Franchisel.com — FDD Diligence Memo
1-800 Striper
Generated 2026-04-06 · 2025 FDD · Government-filed source
1-800 Striper
2025 FDD Diligence Memo
Score of 75/10 driven by: low financial transparency.
Sys Health
7
Red Flags & Key Signals
Franchisor chose not to include a Financial Performance Representation. Item 19 is voluntary per FTC rules. This is not automatically a negative signal — it means economics cannot be scored from the disclosure.
Item 2 shows multiple executives hired within 2 years of this FDD filing. Leadership instability can affect franchisee support quality during transitions.
Only one senior executive role identified in Item 2. If a key person departs, franchisee support and leadership continuity may be at risk.
At least one key executive has disclosed prior franchise system experience — associated with better franchisee support and system discipline.
Investment Overview
Items 5, 6, 7Total investment range: Not disclosed. Initial fee: $0. Royalty: —. Marketing fund: —.
Item 19 — Revenue
Item 19 — not included in filed FDD (voluntary per FTC Franchise Rule)Economics not rated — Item 19 not available.
Not DisclosedThis franchisor chose not to include a Financial Performance Representation. Item 19 is voluntary per FTC rules. This does not indicate bad economics — it means revenue projections cannot be sourced from the disclosure document.
Item 20 — System Health
Item 20 — 2025 FDDSystem flat — net 0 units in reporting period.
→ StableUnit count essentially unchanged.
Total Units
0
Net Growth
+0
Turnover
0%
Year-over-Year Trends
2025 FDDOpened
+0
Closed
-0
Net
+0
Prior-year Item 19 revenue data not available. Unit data above covers the reporting period in the 2025 FDD.
Key Contract Terms
Item 17Item 19 Data Quality Flags
Item 19No Item 19
This franchisor did not include a Financial Performance Representation in their FDD. Item 19 is voluntary per FTC rules — absence does not indicate poor economics.
Franchisee Interview Questions
Item 20 contactsUse Item 20 to get current franchisee contact info. Call at least 3-5. Ask these questions:
How responsive is your franchisor rep — do they actually help when you have a problem, or are they just checking boxes?
Look for: Specific stories (not just vague positives). Ask about a time they needed help urgently — response time matters.
The FDD does not include audited financial statements. Ask: do you have any visibility into the franchisor's financial health? Have you ever been concerned about the company's stability?
Look for: Even anecdotal signals — changes in leadership, delays in royalty statement processing, reduced marketing fund activity.
If you decided to sell your franchise tomorrow, how easy would that be? Has the franchisor ever blocked or delayed a transfer you wanted?
Look for: Transfer fee surprises, right-of-first-refusal complications, or franchisor demanding upgrades before approving a sale.
Item 2 shows recent leadership changes. Ask current franchisees: has the change in leadership affected support quality, speed of decisions, or the culture of the system?
Look for: Whether the new leadership has franchise operations experience. Disruption in field support after leadership transitions is common.
Item 2 lists very few senior executives. Ask: what happens to franchisee support if a key person leaves? Is there a succession plan?
Look for: Key-person risk is highest at early-stage or family-run franchisors. Look for documented processes vs. personality-driven operations.
What did your revenue look like in year 1 vs. year 2 vs. now? When did you reach breakeven?
Look for: Year 1 revenue is typically well below Item 19 averages (which often exclude ramp-up units). Expect 12-24 months to reach average.
What did the training actually cover vs. what you needed on day 1? What do you wish you'd learned before opening?
Look for: Gap between training content and operational reality. New franchisees often report the training covered theory but not real-world situations.
Management Team — Item 2 (Business Experience)
Leadership has prior franchise system experience; long-tenured executives (5+ years); recent leadership changes detected; thin executive bench (≤1 senior role identified).
Item 2 · 2025 FDD · confidence: medium
Supplier Dependence — Item 8
Low Supplier Lock-In · 3/10Franchisee may source freely if specifications are met.
Item 8 · 2025 FDD
⚑ Broker Conflict-of-Interest Alert
This FDD discloses that franchises may be sold through franchise brokers or Franchise Sales Organizations (FSOs). The franchisor pays referral fees to brokers who bring buyers — this is a conflict of interest. The broker is financially incentivized to recommend this brand regardless of your specific situation.
FDD language: “lus any applicable broker fees. Upon signing new franchise agreement. See Note 7 below R”
Action: Ask any consultant/broker directly whether they receive a commission from this franchisor. Always verify this independently against the FDD Items 5-6.
Data sources: 2025 Franchise Disclosure Document filed with a state franchise regulator (government record). Source: Extracted from 2025 FDD filed with WI DFI (file #638784). Source: 638784-2025-1-800-Striper.pdf. · Payback estimates and margin assumptions are editorial — not from the FDD. This memo does not constitute legal or financial advice. Consult a franchise attorney and accountant before signing. Generated 2026-04-06 by Franchisel.com.