SNAP-ON TOOLS Franchise Complaints

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• I guess only having 200 customers is what makes it more risky too. Not enough customers can only lead too a dying route. Shame on you snap on.

• Being an ex-field manager, I know that any good field manager would lie on a list of calls to get a dealer more then 225 because all managers know that 225 will not support a tool dealer. In fact seldom does a field manager do a list of calls. Almost all of my list of calls have been generated off of prelists not by a field manager going out and counting heads. Snap-on wants to put feet on the street. The smaller the route the more trucks they can put out there.

• I wonder if we can get failure stats on Snap-on dealers. They control 99% of all financing through Snap-on credit. It is extremely over priced. Snap-on even controls the truck loans. When a dealer fails I imagine they can control how that loss is taken on the books. Would be very difficult to get a reeal number I think.

• Even so the ammount of control snap on has on dealers is tremendous. You as a dealer have too collect there money, repo tools, buy into there programs, have merchandise show up at your door you never ordered. The list goes on and on. That is probablly why SBA says they aren't intrested.

  Jim good luck getting that number. I'm sure snap on keeps those numbers hidden in a vault in fort knox...

• Snap on probably likes charging dealers up the ass for loans too. My first year I was charged over $7k in my starter inventory loan. It is a 10 year loan so after it's paid I basically paid double for the merchandise. Which really is a loss all around. Plus the rates are over the hill.

• Dear snap on tools,

  Your dirty little secrets will be revealed soon and what you do too dealers. You do nothing but control people and they make you rich while you make them poor. The truth will be heard.

  Shame on you for lying and being sneaky.

• You sell something on extended credit as a snap on franchisee. Something like a tool box.The minute your customer stops paying snap on credit calls and harrases you too pick up merchandise. The phone won't stop ringing either. It's like a debt collector calling you except it's for a debt that isn't yours. So you finally give in and pickup merchandise.

  You and your business manager discuss fair market value on item. You agree too the fair market value and buy back merchandise for the price agreed. Then any money still left on the existing loan I get charged back 25% of the remaining balance. I later sell the repossessed merchandise for a little more then what I bought it back for. Maybe I got lucky or the price I bought merchandise back for was a little less. Either way time is money and making a a few bucks later should be ok.

  So later you sell the merchandise on another credit sale for a little more. A few weeks later your phone rings. It is someone from snap on credit. The person on the phone asks you if you resold the merchandise you took back from John doe. You reply " yes it is". The person from credit says " you sold merchandise for a little more then what you bought it back for". Your answer is " yeah I must have gotten lucky and managed too make a few bucks considering my time for taking back merchandise, fuel, cleaning and storing merchandise did end up giving me a little at the end.". The next part is bad news for me. Person at credit says " i am not allowed too make profit on merchandise I reposses.

  So what that means since there was a balance still owed on old contract which there was in this case. Any profit I made on next sale snap on credit is gonna take from me. I am furious about this and have made it clear about my anger in this foolish system. This is probably another example why SBA looks at being a snap on dealer an associate of snap on.

  Big question too all readers?.... Does anyone think this is a screwed up thing snap on does too there dealers?

• being a former franchisee of snap-on,I pity anyone who by today's standards gets involved with a franchise tool route.It is geared strictly for corp.I am a casualty of the "more feet on the beat program" this program cost me in excess of 400k,just trying to build/bail out my business.It has no support since the realignment of managers and call center.. they put you in debt beyond your wildest dreams and expect you to support the business.i am posting this only because of the subject of repo's.a word to the wise,I don't know the laws around the country,but you have no legal right to go in and repo any thing for yourself or snap-on tools.they tell you you have a right and produce a"letter of harmless" but that is only for the shop owner not for you..they rely on your customer rapore to make a "voluntary repo". there have been cases where a franchisee was arrested for taking a customers tool box,because the customer was not there to sign the fmv sheet ,but gave a verbal ok because he no longer worked at that location..so be very careful not to take anything unless the customer is there and willing to sign a fmv sheet

• Former franchise

  There is help out there and you deserve to be compensated. http://www.mobiletooldealersassociation.com is considering the possibility of class action lawsuit agaist Snap-on. It sounds to me like you could use help individually. Contact Jerry Marks an attorney from New Jersey. He has succesfully sued Snap-on multiple times. Right now there is no good tool dealer opportunity. The Tool companies have become too greedy.

• Former franchisee. Check this forbes report out. It will burn your ass.

  Not getting paid what you’re worth (or not getting paid at all) and want to start your own gig? For those who don’t have the patience, capital or guts to generate sales from scratch, franchising can make a lot of sense—though not all brands deliver the same return on investment.

  With the help of Robert Bond, chief executive of the World Franchising Network (a franchise database) and publisher of Bond’s Franchise Guide, we waded through data on 110 of the most established names to find 20 that competent operators should consider.

  The methodology is based on five variables: average initial investment (franchise fees plus equipment costs); total locations (the more the better); closure rate (the number of closings in the last three reported fiscal years divided by the total number of existing locations); growth in the number of U.S. outlets in the last three years; and the number of training hours as a percentage of startup cost (the more support from the home office, the better). Overall footprint and survival rates carried the most weight. We did not include royalties paid to franchisors because they ranged in a tight band and thus barely affected the overall rankings.

  Watch the bullshit that your about to see.