a paycheck.

  Talk about someone having power over you and wanting you to struggle!

• After reading what’s posted here and from knowing this company from the inside, I can assure you all what you think is grand isn’t. I relate the franchisee in these tool businesses as one day hero the next day zero. The managers will tell you that “it’s you, not the customer.” Great blow off.

  This type business is not a 9-5 job EVER. If you think it will be or operate it that way, you’ll be left holding the empty bag. It can be a 24-7 operation actually. The truck in the route wouldn’t be seen 24 hours of the day BUT, all the necessary tasks that are part of it constitute the other time consuming.

  The old saying when Snap On was created in 1920 was, 1 man doing the job of 5. Well, I can assure you that in the new day and age it’s more like 1 man doing the job of 20. If you have multiple routes you can be sure to add a huge increase to that number.

  The struggle for the corporation to stay ahead of the “other tool truck companies” is another addition to the added stress this puts on the franchisee(s). In a perfect world as SOT believes, is the mechanic should sign his whole paycheck over to the franchisee on payday.

  Great theology but, actuality is far from that. The business model leaves a lot to be desired. Knowing a SBL can’t be obtained to start one is a dead give away from the jump. “RING, RING” did this catch your attention?

  If not, here’s another way to look at it if you decide to be “dumb and come get some”

  First off, you need a truck they have made or a used one at LDV Inc in Wisconsin. The basic bread truck 24′ decked out in a BASIC configuration in a new condition would be easily around 125k. The inventory on the truck (tools etc) would be in the neighborhood of 125k or more. Figure in the taxes, insurance, tags, DOT #, maintenance, county licenses you operate in, accountant (if used), fuel, your pay ( maybe an assistant’s pay) startup fees and fee to use the Snap On brand logo can put you well over 1/4 of a million in debt and most likely more. Is your brain spinning yet?

  Yes, Snap On Tools owns their own credit dept now. They can loan you the amount to get rolling and expect you to pay them just like your customer. Add in the truck payment, tool purchase payments, built in maintenance charge for the truck and INTEREST every week and it’s staggering if you’re running a half assed show out there. Payments can vary and aren’t low incase you were wondering.

  Snap On gives you a % break if you can pay your tool bill owed all in full and receive that credit on your tool bill statement. You better be on your game and be cranking in 15k EVERY week on paid sales (money taken in) and 18.5k or more in delivered sales EVERY week to even show any increase in your business. Remember, EVERY WEEK this must happen! They set break evens at a lower number but, who wants to work your ass off for break even?

  If your truck breaks down at any given moment and you’re without it for even a day, is a punch in the gut. You have to use an alternate means to go out and pre sell or just collect those days. Very stressful to say the least. Now you better be really on your game because it’s catch up time! More stress.

  The brand sells itself without any effort but, it all depends on how the franchisee runs it to be effective. You better be able to hustle really good because you’ll be selling new and used (trade in) items constantly for profits and most likely hustling other tool brands and even loan sharking with interest to stay afloat.

  The management teams Snap On has directing the franchisees leaves a lot to be desired. The franchisees look at them as “high power car salesman” types making bonuses off the food chain (franchisees) with numerous “sized package amounts” that they and you know are most likely are not going to sell. They’re motto is, “we’re a numbers based business, it’s all about the numbers.”

  So this leaves the franchisee holding the bag again because even if the items are sold to the franchisee with a 4 week hold being billed to your statement they’ll shove other “packs” as they call them at you equalling several thousands of dollars and promise to help you move it or take it back an redistribute it among some other the other franchisees in your FPT. All hype actually.

  Remember you have all the other items you bought on different programs they whip up all year long and pre sell to you almost a year out. Sometimes the product can’t be returned for credit and guess who’s left holding the bag again? Also, the franchisee has to pay the shipping charges to send it back and has to wait sometimes up to 4 weeks or more to obtain credit because the returns have to be verified before the credit is applied. They don’t trust you.

  Broken or warrantied tools are done the same way. Only hand tools have a lifetime warranty. This doesn’t cover negligence from the end user. Screwdrivers used as pry bars are an example of negligence.

  Now, let’s see who gets the shaft in the 3 ring circus here. 1st ring = Snap On Tools. The 2nd ring is the franchisee. The 3rd ring is end user (customer). Unless the tool etc is paid for straight out at the time of purchase this is how it goes down.
  (Remember, those tools on the truck are costing you so get rid of them quickly, you have weekly tool bill due by Thursday evening.)

  1. Snap On sells the franchisee the tools at a 30% less that list. Sometimes more discount but, the customer will never know so whatever “discounts” the franchisee gives the customer is how much he’s NOT making or R.O.I.
  2. The franchisee (taking in the fact this customer has a zero balance owed) will be asked “how much is it?” So his reply is “how much can you put down today” Then the back n forth hashing it out begins like a drug dealer fronting out dope. Long story short is the franchisee will work out a weekly payment with the customer subtracting what he can put down divided by a certain amount of weeks (10 or less is great) agreed at the close of the sale.
  ***THIS IS A RA (revolving account or termed a “truck account” with zero interest applied to the customer).

  3. The customer says I can afford $20.00 each week and the franchisee says he has 10 weeks to pay it off because his total balance was $200.00. Simple math even for the knucklehead mechanic. If a 10 week turnaround is what the franchisee stays at then just divide the total amount minus any payment and you’ll get his weekly payment amount.
  ****IF THE CUSTOMER PAYS AS AGREED! You sure hope like hell they do.

  So, lets combine all three of the said above and see who really the “win , place and show” is here.
  1. Win = Snap On Tools.
  2. Place = The customer.
  3. Show = “MAYBE” the franchisee.

  Remember, Snap On sold the tools to the franchisee on a said turn around and with interest added to the bill and wants paid every week the same as the franchisee. The franchisee didn’t charge interest on a RA account to the customer on the “front he worked out”
  **Franchisee screwed again.

  The customer got the tools fronted to him like a drug dealer on an agreement he would pay a certain amount every week until paid off OR the franchisee sells him more each week “increasing” his weekly payment to where it about breaks the mechanic in most cases. The customer isn’t charged any interest if it’s not through Snap On Credit. (we’ll discuss that entity next).

  The franchisee has a weekly tool bill that is a bill compiled from ALL the customers in the route that owe ( not to mention the tool bill he has from buying the tools from the start) and 95% or more is sold as a front waiting to be paid each week. So, if all goes as planned for the franchisee (which seldom does) he will see, sell and collect the agreed or maybe more of an amount from the customer to pay this tool bill Snap On’s waiting to be paid on every Thursday evening.
  Seems simple right? Not hardly.
  The model isn’t made for the franchisee only Snap On and the customer.

  There will always be some deadbeats who will give you less, not pay you, skip out, vanish forever, not work all week and can’t pay you, had something arise in his life that prevents you from getting paid, had to pay his rent, power bill etc. and looked at his check knowing who he could get over on and what ones he couldn’t and 9-10 times the tool truck franchise is the one out of his money.
  What a great way to be able to pay your own bills in life off the backs of fronting tools like a drug dealer.

  There are way more scenarios that can be listed here but, this should give you an idea on who really wins and who’s screwed from the business model of a tool truck operation from Snap On Tools or any other tool hustling operation. THE FRANCHISEE IS SCREWED before he even hits the street.

  Of course if the franchisee is a sub par type in sales you’re doomed from the jump because not just anyone can do this type of operation. Seriously. Even some of the best were knocked to their knees at one point of time if not taken completely out all together. Snap On wins again and so does the freeloader customer from the drug deal that went bad all because the franchisee fronted the merchandise with zero interest and a signed receipt showing the customer agreed to that IF the franchisee even has does that part of his job everyday! good luck playing repo man chasing after your property after a 12 hour day running the truck. Chasing that dollar.

  Now, SOC.
  Snap On Credit SOC contracts are a different story and is figured on the creditworthiness of the buyer in front of them. If their payment history across the bureaus stinks, then his buy power here may not even be possible to write a short term contract w/ interest at a high rate because they’re a high risk.

  Snap On Credit annual percentage rate is generally pretty steep. Again, the customers “open to buy” or loan total amount granted from Snap On Credit is based on credit worthiness. This type of sale has nothing to do with the previous scenario previously discussed. This is what’s termed a SOC or Snap On Credit account. The earlier was termed a RA (revolving account).

  The credit account can be made in 6 months up to 5 years in duration with a fixed % rate per state and customers worthiness on some contracts. Payments are made each week or the month’s due amount by the last working Friday of each month. Interest is compiled each month per the contract.

  The franchisee will make a certain dollar amount immediately once the contract is written. If the customer defaults on the contract the franchisee will be given a chargeback up to 30% of the remaining balance owed. This ensures the franchisee baby sits the customer every week to pay his credit account and help the customer maintain his credit worthiness. All credit customers MUST be paid up by the EOM or if the franchisee has too many open accounts unpaid for the month called delinquencies it affects the franchisee’s selling power as well on contracts he can write.
  (There is another scenario involved that screws the franchisee if a deadbeat mechanic moves into his route area as well but, I won’t discuss this now).

  Nowhere in any contract or sale a franchisee does are the words included: “If a truck doesn’t show up or he goes out of business you don’t have to pay or it’s yours to keep” Customers try this trick regardless if told or not.
  The customer is liable under laws like buying a car or home with this contract. MAKE SURE THE CUSTOMER KNOWS THIS!
  The customer will still play the dumb role from what they’ve heard from other deadbeats that got away with with other franchisees.

  This was just a really small sample of what the daily perils of operating this type of business. In all actuality, the franchisee doesn’t “own” the route or customers, Snap On Tools does. They provide you with a 50-50 list of calls MAYBE 200 and swear they’re all mega stops and you’ll be a million dollar franchisee if you do what “WE” tell you. It’s nothing like a bread or cookie / vending route. If you decide it’s time to go on a “good note” and depending on how many years and in the black you are you may have some “blue sky” value sitting there to collect from.
  Good luck on that. All the management team in place are hustlers that have attended Snap On’s brainwashing school on negativity. All con artists.

  So the morale of the story is, if you want to work your ass off 7 days a week and be a babysitter for mechanics and shop owners that look no farther. You found your nitch. You can’t complain about what you allowed in this high stakes gamble and this isn’t a tip of the iceberg either.

  Confide with any business lawyer FIRST and have him review that novel sized FDD outline of what you’re getting into. The response from any good lawyer would be. “You’re doomed from the start” so, why would you put up this amount of debt to have such a high failure rate and no SBL available to start one?

  Replies read here also had what all kinds of material things these franchisees had etc. If you base your outcome to what your read from that you’re the next sucker to sign your life away. There were no hard facts to prove any of it came from being a franchisee of Snap On Tools.
  Maybe the franchisee had to repo whatever he could to cut the losses to break even or not at all.
  It’s not some private “millionaire club” operation for the franchisee, just Snap On Tools Inc.

  Word to the wise:
  Don’t bother attempting this business model from “ANY” tool truck company unless you’re just a glutton for punishment and willing to go in debt for the rest of your life or even worse.

  You were advised!

• To revise a item in the above lesson from Tommy Toolman, concerning Snap On Credit end of month payment is “the customer needs to pay whatever balance that is due w / interest on the last working day of the month.

  So, that means the end of the month could land on any work day which is Monday – Friday by 6;00 pm central time USA.

  This can be tricky for the customer if not told about this because they generally always get paid weekly or bi weekly on Fridays. If the end of the month is Wednesday and the customer hasn’t paid his balance for the month by Wednesday’s close out (6pm) Central time his credit account goes in an “open status” and will have a late fee tacked onto next month’s bill AND the franchisee has a delinquency under his name at Snap On Credit. Expect a phone call from Snap On Credit (SOC).

  ** The franchisee could also use his own money to pay the amounts due and beat the books if need be. This would put more pressure to collect back on the franchisee the next week when the customer’s seen and if done this way some franchisee’s charge the customer a fee to do this and can make extra money as well. This will prevent the franchisee’s name from looking like mud at SOC and keep the “knucklehead managers” from ringing the franchisees phone as well because this affected the whole FPT’s numbers. (No bonus for knucklehead, but an ass chewing instead from above)

  Take in consideration if this franchisee only has lets say 40 credit accounts in his route and has a shit load go open and drives his over all percentage of unpaid customers past an 8% average, this dings the franchisee’s selling power using Snap On Credit for the whole next month. Not good.
  FRANCHISEE STIFFED AGAIN!

  ALSO, if the franchisee happens to obtain a new customer from another franchisee’s route and has a RA and SOC account this franchisee “HAS TO” take on the SOC account rather they want it or not. Ifd this customer is a high risk or behind etc and continues this process of neglect. it will be charged to the franchisee that now sees him regardless if he sold him anything or not.
  FRANCHISEE STIFFED AGAIN.

  Snap On Credit has multiple levels of contract selling power for the customer if they have a high account total (in numbers) and if they maintain a “0” delinquency for a span of 3 months or more.
  This is another tricky part of the 50+ jobs you have to juggle everyday as a franchisee “IF” you run the model as outlined by Snap On.

  If you get back home early or feel like you could go 12 more hours you surely haven’t worked your day effectively using the Snap On Tools model. Working half days in this “nightmare” is 12 hours!

  There’s one thing for sure with this operation, you’ll either have to take sedatives, drink alcohol, do drugs, pray harder, commit suicide, give up or all the above.

  Bank on it!

  Sorry to derail your thread Tommy, I just had to add in some of the “Painful Truth”
  Tks.

• Correction on this statement made in the above post:
  “Snap On Credit has multiple levels of contract selling power for the customer”

  It should read:
  “Snap On Credit has multiple levels of contract power for the franchisee” to use for the customer if the customer even qualifies. The Franchisee must meet the 3 month consecutive – 0% non delinquency and credit accounts on the books to qualify for the highest tier of credit account selling power for the customer.

  Not having a good standing with SOC will also hamper the sales profits for the franchisee.
  FRANCHISEE STIFFED AGAIN.

• @ “Tommy Toolman” and “The Painful Truth” – are either of you available to speak to me about your experience as a Snap-on franchisee? I have been researching the opportunity and just read through your posts above, would love to discuss with you.

• We encourage all to have their conversations here on this thread so that 1) all readers can benefit from the conversation and advice and, 2) anonymity can be maintained.

  Since people who claim to be prospective franchisees have, at times, turned out to have other motives we do not allow the exchange of contact information except, occasionally, through an email exchange via ADMIN at unhappyfranchisee[at]gmail.com.

  Thank!

  ADMIN

• From what was posted from both parties and some other really great posters we feel you should have caught on to why you “shouldn’t” seek this route.
  Better yet, don’t take our word for it, contact a really good franchisee business lawyer and provide them with the “Snap On Tools Franchisee Agreement” you’ll be required to sign to operate and see what they tell you.
  Also, while you’re doing your homework, go ahead and see if you can obtain a Small Business Loan – SBA to start up such a business.

  It’s best to really hear it straight from the ones who can give you the legal ramifications of such a business venture.

  If you’re still confused, we all suggest that you stay away from it and think of some other avenues of business ventures because you’ll definitely fail out the gate faster stepping into this one already confused.

  Cheers!

• Thanks for the advice on the franchisee lawyer Tommy.

  I agree, there have been a lot of great posts (thanks, all) on the cons of this franchise opportunity. I just had a few more questions and think it will be easier to have a phone call rather than go back and forth on the thread. I understand if you don’t want to talk, but it would be greatly appreciated if i could have a few minutes of your time.

  Thanks again!

• Threads are for just that, back n forth conversations. The Admin here made the point very obvious that you use the available thread for contact and not a “hook up” in other means to communicate.

  With that being said, your interest in to “communicate” in other means is an immediate “red flag” of a “creeper” type tactic from the “dark side.”

  That’s a 50-50 possibility and one where we don’t venture on this site.

  Again, obtain a copy of the FDD from the company you’re interested in and have a lawyer dedicated to this type of business venture, clue you in on the “pro’s and cons” concerning it. It seems someone willing to bite off $250k to take a gamble and not consult legal assistance beforehand nullifies any further “private conversations” attempts.

  Good luck and find legal advice for this type franchise system OR go talk to a dealer you see out there on the street. If you do find a dealer believe half of what you hear and nothing of what you see. They stand to make money off you as well if you step off in the “pit of lions”

  The thread replies concerning this are now closed.
  We weren’t born yesterday.

• A few points:
  1) I don’t even know what the “dark side” means
  2) Every thread I have found re becoming a Snap-on dealer has suggested I talk to someone who left the business. The problem is those threads are normally 7-10 years old and I want to speak someone who worked as a dealer more recently (hence wanting to speak with yourself or Tommy Toolman)
  3) “If you do find a dealer believe half of what you hear and nothing of what you see. They stand to make money off you as well if you step off in the “pit of lions””…this is exactly why I want to speak with you guys…
  4) Just like the “dark side” comment, not sure what you are trying to imply with “we weren’t born yesterday”

  If you guys have no desire to speak that is fine, would love to pick your brain though

• FortWorthFrog:

  You are correct that it is a good idea to speak to as many former dealers as possible, as well as current dealers.

  Folks get a little suspicious when that research would involve disclosing the identities of anonymous commenters.

  But I can give you contact info for many former and current Snap-on dealers.

  Email me at UnhappyFranchisee[at]gmail.com and I’ll provide you with a number of former Snap-on Dealers that you can contact.

  ADMIN

• Here is the list of former Snap-On Franchisees from the 2017 Snap-on Franchiase Disclosure Document

  APPENDIX F App F 02/17
  Franchisees Who Had an Outlet Terminated, Canceled, Not Renewed or Otherwise Voluntarily or Involuntarily Ceased to do Business under the Franchise Agreement in the TwelveMonth Period Ended December 31, 2016

  Former Snap-On Franchisee List (PDF)
  http://www.unhappyfranchisee.com/wp-content/uploads/2017/05/SnaponExFranchisees2016.pdf

  The website Crap-on.com has posted the entire 2017 Snap-on FDD which includes contact info for current franchisees as well in Appendiz E:

  Snap-on FDD Franchise Disclosure Document 2017
  http://crap-on.com/wp-content/uploads/2017/05/SnaponFDD2017WI.pdf

• Great, thank you Admin!

• It’s not worth the effort wasted to pick any brains. The comments from me and the other source is up to date as far as any I’ve seen.
  Don’t sweat the monikers used in the verbage. Just know this isn’t the route you want to pursue in any tool truck business from any available. Get a job at Harbor Freight instead, as you can walk away from it like a dead mule dropping a wagon. Pretty simple.

  It can’t be said any plainer than that. I believe the Franchisee disclosure was added from the admin here so, read it, copy it and take it to a franchise lawyer to “pick through”

  Why this isn’t getting through to you makes us really believe you’ll be a candidate of instant failure attempting this as a business if you can’t understand what’s posted so plainly here.

  DON’T VENTURE INTO THIS BUSINESS MODEL!

• FortWorthFrog….
  Make sure you get info from various parties. Not just these unhappy people that think they have been screwed. Many many people have been very successful from a snap on franchise. notice the website is “unhappy”franchisee.

• That’s good advice.

  Here’s something else worth pointing out. There is a large MATCO discussion thread on this site with over 5000 comments from happy franchisees and unhappy franchisees. At times I couldn’t believe the pro-Matco commenters were talking about the same company as the unhappy franchisees. When the discussion turned to the specifics of their individual contracts, it became clear that they were, in fact, under very different agreements and had very different lists of accounts. The old-timers had much more favorable contract terms and better LOCs and the more recent dealers were under more restrictions and had more questionable LOCs. So be sure you’re comparing apples to apples.

  Also keep in mind that on two separate occasions we’ve covered disputes from highly successful and previously loyal Snap-on franchisees: Jim Lager and King Regian. Both have told us that they were among the happy franchisees who previously dismissed those complaining on this site as a bunch of whiners and crybabies. Both Jim and King said they changed their minds after they came to believe that they were being treated unfairly and when it was clear they were leaving their years of support for the company and the brand counted for nothing. Even those who are doing well and happy might want to take an objective look at the experiences of those who have exited after years of contributions. It would be wise to push for fair treatment of exiting franchisees like King Regian and unwise, in my opinion, to think it could never happen to you.

  King Regian and his wife Sally contend that if this could happen to a top gun, award-winning dealer with decades of loyal service, normal Snap-on franchisees could get it much worse:

  http://www.unhappyfranchisee.com/snap-on-took-our-franchise/

  Don’t know if there’s significance that both Jim Lager and King Regian were in Texas. Any thoughts?

• There’s always “others” that are very knowledgeable about how the system works from the “inside” as well. The statement made of it’s all based on Franchisee’s, happy or discontented posts is far from the truth.

  Many like to “skim read” on threads and what style of comprehension they have means a lot when a reply is posted from those types of readers.
  The easiest way for the “stubborn minded” is for them to follow the “neutral advice” given and do the research on their own and not the back n forth on a internet site. This only leads us to believe this individual is walking right into the minefield where we advised them to stay away from.

  So once again:
  1. Obtain the franchisee agreement for the business venture planned.
  2. Confide in a Franchisee lawyer who exclusively deals in this area you are interested in.
  3. Consult with any banks business loan officer concerning a SBA loan to see if this model even qualifies for a SBA loan (if it doesn’t and some tool scams do) stay away from it.
  4. Make sure you have 250k of personal capital available for the “just in case” scenario.
  5. Avoid the he said – she said internet forum / sites gossip concerning this venture.
  6. Believe half of what you see and nothing of what you hear from actual franchisees.
  7. Know that many will profit from your venture in a “bonus” for signing up. Fresh meat = free $$$
  8. If you use all your personal capital on hand, know what the R.O.I. will be and time frame to recoup the loss.
  9. Don’t assume that “material things” a franchisee has is the “big picture” from any success resulting from it. That’s crazy to even assume that scenario.

  These are just 9 of many areas you as the “venturing business” owner need to complete “BEFORE” making any decisions that you’ll be sorry for as an end result.

  Let’s slow the vehicle down and be professional and business minded about doing your research “homework” first, before the “fast talking’ franchisee you talk to, cons you into it and makes money off you and you struggle like a drug dealer fronting out dope after chasing that dollar.

  Any tool truck operation is a “no win” situation so don’t be conned by the hearsay from the things you’re wanting to selectively accept and bypass the “common sense approach.”

  It’s been laid out for you numerous times in a simple format but, the drama continues.

  Complete the 9 step plan above and then post your findings.

  Words of experience from the “inside” and not a franchisee.

• Here’s a rough estimate for you to “pick your brain” over.
  Take in account this IS NOT current 2017 data. Expect much higher costs.

  http://www.franchisedirect.com/automotivefranchises/snap-on-tools-franchise-07086/ufoc/

  Do the 9 step homework as advised from the Painful Truth” he’s from the inside information area.
  Very important!

  Cheers!

• Food for thought:
  Seduced by *Pans-on’s size, fame and promises of wealth, inexperienced dealers happily take out mortgages on their homes and other loans to buy a truck and an inventory of *Pans-on tools, only to find themselves failing miserably. Typical cases that were filed last year.

  According to court statements, XXXX was promised he would make $250,000 a year when he took on his *Pan’s-on franchise. He lost more than $125,000 and quit after 10 months.

  But that franchisee growth is the key to the problem. In aggressively pursuing deeper market penetration, *Pans-on deliberately cuts the size of its sales territories to the point where many have become too small for a dealer to earn an adequate living.

  DO YOUR 9 STEP HOMEWORK PLAN!
  * purposely misspelled.

• Check and see who you’ll be feeding instead of yourself when all the jokers called your “sales team” order mega tools for you after checking your credit balance through the system and for some strange reason, nobody can track who ordered you 10-20k in some crazy ass “sales packs” you’ll never sell.
  Remember, they get theirs straight off the top when you get the product.

  The higher the position they have the easier they obtain the bonus because they had to “beat the street” to move up to flourish. It’s no joke.

  They get instant bonuses and you’re stuck trying to figure this animal out during your 12+ hour day plus all the other 100 things you have to do. It’s nowhere easy as all claim on here and the theme used in their business is “living the dream”

  More like living a fricken nightmare all thanks to these all gunning for bonuses off you! 18 to 1 and you’re the “1” in it. Great looking odds for ya isn’t it?

  Throat cutter operations:
  1. Sales developers.
  2. Business managers.
  3. Promotions directors.
  4. Tool box trucks sales.
  5. Car scanner trucks.
  6. Monthly meeting sales gimmicks.
  7. Regional sales managers.
  8. National sales promoters.
  9. Telesales developers.
  10. Customer service sellers.
  11. Diagnostic sales developers.
  12. Penske truck sales developers.
  13. Franchise developers.
  14. Kick Off nonsense sales.
  15. The SFC kick you in the gut annual tool show extravaganza sales.
  16. PIP sales too shop owner gimmick.
  17. RAD annual pre order sales.
  18. Hot tools sales.
  Plus any others not listed gunning for bonuses off your single self route that sucks.

  This link only shows the base salary, these rake in plus mega bonuses off all the trucks in their region. You can bet the kissed some serious ass to make it at this level.

  https://www.linkedin.com/title/regional-sales-manager-at-snap-on-tools

  DO YOUR HOMEWORK AS ADVISED AND STOP THE NONSENSE REPLYS WHEN PROOF IS ADDED CONSTANTLY FOR YOU.

  Stay clear of ANT tool truck operation – Period!

• Get a search warrant and pop any personal garage of a Manager at any level up to VP. I have seen over 200 k in new ripped off iron in multiple garages.LK?, GD?, DC? TM? Entitled? Call it a bonus for the uneducated tools that run middle/upper management. Makes sense because this co. middle/upper mgmt is way underpaid……But based on education they are also just fine.

• Interesting link “The painful truth”, but 115k is grunt work. as a comparison, there are 476 Directors@Boeing. They all make more than all but 2 positions at Snap on. Keep it in perspective and move on.

• Snap On is probably posting most of these comments.

• As a 2 year Snap-on franchisee that did over a million dollars in sales in his first year I can say that this poster was complete garbage at his duty of franchisee. I filled the route from a 25 year veteran that was doing a mere 7-12k a week in sales and pissing off a lot of customers driving them to competitors because he didn’t want to honor the warranty. after the first 6 months I had the customers back simply by honoring the warranty and taking the extra time with my customers. 35k a year is laughable, I EASILY cleared 200k if you include the increase in inventory which I can send back to get the money if I wanted to. I would definitely do it all over again and encourage anyone else to do the same!