If you are looking for information on the Renew Crew franchise business opportunity, Renew Crew franchises or Renew Crew franchising, then you have come to the right place.
How We Began
It all started in March 1993 in Springfield, Missouri. Stan Krempges was a partner in a fence installation business. He saw that his customers desired a better way to keep their fences, decks and other outdoor structures clean and protected. Ever responsive to customer needs, Stan set out to find that better way.
After extensive research, Stan developed an environmentally safe cleaner specifically for exterior wood.
This cleaner was a thick foam that could cling to vertical surfaces better, allowing it to soak into the wood to emulsify and remove embedded dirt, mold and mildew. The results were amazing.
In Business For Yourself But Not By Yourself
The best thing about a franchise is the team of people in place to support you. Like the franchise industry says: it's being in business for yourself, but not by yourself. Renew Crew has the support network in place to provide you with the best support in the industry. In addition to our corporate team you also have a network of peers that want to see you grow and succeed as a member of THE CREW.
Initial Training
During your initial training with Renew Crew you will spend a week at our corporate headquarters in Richmond, Virginia.
On-going training and webinars
After you graduate from Renew Crew University, the training and support doesn't stop there. We have regular webinars and conference calls that offer additional training and support on a variety of topics and subjects, including operations, product, marketing and more.
Want to get the perspective from someone else in the field? No problem, we have technology platforms that allow you to contact your Renew Crew peers who can also offer advice and best practices to assist you to build your Renew Crew franchise.
Regular Meetings
Renew Crew typically comes together twice a year for our mid-year and annual meetings. At the beginning of each year, the entire Outdoor Living Brands family of franchisees meets to spend 3-4 days together at beautiful resorts around the United States for a combination of work and play. A mixture of new programs, initiatives, training and beneficial networking time leaves franchisees invigorated to hit the ground running for the year.
Later in the year during the summer, Renew Crew franchisees gather to discuss new programs, incentives, trainings, products and more at our mid-year meeting. Over the course of two days, franchisees share best practices and meet with the corporate support team and each other to recharge their batteries and learn new best practices to finish out the year strong.
The information presented may have changed since first published. We recommend that you always verify fees, investment amounts and offers with the business opportunity directly prior to making a decision to invest.
1. What training and ongoing support do you provide?
You want to know what happens after you pay the initial fee. A strong franchisor provides comprehensive pre-opening training, site-selection help, operational playbooks, and continuous assistance with marketing, technology, and supply chains.
2. What is the total initial investment, and did actual startup costs match the estimates in Item 7 of the FDD?
The Franchise Disclosure Document (FDD) lists estimated startup costs in Item 7, but real-world expenses can run higher. Asking how closely current owners tracked to these estimates reveals if you need extra working capital or if hidden fees exist.
3. How do royalties and local/national marketing fees impact profitability?
You need to understand ongoing financial obligations-such as monthly royalty percentages and ad fund contributions-and evaluate whether the brand value and support justify cutting into your profit margins.
4. What are the common challenges new franchisees face, and how do you help them overcome them?
Transparent franchisors will openly discuss real hurdles like local competition, tight labor markets, or supply chain bottlenecks, and show you the exact playbook or field support they offer to solve them as well as allowing you to speak with other franchisees.
5. How many franchise locations have closed or left the system in the past few years, and why?
High turnover, store closures, or quiet franchise exits are major red flags. This question measures system stability, territory health, and whether the corporate team addresses struggling owners or lets them fail.
