Geeks On Call ripoff FIELD VISITS ARE A LIE, BASICALLY EVERYTHING THEY TELL YOU IS A LIE Nationwide

Actually, there are a lot of fantastic franchises out there. Start your research with a book, such as "Street Smart Franchising", or contact a competent franchise consultant. Many of those with FranChoice or FranNet have at least 10 years in the industry and they know it inside out.

People who wish to consider franchises make the naive assumption that because a franchise can afford fancy advertising, has a good sandwich or service, and has hundreds of franchise owners that they're worth a dime. Many are not.

Here are just some things you need to know:

1) A Franchise Disclosure Document (FDD, formerly the UFOC) is just that - a disclosure of facts. The franchise agreement is a separate entity. Every - not many or most - franchise agreement is purposely designed to heavily favor the franchisor. If you became a highly successful franchisee in a system of many owners, and one of those owners goes haywire, potentially causing the demise of the entire system with you in it, you'll very much appreciate the strength of a franchise agreement that heavily favors the franchisor in the ability of getting rid of the recalicitrant franchisee. While researching, during your due diligence while you're calling multiple franchise owners, ask them the impact of the franchise agreement on their life and business. Be prepared to follow the franchise business plan, with varying degrees of levity per franchise company, or don't buy the franchise.

2) There's nothing wrong with calling multiple "star performers" initially. In fact, if they cannot excite you about the business, then looking further at it is a complete waste of your time and you've just saved yourself weeks, if not months, of further research. but sooner or later, you need to reach those mediocre and low performers to understand their situation and why they're in it. Unfortunately, often the lower performers have no competent idea why they're failing or flailing, and they often don't provide excessive help.

3) Operating capital and investment level information is very simple to obtain. Franchise owners will candidly share that information with you if they know you're a viable candidate for the franchise. They won't share it with you if you call them blindly and can't tell them the name of the person you're working with at the franchise HQ. Unfortunately, most franchise buyers take all superficial information, good and bad, at face value without questionning it at all, causing them to buy foolishly, or to walk away from fantastic opportunities.

4) Lawyers don't own franchises because they're busy being lawyers. Think about it. A good law practice, and certainly a formidable law partnership, pays far greater per hour than building even an above-average franchise business in a strong franchise system. Also, top franchise systems are not seeking part-time franchisees (full-time or part-time lawyers), because those people tend to operate smaller businesses and pay less royalties than full-time franchisees.

5) Consider calling a competent franchise consultant for help, direction, and support. Franchising is a very esoteric industry, and often what is not readily evident to the consumer or buyer is a blind-folded, hands-tied-behind-the-back no-brainer for the consultant. The fact that you don't pay the consultant a dime and you can fire them at any time without obligation is worth it. Some are far better than others and they provide varying levels of services, but that's for your judgment. As a franchise consultant myself, the greatest challenge I see is an inexplicable level of naive behavior among buyers of all incomes and education levels.

Actually, there are a lot of fantastic franchises out there. Start your research with a book, such as "Street Smart Franchising", or contact a competent franchise consultant. Many of those with FranChoice or FranNet have at least 10 years in the industry and they know it inside out.

People who wish to consider franchises make the naive assumption that because a franchise can afford fancy advertising, has a good sandwich or service, and has hundreds of franchise owners that they're worth a dime. Many are not.

Here are just some things you need to know:

1) A Franchise Disclosure Document (FDD, formerly the UFOC) is just that - a disclosure of facts. The franchise agreement is a separate entity. Every - not many or most - franchise agreement is purposely designed to heavily favor the franchisor. If you became a highly successful franchisee in a system of many owners, and one of those owners goes haywire, potentially causing the demise of the entire system with you in it, you'll very much appreciate the strength of a franchise agreement that heavily favors the franchisor in the ability of getting rid of the recalicitrant franchisee. While researching, during your due diligence while you're calling multiple franchise owners, ask them the impact of the franchise agreement on their life and business. Be prepared to follow the franchise business plan, with varying degrees of levity per franchise company, or don't buy the franchise.

2) There's nothing wrong with calling multiple "star performers" initially. In fact, if they cannot excite you about the business, then looking further at it is a complete waste of your time and you've just saved yourself weeks, if not months, of further research. but sooner or later, you need to reach those mediocre and low performers to understand their situation and why they're in it. Unfortunately, often the lower performers have no competent idea why they're failing or flailing, and they often don't provide excessive help.

3) Operating capital and investment level information is very simple to obtain. Franchise owners will candidly share that information with you if they know you're a viable candidate for the franchise. They won't share it with you if you call them blindly and can't tell them the name of the person you're working with at the franchise HQ. Unfortunately, most franchise buyers take all superficial information, good and bad, at face value without questionning it at all, causing them to buy foolishly, or to walk away from fantastic opportunities.

4) Lawyers don't own franchises because they're busy being lawyers. Think about it. A good law practice, and certainly a formidable law partnership, pays far greater per hour than building even an above-average franchise business in a strong franchise system. Also, top franchise systems are not seeking part-time franchisees (full-time or part-time lawyers), because those people tend to operate smaller businesses and pay less royalties than full-time franchisees.

5) Consider calling a competent franchise consultant for help, direction, and support. Franchising is a very esoteric industry, and often what is not readily evident to the consumer or buyer is a blind-folded, hands-tied-behind-the-back no-brainer for the consultant. The fact that you don't pay the consultant a dime and you can fire them at any time without obligation is worth it. Some are far better than others and they provide varying levels of services, but that's for your judgment. As a franchise consultant myself, the greatest challenge I see is an inexplicable level of naive behavior among buyers of all incomes and education levels.

Actually, there are a lot of fantastic franchises out there. Start your research with a book, such as "Street Smart Franchising", or contact a competent franchise consultant. Many of those with FranChoice or FranNet have at least 10 years in the industry and they know it inside out.

People who wish to consider franchises make the naive assumption that because a franchise can afford fancy advertising, has a good sandwich or service, and has hundreds of franchise owners that they're worth a dime. Many are not.

Here are just some things you need to know:

1) A Franchise Disclosure Document (FDD, formerly the UFOC) is just that - a disclosure of facts. The franchise agreement is a separate entity. Every - not many or most - franchise agreement is purposely designed to heavily favor the franchisor. If you became a highly successful franchisee in a system of many owners, and one of those owners goes haywire, potentially causing the demise of the entire system with you in it, you'll very much appreciate the strength of a franchise agreement that heavily favors the franchisor in the ability of getting rid of the recalicitrant franchisee. While researching, during your due diligence while you're calling multiple franchise owners, ask them the impact of the franchise agreement on their life and business. Be prepared to follow the franchise business plan, with varying degrees of levity per franchise company, or don't buy the franchise.

2) There's nothing wrong with calling multiple "star performers" initially. In fact, if they cannot excite you about the business, then looking further at it is a complete waste of your time and you've just saved yourself weeks, if not months, of further research. but sooner or later, you need to reach those mediocre and low performers to understand their situation and why they're in it. Unfortunately, often the lower performers have no competent idea why they're failing or flailing, and they often don't provide excessive help.

3) Operating capital and investment level information is very simple to obtain. Franchise owners will candidly share that information with you if they know you're a viable candidate for the franchise. They won't share it with you if you call them blindly and can't tell them the name of the person you're working with at the franchise HQ. Unfortunately, most franchise buyers take all superficial information, good and bad, at face value without questionning it at all, causing them to buy foolishly, or to walk away from fantastic opportunities.

4) Lawyers don't own franchises because they're busy being lawyers. Think about it. A good law practice, and certainly a formidable law partnership, pays far greater per hour than building even an above-average franchise business in a strong franchise system. Also, top franchise systems are not seeking part-time franchisees (full-time or part-time lawyers), because those people tend to operate smaller businesses and pay less royalties than full-time franchisees.

5) Consider calling a competent franchise consultant for help, direction, and support. Franchising is a very esoteric industry, and often what is not readily evident to the consumer or buyer is a blind-folded, hands-tied-behind-the-back no-brainer for the consultant. The fact that you don't pay the consultant a dime and you can fire them at any time without obligation is worth it. Some are far better than others and they provide varying levels of services, but that's for your judgment. As a franchise consultant myself, the greatest challenge I see is an inexplicable level of naive behavior among buyers of all incomes and education levels.

Actually, there are a lot of fantastic franchises out there. Start your research with a book, such as "Street Smart Franchising", or contact a competent franchise consultant. Many of those with FranChoice or FranNet have at least 10 years in the industry and they know it inside out.

People who wish to consider franchises make the naive assumption that because a franchise can afford fancy advertising, has a good sandwich or service, and has hundreds of franchise owners that they're worth a dime. Many are not.

Here are just some things you need to know:

1) A Franchise Disclosure Document (FDD, formerly the UFOC) is just that - a disclosure of facts. The franchise agreement is a separate entity. Every - not many or most - franchise agreement is purposely designed to heavily favor the franchisor. If you became a highly successful franchisee in a system of many owners, and one of those owners goes haywire, potentially causing the demise of the entire system with you in it, you'll very much appreciate the strength of a franchise agreement that heavily favors the franchisor in the ability of getting rid of the recalicitrant franchisee. While researching, during your due diligence while you're calling multiple franchise owners, ask them the impact of the franchise agreement on their life and business. Be prepared to follow the franchise business plan, with varying degrees of levity per franchise company, or don't buy the franchise.

2) There's nothing wrong with calling multiple "star performers" initially. In fact, if they cannot excite you about the business, then looking further at it is a complete waste of your time and you've just saved yourself weeks, if not months, of further research. but sooner or later, you need to reach those mediocre and low performers to understand their situation and why they're in it. Unfortunately, often the lower performers have no competent idea why they're failing or flailing, and they often don't provide excessive help.

3) Operating capital and investment level information is very simple to obtain. Franchise owners will candidly share that information with you if they know you're a viable candidate for the franchise. They won't share it with you if you call them blindly and can't tell them the name of the person you're working with at the franchise HQ. Unfortunately, most franchise buyers take all superficial information, good and bad, at face value without questionning it at all, causing them to buy foolishly, or to walk away from fantastic opportunities.

4) Lawyers don't own franchises because they're busy being lawyers. Think about it. A good law practice, and certainly a formidable law partnership, pays far greater per hour than building even an above-average franchise business in a strong franchise system. Also, top franchise systems are not seeking part-time franchisees (full-time or part-time lawyers), because those people tend to operate smaller businesses and pay less royalties than full-time franchisees.

5) Consider calling a competent franchise consultant for help, direction, and support. Franchising is a very esoteric industry, and often what is not readily evident to the consumer or buyer is a blind-folded, hands-tied-behind-the-back no-brainer for the consultant. The fact that you don't pay the consultant a dime and you can fire them at any time without obligation is worth it. Some are far better than others and they provide varying levels of services, but that's for your judgment. As a franchise consultant myself, the greatest challenge I see is an inexplicable level of naive behavior among buyers of all incomes and education levels.

For what its worth, here is what I have learned about franchising:

1) Its not a magic elixir. Franchises still take businees knowledge, trade knowledge and a lot of hard work to make them work. Don't expect to hire someone and expect the business to run itself.

2) MANY franchisors lose sight of the business at hand (servicing computers in this case) and focus on selling franchises. This is a bad sign and a reason to run like hell.

3) Virtually all UFOC's are one-sided, vague documents that basically say "we have all the power, you have none. By signing this, you agree to that".

4) NEVER take gross sales seriously (in any business). Demand to see a complete set of books with P/L statements from existing franchisees. If you can't get that information, you are playing russian roulette. Run like hell.

5) Contact existing franchisees on your own. Don't let the franchisor "steer" you towards specific franchisees for information. They all have thier "star performers" and "yes men" and attempt to present them as the rule rather than the exception, but its usually the opposite.

6) Whatever they claim you will need for operating capital/advertising...double it. At the very least.

7) How many lawyers do you know that own franchises? Think about it.

That much is true, they are very good at what they do. But it has nothing to do with computers, what they do is sweet talk you right out of your money. I wish someone had told me to just stop and think things through. They are so good at painting everything rosie like you'll never have a problem when you sign up. Usually I'm pretty cynical but the way they made things sound I figured I couldn't miss.

Of course I did miss, I haven't seen dime one of my investment. And I've been calling and e-mailing for about two months now trying to get my money back. At one point good old Tim Holadia told me to stop calling them. Hey Tim give me my money back. Then I'll stop calling.

That much is true, they are very good at what they do. But it has nothing to do with computers, what they do is sweet talk you right out of your money. I wish someone had told me to just stop and think things through. They are so good at painting everything rosie like you'll never have a problem when you sign up. Usually I'm pretty cynical but the way they made things sound I figured I couldn't miss.

Of course I did miss, I haven't seen dime one of my investment. And I've been calling and e-mailing for about two months now trying to get my money back. At one point good old Tim Holadia told me to stop calling them. Hey Tim give me my money back. Then I'll stop calling.

That much is true, they are very good at what they do. But it has nothing to do with computers, what they do is sweet talk you right out of your money. I wish someone had told me to just stop and think things through. They are so good at painting everything rosie like you'll never have a problem when you sign up. Usually I'm pretty cynical but the way they made things sound I figured I couldn't miss.

Of course I did miss, I haven't seen dime one of my investment. And I've been calling and e-mailing for about two months now trying to get my money back. At one point good old Tim Holadia told me to stop calling them. Hey Tim give me my money back. Then I'll stop calling.

World Headquarters at (888) 667-4577 extension 307 ,814 Kempsville Road, Suite 106 Norfolk, VA 23502. This is where I sent my savings. I should have left it Federaly Insured, in the bank. Initially I was looking to generate additional income for my family, a small franchise, at home, evenings and weekends. Following my research, I found this statement; Geeks On Call is building a recognized brand name in the computer services industry. Ranked one of Entrepreneur Magazine's HOT 100 fastest growing franchises in 2003 and a Franchise Times Fast 55 company, our unique bundle of services offers our franchisees a competitive advantage among computer service providers in the U.S. market.". So I called the corp number for additional information, Spoke with Cherice Bowery, she divies out the franchise BS. Then Mr Tim Holadia; Vice President of Franchise Development called me to finish shoveling the BS. So I decided, against my wifes suggestions, to send in the signed contract and our savings. 15k, and financing, funny how quick one can get "approved" when Geeks owns the finance co. I might as well have dug a hole in the back yard and buried the money, because I have gotten less than that in return for the money. I went to 814 Kempsville Road, Suite 106 Norfolk, VA 23502, for the 1 week franchise training and personal consultation. Was then sent home. I have had so many problens with this, seems everytime I need information or technical assistance, all I get is out of date information on any system I work on. I was in the understanding when I had questions on a repair, Geeks would be there to help,,,,,not... I suggest anyone that is concidering this venture,,, to run in the other direction. Don't call, they will convince you other wise.