Breakdown

Mosquito Squad franchise unit economics

Q: How much does a Mosquito Squad franchise make?

The average Mosquito Squad unit reported $493,200 of revenue in the 2026 FDD. The filing puts the profit line at 31.6% of revenue. Fees come off the top first, at about 21.5% 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,

Mosquito Squad franchisees spray homes for mosquitoes and ticks on recurring plans across territories of 350,000 to 500,000 people. Close rate, renewal rate, revenue per service appointment and revenue per customer all split by quartile, and appointments per customer changes littlebetween them. What separates the quartiles is the price of each visit and how many customers come back.

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

Where these figures come from

Primary source: Mosquito Squad Franchising SPE LLC, 2026 Franchise Disclosure Document
Items read: Item 7 for cost to open; Item 19 for sales and any profit figure
Population: 217 of 232 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

The whole funnel is published here: a close rate of 51%, a renewal rate of 72%, $99 per service appointment and $624 per customer. Divide the last two and every quartile lands between 6.1 and 6.5 appointments a customer, so the visits are the same everywhere and the price of each one is the lever.

Territories reporting217 of 232

Average revenue per territory$493,200

Renewal rate72%

Total investment$162,380–$220,375

Revenue per service appointment runs $49 to $206 while appointments per customer hold at 6.1 to 6.5. $72 at the fourth quartile and $129 at the first, on the same number of visits *.
From year nine the minimum royalty is $3,000 a month per territory. $36,000, which the published rates put at $372,222 of revenue. The third and fourth quartiles average $238,904 and $101,689 *.
At the fourth quarter's $101,689 the mature obligations come to $80,600, 79.3% of revenue. $36,000 of minimum royalty, $35,000 of local marketing, $5,400 of brand fund and $4,200 of website fee *.
Close rate runs 25% to 81%. The lowest-selling closer needs 4.0 prospects for each customer against 1.2 at the top quarter, 3.2 times the leads for the same result *.
Renewal runs 52% to 90% on roughly 790 customers a territory. 221 customers lost a year at the bottom against 79 at the top *.

How much does a Mosquito Squad franchise make?

The average Mosquito Squad unit reported $493,200 of revenue in the 2026 FDD. The brand’s disclosure document puts the profit line at 31.6% of revenue. Fees come off the top first, at about 21.5% 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. The figures for the highest-selling and lowest-selling businesses are below.

Revenue per territory

Eleven times, territory to territory.

2025 sales per territory by quartile, as the brand reported it
quartile	Territories	Aggregate revenue	Average per territory	Highest	Lowest	Exceeding the group average
First	54	$61,984,164	$1,147,855	$2,929,941	$679,499	18 (33%)
Second	54	$26,546,444	$491,601	$679,316	$331,978	23 (43%)
Third	54	$12,900,831	$238,904	$330,985	$168,706	24 (44%)
Fourth	55	$5,592,884	$101,689	$166,234	$19,138	29 (53%)
All 217	217	$107,024,322	$493,200	$2,929,941	$19,138	77 (35%)

As the brand reported it.

The first quartile bills $1,147,855 a territory and the fourth bills $101,689. 11.3 times *. And the first quartile holds 57.9% of the system's $107,024,322 while the fourth holds 5.2%. So half the territories produce 17.3% of the revenue between them.

The fourth quarter's lowest-selling territory billed $19,138. Against a top territory at $2,929,941, 153 times. At the system average of $624 a customer that lowest-selling territory is serving 31 households *, which is a business that has yet to start.

Only 35% of territories reach the system average of $493,200. Attainment rises as you go down the quartiles (33%, 43%, 44%, 53%) which is the signature of a distribution where the top group is stretched and the lower groups cluster tightly.

System sales grew 29.8% across five years, from $100,743,563 to $130,730,887. *. Franchised revenue moved 24%, then −6%, 3%, 7% and 4% year on year, while the territory count went 213 to 232. So growth per territory has been roughly flat since 2022.

Top performers

What separates the top Mosquito Squad performers

Mosquito Squad splits its locations into groups instead of publishing one average. The best group averaged $1,147,855 a year. The worst averaged $101,689. Both run the same brand, on the same agreement, paying the same fees.

Decided before you open

Trade area and site.A 11.3× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
Capacity, fixed at build.capacity is None vans multiplied by hours multiplied by how full they run. What you can sell is set by the build, and the build does not change after opening.
Territory, and how much of it is real.This model sells from a territory rather than a building, quoted at 500,000 people. 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 $162,380 to $220,375, a 1.4× 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 3.7% 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 43.1% of sales, against 31.6% 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 3.7% 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.
Visits, the operating driver.This model bills on visits. The owner watches how many visits happen, what each one is worth, and how many customers book the next one before they leave. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
Membership and rebooking.A recurring plan turns a high-fixed-cost business from an appointment book into a subscription, which smooths the utilisation that drives the wage line. Rebooking before the customer leaves is what builds it, not marketing spend afterwards.
Fees, and where the minimum bites.Fees run about 21.5% 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.217 of 232 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.
What the disclosure leaves out.Item 19 publishes no median. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.

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 Squad location is not disclosed. What it does publish is on the Model and Finance tabs.

From lead to customer

Four measures, one business.

First

$129

Second

$106

Third

$91

Fourth

$72

2025 close rate, renewal rate, revenue per service appointment and revenue per customer, by quartile, as the brand reported it, with the last column added *Averan calculation
quartile	Close rate	Renewal rate	Revenue per appointment	Revenue per customer	Appointments per customer *
First	66%	80%	$129	$835	6.5
Second	54%	75%	$106	$651	6.1
Third	48%	71%	$91	$564	6.2
Fourth	37%	64%	$72	$441	6.1
All 71 franchisees	51%	72%	$99	$624	6.3
Range	25% – 81%	52% – 90%	$49 – $206	$270 – $1,040	n/a

Every rate is as the brand reported it; the appointments-per-customer column is marked *, dividing revenue per customer by revenue per appointment.

Appointments per customer land between 6.1 and 6.5 in every quartile. *. The service calendar is effectively fixed, a season of treatments is a season of treatments. So the 1.8-times range in revenue per appointment, from $72 to $129, is price and add-on mix.

Revenue per appointment runs $49 to $206 across the 71. 4.2 times. At 6.3 appointments a customer, the difference between a $72 appointment and a $129 one is $359 a year per customer. On roughly 790 customers a territory that is $283,689 *.

The lowest-selling closer needs 4.0 prospects for each customer; the highest-selling needs 1.2. 25% against 81% *. Same leads, 3.2 times the work. On a business where marketing is a fixed $35,000 to $50,000 requirement, the close rate decides what that spend actually buys.

Renewal runs 52% to 90%, with a system average of 72%. At 790 customers a territory, a 72% renewal means 221 customers to replace each year; at 90% it is 79 *. That 142-customer difference is worth $88,608 of revenue at the system average of $624 a customer.

Close rate and renewal rate move together across the quartiles. 66% and 80% at the top, 37% and 64% at the bottom. The businesses that convert well also keep well, which points at service quality and communication, and both are the things a franchisee controls directly.

The brand’s own profit and loss

Fifteen territories, one overhead.

2025 profit and loss for 15 company-owned territories combined, as the brand reported it
Line	Amount	Share of revenue	Per territory *
Sales, services	$22,673,978	100.0%	$1,511,599
Personnel costs, technicians	$5,280,346	23.3%	$352,023
Program costs	$2,950,995	13.0%	$196,733
Marketing costs	$857,273	3.8%	$57,152
Product costs	$684,864	3.0%	$45,658
Total cost of goods sold	$9,773,478	43.1%	$651,565
Gross profit	$12,900,500	56.9%	$860,033
Personnel expenses, admin	$3,239,933	14.3%	$215,996
Facilities	$844,087	3.7%	$56,272
Professional fees	$802,187	3.5%	$53,479
Insurance	$522,612	2.3%	$34,841
Office	$259,544	1.1%	$17,303
Other operating	$49,758	0.2%	$3,317
Travel	$12,160	0.1%	$811
Total operating expenses	$5,730,281	25.3%	$382,019
Net ordinary income	$7,170,219	31.6%	$478,015

Dollar figures and shares are as the brand reported it, reordered here by size within each block; the per-territory column is marked *.

These territories bill $1,511,599 each, three times the average franchised territory. $493,200 *. They sit above even the first franchised quarter's $1,147,855, so read the 31.6% as what a large, mature, clustered operation produces.

Fifteen territories share one set of overheads. Administrative personnel at 14.3%, facilities at 3.7%, professional fees at 3.5%, insurance at 2.3%, $382,019 a territory. That a single-territory franchisee would have alone or go without. That sharing is the main reason this statement looks unlike a franchisee's.

Technicians take 23.3% and program costs 13.0%. Program costs bundle vehicles, royalty and call center, so the brand fee is folded into a line that also has fuel and leases. An owner modeling against this statement has to separate them, because one is negotiable and the other is the contract.

Gross profit is 56.9% before any office cost. A wide margin, and it is what the whole model rests on. A season of six treatments at $99 each against a technician cost of 23.3%.

Fees and what it costs to open

The minimum and the rate.

Mature annual obligations at each quartile average, per territory *Averan calculation
quartile	Revenue per territory	Royalty at the published rates	Royalty actually payable	Local marketing	Brand fund and website	Total	Share
First	$1,147,855	$99,328	$99,328	$50,000	$9,600	$158,928	13.8%
All 217 average	$493,200	$46,888	$46,888	$49,320	$9,600	$105,808	21.5%
Second	$491,601	$46,744	$46,744	$49,160	$9,600	$105,504	21.5%
Third	$238,904	$23,890	$36,000	$35,000	$9,600	$80,600	33.7%
Fourth	$101,689	$10,169	$36,000	$35,000	$9,600	$80,600	79.3%

Ours, built from the published schedules applied to filed revenue per territory, at the ninth-year rates.

At the fourth quarter's $101,689 the mature obligations reach $80,600, 79.3% of revenue. *. $36,000 of that is minimum royalty against $10,169 the percentage rate would produce, and $35,000 is the local minimum marketing charge. For those 55 territories franchise fees cost a fixed sum that the revenue barely covers.

The minimum royalty overtakes the rate below $372,222 of revenue. *, at the ninth-year figure. The third and fourth quartiles average $238,904 and $101,689. So half the system's territories sit below that line, paying an effective 15.1% and 35.4% instead of the headline 10%.

The obligation falls from 79.3% to 13.8% across the quartiles. Because two of the four components are fixed dollars. Scale here does more than improve margin: it changes which schedule applies. Crossing $500,000 of annual revenue also drops the marginal royalty to 8%.

Local marketing is capped at $50,000 as well as floored at $35,000. So the requirement is a group, and a first-quartile territory at $1,147,855 spends 4.4% where a fourth-quartile one spends 34.4% *. The cap is the one place in this fee structure where scale is explicitly rewarded.

Buying a territory.

Estimated initial investment for one standard territory, as the brand reported it, Item 7 of the 2026 FDD
Item	Low	High
Additional funds, twelve months	$83,855	$116,805
Franchise fee	$50,000	$50,000
Vehicle	$0	$11,000
Business outfitting fee	$9,500	$9,500
Insurance	$7,000	$7,500
Truck outfitting fee	$4,000	$9,500
Storage facility	$0	$3,600
Vehicle signage	$2,400	$3,500
Professional fees	$1,070	$2,140
Operations outfitting fee	$2,000	$2,000
Computer systems	$800	$2,000
Travel and living while training	$1,000	$1,500
Telephone services	$400	$700
Software	$355	$630
Total	$162,380	$220,375

As the brand reported it, reordered here by size; both columns add to their stated totals exactly and the total excludes real estate.

Cash to run the business day to day covers twelve months at $83,855 to $116,805. Half the whole investment, and the longest runway assumption in this library. It is the right length for a seasonal trade with a mature obligation of $80,600 before a customer is served. It tells a prospective owner what the first year actually looks like.

$65,500 of the low column goes to the franchisor. The $50,000 fee plus $9,500 of business outfitting, $4,000 of truck outfitting and $2,000 of operations outfitting, 40% of a $162,380 build *. Fees collected in 2025 ranged from $15,000 to $50,000, so the headline figure is negotiated in most deals.

The territory costs 10 to 14 cents a head. $50,000 for 350,000 to 500,000 people, and $0.10 for each person above that *. Set against an average territory billing $493,200, the fee is about 37 days of revenue.

Questions we get asked

Questions owners ask.

What should a Mosquito Squad territory be billing?

The 217 territories operating for the whole of 2025 averaged $493,200 of sales, from $19,138 to $2,929,941, with 35% reaching the average. By quartile the averages were $1,147,855 across 54 territories, $491,601 across 54, $238,904 across 54 and $101,689 across 55. The first quartile held $61,984,164 of the system's $107,024,322. As of 31 December 2025 there were 88 franchisees operating, and systemwide sales including company-owned operations were $130,730,887.

What do the operating measures say?

Across 71 franchisees in 192 territories: close rate averaged 51% and ranged 25% to 81%. Renewal rate averaged 72% and ranged 52% to 90%. Revenue per service appointment averaged $99 and ranged $49 to $206. And revenue per customer averaged $624 and ranged $270 to $1,040. Dividing the last two gives about 6.3 service appointments per customer. That figure sits between 6.1 and 6.5 in every quartile. So the number of visits is effectively fixed and the price of each visit is what moves.

What does a profit and loss look like?

The only one published covers 15 company-owned territories in Massachusetts, New Hampshire and Rhode Island reported as one operation. On $22,673,978 of revenue: technician personnel 23.3%, program costs 13.0%, marketing 3.8% and products 3.0% give cost of goods of 43.1% and a gross profit of 56.9%. Operating expenses of 25.3% (administrative personnel 14.3%, facilities 3.7%, professional fees 3.5%, insurance 2.3%, office 1.1% and smaller lines) leave net ordinary income of $7,170,219, or 31.6%. Those territories bill $1,511,599 each, three times the average franchised territory, and share one set of overheads.

What does the brand take?

Royalty is the greater of a percentage or a minimum. The percentage is 10% on the first $250,000 of each calendar year's sales, 9% to $500,000 and 8% above. The minimum starts at zero in the first twelve months and rises through $650, $950, $1,500, $1,800, $2,100, $2,400 and $2,700 a month to $3,000 a month from the ninth year, $36,000 a year per territory. Local marketing requires the greater of $35,000 or 10% of the preceding year's revenue, capped at $50,000. The brand fund contribution rises from $150 to $450 a month by the seventh year, and a website fee costs $350 a month. Call center fees are paid to a designated provider, and a territory infringement fee escalates to 100% of the infringing revenue by the fourth violation.

Who does bookkeeping for a Mosquito Squad franchise?

Three things make the close matter here. The royalty is the greater of a marginal percentage on calendar-year revenue and a minimum that steps up every twelve months from the opening date, two clocks, one calendar and one anniversary. The royalty accrual has to track whichever is higher at each point. For a territory under $372,222 of annual revenue the minimum governs, which covers half the system, and the effective rate then rises as revenue falls. Second, each territory has its own franchise agreement. So a multi-territory owner has the minimum, the minimum marketing charge, the brand fund and the website fee separately on each one. A consolidated statement hides which territory is carrying which. Third, track four measures monthly (close rate, renewal rate, revenue per appointment and revenue per customer) because appointments per customer barely move. So every revenue gap traces to conversion, retention or price. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.

What this filing does not disclose

No median. Only an average is published, which a few large locations can lift on their own.

Questions worth putting to Mosquito Squad

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 Squad 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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What is each service appointment worth?

A structured review of your unit economics, cash forecast, and reporting, built around close rate, renewal rate and the minimum royalty that decide this model.

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Where these figures come from.

Every figure here comes from Mosquito Squad Franchising SPE LLC’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 Squad® 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 Squad reads against the rest of the lawn, pest and irrigation group: Conserva Irrigation · Lawn Doctor · Mosquito Joe · Mosquito Shield · 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.
Do I need a bookkeeper, a controller, or a CFO?What each one owns, and the point at which the next one pays for itself.
Revenue was the highest it has been. Why did profit not move?Where the extra revenue went, line by line.

Where to next

Compare brands, every brand in the library on one screen
Checking the franchisor’s own finances
What one location earns and spends
What changes at ten units
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

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