How much does a Mosquito Shield franchise make?

The average Mosquito Shield unit reported $398,950 of revenue in the 2026 FDD, and the median reported $235,812. The filing puts the profit line at 35% of revenue. Fees come off the top first, at about 20% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid,

Breakdown

Mosquito Shield franchise unit economics

Mosquito Shield franchisees spray homes for mosquitoes and ticks on recurring plans across territories of roughly 80,000 single-family homes. Revenue per customer changes littlebetween quartiles, $585.79 to $751.54, while customers per territory runs from 51 to 140. The price is effectively fixed, so the business is a count of households signed up.

By Scott Engler · Averan Advisors · Source: Mosquito Shield, 2026 Franchise Disclosure Document (FDD) · Updated 22 September 2026

Where these figures come from

Primary source: Mosquito Shield, 2026 Franchise Disclosure Document
Items read: Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure; Item 20 for the location count
Population: 66 of 384 locations
Our calculations: Marked on the page with an asterisk. Method
Last reviewed: 26 September 2026

Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.

Key idea

Revenue per customer moves barely at all across the quartiles, $585.79 at the bottom and $751.54 in the second, while customers per territory runs 50.9 to 139.6. The price is effectively fixed, so the whole distribution is a count of households signed up and kept.

Owners reporting66 across 355 territories

Average gross sales$398,950

Customer retention82.5%

Total investment$120,525–$162,420

Customers per territory runs 50.9 to 139.6 while revenue per customer holds between $585.79 and $751.54. A difference of 2.7 times on count against a difference of 1.3 times on price *.
The company-owned profit and loss shows 35.0% profit, carrying marketing at 5.2%. A franchisee must spend the greater of $50,000 or 10%. Restated at the franchisee's own obligations the figure is 28.2% *.
The year-five minimum is $283,500 for one territory and $173,250 per territory at five. The average reporting franchisee bills $74,154 per territory *.
Retention is 82.5%, so the average franchisee replaces 98 customers a year at $267 each. $26,112 of acquisition cost, 6.5% of average revenue, purely to stand still *.
Openings fell from 99 in 2023 to 13 in 2025, against 38 terminations. Zero new franchised outlets are projected for 2026.

Top performers

What separates the top Mosquito Shield performers

Mosquito Shield splits its locations into groups instead of publishing one average. The best group averaged $1,002,272 a year. The worst averaged $101,342. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $235,812. The average was $398,950. More than half the system is below the number the brand quotes.

Decided before you open

Trade area and site.A 9.9× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
Territory, and how much of it is real.This model sells from a territory rather than a building. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
What you spend to open.Opening costs $120,525 to $162,420, a 1.3× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Lease economics.Occupancy cost ran 1.8% of sales in this filing. The rent does not fall when sales do, so the same lease is a far heavier line at the bottom of the system than at the top. That is how a weak site compounds into a weak profit line.

Live operating levers

Cost of what you sell.Products and materials take 31.2% of sales, against 35.0% kept at the end. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume. Small movements here move the result more than anything else, because nothing else in the structure is that large.
Occupancy, the line that does not flex.Rent and building costs take 1.8% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
Accounts, the operating driver.This model bills on accounts. An account signed this year still bills next year, so keeping accounts matters more than winning them. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
Fees, and where the minimum bites.Fees run about 20.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.

Context you underwrite around

The reporting screen.66 of 384 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
Brand-owned locations.The franchisor reports its own locations alongside the franchised ones. Treat them as indicative rather than representative: they are operated by the franchisor, usually mature, and usually few.

Top performers

How far apart the locations are

First

This filing does not split its locations into performance bands, so the gap between the highest and lowest Mosquito Shield location is not disclosed. What it does publish is on the Model and Finance tabs.

Customers per territory

Same price, different count.

First

$1,002,272

Second

$342,703

Third

$181,665

Fourth

$101,342

2025 gross sales by quartile with territory and customer counts, as the brand reported it, with the last three columns added *Averan calculation
quartile	Average gross sales	Median	Range	Territories held	Customers	Revenue per territory *	Customers per territory *	Revenue per customer *
First	$1,002,272	$788,100	$434,589 – $2,732,473	10.0	1,396	$100,227	139.6	$717.96
Second	$342,703	$350,373	$264,217 – $430,388	4.0	456	$85,676	114.0	$751.54
Third	$181,665	$170,767	$138,857 – $239,504	4.3	271	$42,248	63.0	$670.35
Fourth	$101,342	$100,946	$49,389 – $129,597	3.4	173	$29,806	50.9	$585.79
All 66	$398,950	$235,812	$49,389 – $2,732,473	5.38	n/a	$74,154	n/a	$756.54

Gross sales, territory counts and customer counts are as the brand reported it; the three right-hand columns are marked *.

Revenue per customer sits between $585.79 and $751.54 across every quartile. A difference of 1.3 times *. Meanwhile customers per territory runs 50.9 to 139.6, 2.7 times. The service is priced the same everywhere; what separates a $1,002,272 business from a $101,342 one is how many households in the ground each holds.

The first quartile bills $100,227 per territory and the fourth bills $29,806. 3.4 times *. Set against a territory of roughly 80,000 single-family homes, the top quartile has signed up 139.6 of them and the lowest-selling 50.9. So even the highest-selling group is serving under two households in a thousand.

The second quartile holds 4.0 territories and bills $342,703; the fourth holds 3.4 and bills $101,342. A comparable amount of ground producing 3.4 times the revenue *. Territory count accounts for very little here; household penetration accounts for almost everything.

The median franchisee bills $235,812 against an average of $398,950. Only 20 of 66 reach the average. The first quarter's own range runs from $434,589 to $2,732,473, 6.3 times inside one quartile. Says the top group is itself carried by a few very large operators.

System sales grew 11.5% in 2025 and 12.5% in 2024. $23,770,555 to $26,747,121 to $29,830,420 *. Steady double-digit growth in system revenue while the outlet count fell 28 in 2025, so the growth is arriving inside existing businesses.

Keeping them.

2025 system-wide customer economics, as the brand reported it, with the last two rows added *Averan calculation
Measure	2025
Total customers	36,884
Retention rate	82.5%
Average revenue per customer	$756.54
Prepay dollars collected	$6,670,757.55
Prepay percentage, 2024	24%
New customer sales, mosquito only	$6,155,996
New customer sales, tick only or add-on	$525,423
New customer sales, perimeter only or add-on	$269,341
New customer sales, event	$112,121
Customer acquisition cost	$267
Lifetime value of a customer	$2,521
Lifetime value against acquisition cost *	9.4 times
Prepay as a share of system sales *	22.4%

Figures are as the brand reported it; the last two rows are marked *.

At 82.5% retention the average franchisee loses 98 customers a year. 559 customers each, 17.5% of them gone *. Replacing them at the filed $267 acquisition cost is $26,112, 6.5% of average revenue spent before the business grows by a single household.

Lifetime value is 9.4 times acquisition cost. $2,521 against $267 *. That is a strong ratio by any standard, and it points the whole model at one decision. Buy as many customers as the season and the cash will have. Because each one repays its cost more than nine times over four years.

$6,670,757 of the year's revenue was collected before the season started. 22.4% of system sales, or $101,072 for an average franchisee, 25.3% of their annual revenue arriving in the winter *. For a seasonal service, that prepay is the working capital. The share of customers taking it is the number to push.

New customer sales were $7,062,881, 23.7% of the year. Of which $6,155,996 was mosquito service alone and $906,885 was tick, perimeter and event work. The add-on categories are 12.8% of new customer revenue *, which is where an owner with a full book grows without adding a single household.

The brand’s own profit and loss

35.0%, then read the marketing line.

2025 income and adjusted costs for the company-owned business, as the brand reported it, with the restated rows added *Averan calculation
Line	Amount	Share of income
Total income	$2,490,179	100.0%
Cost of goods sold	$777,179	31.2%
Wages and personnel	$282,086	11.3%
Royalties, at the new franchisee rate	$199,214	8.0%
Marketing and advertising	$129,396	5.2%
Bank charges	$78,384	3.1%
Facilities and supplies	$45,346	1.8%
Insurance	$25,989	1.0%
Technology	$18,860	0.8%
Travel and entertainment	$16,557	0.7%
Contract services	$13,804	0.6%
Equipment repairs	$13,698	0.6%
Local tax, fines and licensing	$13,586	0.5%
Miscellaneous	$3,975	0.2%
Total costs	$1,618,074	65.0%
Adjusted profit	$872,105	35.0%
At the 10% advertising requirement *	$752,483	30.2%
And after the 2% brand fund fee *	$702,679	28.2%

Dollar figures and shares are as the brand reported it, reordered here by size; the last two rows are marked *.

The statement has marketing at 5.2% where a franchisee owes 10%. $129,396 against $249,018 *. Lifting that one line to the contractual minimum takes the margin from 35.0% to 30.2%. Subtracting the 2% brand fund fee that appears nowhere in the statement takes it to 28.2%.

Cost of goods is 31.2% and wages is 11.3%. Together 42.5%. On a route business spraying the same treatment at the same price everywhere, that leaves a genuinely wide gross profit. It is why the model tolerates a $267 acquisition cost against a $756.54 annual customer.

Bank charges are 3.1% of income, larger than insurance, technology and equipment repairs combined. $78,384. On a business collecting from thousands of households by card, merchant fees behave like a cost of sale, and at that size they are worth negotiating as one.

This business bills $2,490,179 on a territory larger than the current standard. More than twice the first quarter's average of $1,002,272, and it had more than five years of history before the franchisor bought it. So read the 35.0% as what a mature, oversized operation produced.

Royalties are shown at the 8% a new franchisee pays. A useful adjustment, and our two further restatements follow the same logic to finish the job. What this business would have kept had it carried every obligation the current agreement imposes.

The minimum

The number that holds the territory.

Minimum gross sales by 12-month period and territory count, as the brand reported it, with the per-territory figure added *Averan calculation
12-month period	1 territory	2 territories	3 territories	4 territories	5 territories
First	$45,000	$67,500	$90,000	$110,000	$140,000
Second	$90,000	$135,000	$180,000	$220,000	$280,000
Third	$157,500	$236,250	$315,000	$385,000	$490,000
Fourth	$236,250	$354,375	$472,500	$577,500	$735,000
Fifth and beyond	$283,500	$425,250	$567,000	$693,000	$882,000
Fifth and beyond, per territory *	$283,500	$212,625	$189,000	$173,250	$176,400

The schedule is as the brand reported it; the per-territory row is marked *, dividing each figure by the territory count.

The lowest per-territory minimum in the table is $173,250; the average reporting territory bills $74,154. 2.3 times apart *. For a single territory the year-five figure is $283,500, 3.8 times what the average territory in this system actually produced in 2025.

Missing the minimum costs 8% of the shortfall in royalty. A four-territory franchisee at the third quarter's $181,665 against a $693,000 requirement owes royalty on the gap: $40,907 *, on top of the royalty already paid. That is 22.5% of the year's revenue, and it arrives alongside the right to shrink the territory.

The per-territory requirement falls as territory count rises. $283,500 for one, $212,625 each for two, then $189,000, $173,250 and $176,400 *. So buying a second territory lowers the bar on the first by $70,875, which is an argument for scale that sits entirely outside operations.

The first-period minimum is $45,000 and the fifth-period one is $283,500. A 6.3-times climb across four years, steepest between periods two and four. The fourth quartile averages $101,342 across 3.4 territories, which sits below the three-territory second-period figure of $180,000.

What the fees come to.

Annual obligations at each quartile average *Averan calculation
quartile	Gross sales	Royalty at 8%	Brand fund at 2%	Local advertising	Total	Share
First	$1,002,272	$80,182	$20,045	$100,227	$200,454	20.0%
Second	$342,703	$27,416	$6,854	$50,000	$84,270	24.6%
All 66 average	$398,950	$31,916	$7,979	$50,000	$89,895	22.5%
Third	$181,665	$14,533	$3,633	$50,000	$68,166	37.5%
Fourth	$101,342	$8,107	$2,027	$50,000	$60,134	59.3%

Ours, built from the filed rates applied to filed revenue.

The obligation is 20.0% of revenue at the first quartile and 59.3% at the fourth. The $50,000 minimum advertising charge is why: it is 5.0% of the first quarter's revenue and 49.3% of the fourth's *. Below $500,000 of sales this brand costs a fixed sum, and the smaller the business the harder that lands.

Every franchisee below $500,000 pays the same $50,000 of advertising. Which covers three of the four quartiles and the system average. Read alongside the customer economics ($267 to acquire a customer worth $2,521) that $50,000 buys about 187 customers a year at the filed cost *, against an average book of 559.

Required monthly services add further fixed cost. Bookkeeping at $200 to $500 a month through an approved vendor, a sales center at $300 to $750 a month, accounting software at up to $250 a month. At the top of those ranges that is $18,000 a year *, 17.8% of the fourth quarter's entire revenue.

The network and what it costs to open

99 openings, then 13. (Item 20)

Franchised territories, 2023 to 2025, as the brand reported it
Year	Start	Opened	Terminations	Reacquired	Ceased, other	End
2023	373	99	56	0	0	416
2024	416	66	46	0	1	435
2025	435	13	38	23	3	384

As the brand reported it; every row reconciles exactly.

Openings ran 99, 66 and 13 while terminations ran 56, 46 and 38. The system added 43 territories in 2023, 19 in 2024 and lost 51 in 2025. Recruitment has slowed by 87% across two years while departures have slowed by 32%, which is why the count turned.

Zero new franchised outlets are projected for 2026. Against 4 agreements already signed and waiting to open. An existing owner should read that as the franchisor consolidating around the territories it has.

140 territories terminated in three years out of a base near 400. 35% of the system. Read alongside the 45 units excluded from the performance tables for operating outside material compliance, the picture is of a brand actively resetting who holds its ground.

Buying a territory.

Estimated initial investment for one territory, as the brand reported it, Item 7 of the 2026 FDD
Item	Low	High
Initial franchise fee	$54,500	$54,500
Local advertising expenditure	$35,000	$50,000
Franchise starter package	$23,600	$23,600
Customized vehicle	$2,100	$20,470
Additional funds, three months	$1,500	$5,000
Training expenses	$1,500	$2,700
Lease and utility deposits	$0	$1,500
Storage-related expenses	$0	$1,200
Professional fees	$350	$1,200
Annual conference registration deposit	$1,000	$1,000
Insurance premiums	$675	$900
Business management software	$250	$250
Licenses and permits	$50	$100
Total	$120,525	$162,420

As the brand reported it, reordered here by size.

The territory costs 68 cents a home. $54,500 for roughly 80,000 single-family homes, and $1.00 for each home above that *. A tenth territory costs $23,500, 43% of the first, so the cumulative price of ten is $349,500 against $545,000 at the single-territory rate.

$89,500 of the low column goes to the franchisor. The $54,500 fee, the $23,600 starter package, the $1,000 conference deposit and $10,400 of vehicle customization at the low end, 74% of a $120,525 build *. The remainder is largely the $35,000 opening advertising push.

The build is 0.30 to 0.41 times the average franchisee's revenue. $120,525 to $162,420 against $398,950 *. Light for the revenue it supports (there is a van, a tank and a storage unit) which is exactly why the recurring obligations.

Cash to run the business day to day of $1,500 to $5,000 covers three months. Against a seasonal trade where 22.4% of the year's revenue arrives as prepay before the season and the $50,000 advertising requirement starts in year two. The prepay is what funds the spring, and building that prepay percentage is the most valuable cash-management habit in this model.

Questions we get asked

Questions owners ask.

What should a Mosquito Shield business be billing?

The 66 franchisees who had completed more than two full seasons by 31 December 2025 averaged $398,950 of gross sales with a median of $235,812, ranging from $49,389 to $2,732,473. 20 of the 66, 30%, reached the average. By quartile the averages were $1,002,272, $342,703, $181,665 and $101,342, held across an average of 10.0, 4.0, 4.3 and 3.4 territories respectively. That works out at $100,227, $85,676, $42,248 and $29,806 per territory, and $74,154 across all 66. System-wide sales were $29,830,420 in 2025, up from $26,747,121 and $23,770,555.

What does the customer book look like?

36,884 customers system-wide in 2025 at an average of $756.54 each, with an 82.5% retention rate calculated system-wide. Customer acquisition cost was $267 and lifetime value $2,521, built from $499 in year one and $674 in each of years two to four. Prepayments of $6,670,757 were collected in autumn 2025 and the following winter, 22.4% of the year's sales, against a 2024 prepay percentage of 24%. New customer sales totaled $7,062,881, of which $6,155,996 was mosquito service and the balance tick, perimeter and event work. By quartile, customers per territory ran 139.6, 114.0, 63.0 and 50.9 while revenue per customer ran $717.96, $751.54, $670.35 and $585.79.

What does a profit and loss look like?

The only one published belongs to a company-owned business in southeast Pennsylvania the franchisor acquired in early 2025. More than five years of history and a territory larger than the current standard. On income of $2,490,179: cost of goods 31.2%, wages 11.3%, royalties 8.0% at the new franchisee rate, marketing 5.2%, bank charges 3.1%, facilities 1.8%, insurance 1.0% and seven smaller lines, for total costs of 65.0% and adjusted profit of 35.0%. That statement has marketing below the 10% a franchisee must spend and shows zero brand fund fee; restated at both, the margin is 28.2%.

What does the brand take?

Royalty is 8% of the greater of actual gross sales or the minimum gross sales required for that period, collected weekly by direct transfer. A brand fund fee takes 2% of gross sales on the same schedule. Local advertising must reach the greater of $50,000 or 10% of gross revenues each year after the first. Required services add further cost: bookkeeping through an approved vendor at $200 to $500 a month, a sales center at $300 to $750 a month, accounting software at up to $250 a month. Software and technology fees at vendor rates. Zero advertising cooperatives exist today, though one may be formed with contributions up to $25,000 a year, credited against the local advertising requirement.

Who does bookkeeping for a Mosquito Shield franchise?

The franchise agreement requires bookkeeping through an approved or designated vendor at $200 to $500 a month. So the question here is less who keeps the ledger and more who reads it. Three things need watching. The first is prepay: 22.4% of system revenue arrives before the season. Is deferred revenue on the balance sheet and cash in the bank at the same time. Treating it as either one alone misstates both the year and the runway. The second is the minimum gross sales schedule, which governs territorial protection and lets the franchisor collect 8% of any shortfall. So the accrual has to be measured against the greater of actual sales and the required minimum for the anniversary year, which runs from the opening date. The third is the minimum advertising charge of the greater of $50,000 or 10%. For most of this system is a fixed $50,000 and has to be tracked against approved spend. Underneath all three, the measure that actually moves the business is customers per territory, because revenue per customer barely varies across the whole distribution. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.

Questions worth putting to Mosquito Shield

The filing answers what it answers. These are the gaps an owner or a buyer should close directly.

Is the profit figure in Item 19 before or after owner pay, and how many locations sit below it?
What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
At what level of sales do the minimum charges stop applying and the percentage take over?
How many Mosquito Shield locations closed, were sold, or changed hands last year, and why?

Part of our Home & Commercial Services Franchise Finance guide and the Lawn, Pest And Irrigation Franchise Finance guide · Āveran Franchise Resource Center

Run your own numbers.

The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.

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Where these figures come from.

Every figure here comes from Mosquito Shield’s 2026 FDD and is unaudited by us. We are unaffiliated with the brand. Calculations of our own are labeled where they appear, the figures describe past performance at other businesses and are not a projection of yours. This page is an educational summary. It is not an offer to sell a franchise, and it is not financial, legal or tax advice. Mosquito Shield® is a registered trademark of its owner. How Averan reads a Franchise Disclosure Document.

Where this sits

the franchise library, all 243 brands · how franchise unit economics work · running the books across several locations · what Averan does for franchise owners

The same business, other brands

Mosquito Shield reads against the rest of the lawn, pest and irrigation group: Conserva Irrigation · Lawn Doctor · Mosquito Joe · Mosquito Squad · Pestmaster · The Grounds Guys. The lawn, pest and irrigation guide compares all of them on the same figures.

Questions owners ask next

The figures above raise these, and each one is answered on its own page.

At what level of sales does a minimum fee stop costing me more than the percentage?How royalty, ad fund and minimums actually work on a monthly statement.
How much cash do I fund before a new location covers its own costs?A 13-week forecast for the months before break-even.
My payroll percentage keeps climbing. Is that a payroll problem?Usually it is a revenue problem wearing a payroll costume.
Revenue was the highest it has been. Why did profit not move?Where the extra revenue went, line by line.
At what point do spreadsheets stop coping?What changes at around ten units, and why lenders care.

Where to next

Compare brands, every brand in the library on one screen
What Items 5 and 6 must disclose
Checking the franchisor’s own finances
What one location earns and spends
Fractional CFO, for the forecast behind a second location and the cash plan that carries it
Bookkeeping for franchise owners, what this looks like when someone else keeps the books
Āveran Franchise Resource Center, every breakdown in the library
Bookkeeping, monthly close built around the way your brand reports
Controller, when the numbers need someone reading them as well as recording them

Scott Engler

Founder & Principal, Averan Advisors

Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team. More about the team →

If you want this done for you

What happens next

Everything above came out of a filing. Doing it on your own numbers means the books have to produce the same lines: sales, wages, occupancy, fees and what is left, by location, every month. That is the work.

The call, twenty minutesYou describe the business and where the numbers are letting you down. We tell you honestly whether we can help, and what we would start with. No pitch deck.
We look at the fileYou give us read access to the books as they are. We come back with what is wrong, what it will take to fix, and whether the answer is bookkeeping, controller work, or something else.
A written scope and a priceWhat we do each month, what you get, the date it lands, and the fee. Agreed before anything starts, and it does not move without you agreeing it.
Transition, then the first closeAccess, systems, and the opening balances. The first close lands on the date in the scope, and every one after it does too.

Start with the call →How an engagement runs

Averan is not a CPA firm and does not file taxes. Your CPA keeps that, and we keep the books they file from.