1-800-got junk timeline by Megan Mishuk https://padlet.com/mismeg14/2o59ttj9mqe2qucc en-us 2023-02-27 16:07:33 UTC 2025-10-08 16:06:50 UTC hello@padlet.com 1989: Factor: Entrepreneurship. Scudamore noticed that there were no professional junk removal companies in Vancouver, and he decided to start his own. After struggling to find his passion and purpose in life, Scudamore dropped out of college and began searching for a business opportunity. One day, he saw a beat-up old pickup truck with "Rubbish Removal" written on the side and was struck by the simplicity and potential of the idea.With just $700, Scudamore bought an old truck and started "The Rubbish Boys" in Vancouver, Canada in 1989. He spent the early years of his business driving the truck himself, hauling away junk and debris from people's homes and businesses. As the business began to grow, Scudamore realized that there was a huge demand for professional, reliable junk removal services. https://www.npr.org/2018/06/07/590234095/1-800-got-junk-brian-scudamore mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496618241

]]> 2023-02-27 16:08:48 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496618241 1994: Factor: Land. Scudamore decides to fire his entire staff (11 employees). Scudamore called them "bad apples" and wanted his company to be the best it can be."The business wasn’t delivering good customer service, it wasn’t friendly and we weren’t smiley. It was time for a change." After much reflection and discussion with his management team, Scudamore made the difficult decision to fire his entire staff of 11 employees. He felt that this was the only way to start fresh and build a team that was fully committed to the company's vision and values.The decision was not easy, and Scudamore acknowledges that it was one of the most difficult things he has ever had to do. However, he also believes that it was the right decision for the company in the long run.In the aftermath of the incident, Scudamore worked tirelessly to rebuild the company from the ground up. He focused on hiring new employees who shared his vision and values, and he worked to create a culture that was truly aligned with the company's goals. mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496618901 2023-02-27 16:09:13 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496618901 1996: Factor: Capital Scudamore starts franchising his business, and the first franchise location opens in Toronto, Canada. It required a significant amount of capital to launch its first franchise location and establish the necessary infrastructure to support its franchise network. This included investments in marketing, training, and technology systems that would enable the company to maintain consistency and quality across its network of independently owned and operated businesses.Franchising has been a key part of 1-800-GOT-JUNK?'s growth strategy, allowing the company to scale its operations and reach more customers without the need for significant capital investment. This model has allowed the company to maintain a consistent level of service and quality across its network, while also supporting the entrepreneurial ambitions of its franchise partners. https://www.franchise.org/blog/1-800-got-junk-banks-on-franchising-in-canadian-expansion mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619026 2023-02-27 16:09:18 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619026 1998: Factor: Capital. 1-800-GOT-JUNK? expands to the United States, with its first U.S. franchise location opening in Portland, Oregon. To ensure a successful launch, the company took a careful and deliberate approach to its U.S. expansion. It spent several years studying the market, building relationships with local stakeholders, and developing a comprehensive franchise model that would be well-suited to the unique needs of the U.S. market. In order to expand into the United States, the company needed to invest in a variety of capital resources, including the development of a franchise model, marketing campaigns to attract new customers, and the physical infrastructure needed to establish a new franchise location. This could include everything from equipment, vehicles, and tools to office space and technology systems.Furthermore, the expansion also required a significant amount of financial resources to cover the costs associated with hiring and training new employees, conducting market research, and implementing new business strategies. All of these investments in capital resources were essential for the successful expansion of 1-800-GOT-JUNK? into the United States mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619136 2023-02-27 16:09:23 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619136 1999: Factor: land . Ben Scudamore squires a 24,000 square foot industrial warehouse in Vancouver, Canada in 1999. The warehouse, located in the False Creek area, was purchased for $1.3 million and served as the company's first official headquarters. Over time, as the company grew and expanded, Scudamore acquired additional properties and leased warehouse space in other regions to support the company's operations. The use of land as a factor of production was crucial to the success of 1-800-GOT-JUNK? and played a significant role in the growth and expansion of the business. mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619215 2023-02-27 16:09:26 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619215 2006: Factor: Labor 1-800-GOT-JUNK? launches a partnership with Goodwill Industries to donate usable items to charity. Through this partnership, the company started to donate usable items it collects from its junk removal services to Goodwill, instead of sending them to landfills. This initiative serves several purposes. First, it helps to reduce waste going to landfills, which is beneficial for the environment. Second, it promotes the reuse and recycling of materials, which can conserve natural resources and energy. Third, it supports a charitable cause by providing Goodwill with more inventory for its thrift stores, which generate revenue to support its programs and services.As of 2021, 1-800-GOT-JUNK? continues to partner with Goodwill Industries and other local charities to donate usable items it collects during its junk removal services. The company estimates that it has diverted more than 3 billion pounds of junk from landfills since it started its recycling. labor resources. Instead of having to sort, categorize, and sell the items themselves, the company can rely on Goodwill's expertise and infrastructure to handle these tasks. This allows 1-800-GOT-JUNK? to focus on its core business of junk removal, while still supporting a worthy cause and reducing waste sent to landfills. https://www.moving.com/tips/everything-you-need-to-know-about-1-800-got-junk/ mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619335 2023-02-27 16:09:30 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619335 2004: Factor:Land 1-800-GOT-JUNK? launches a program to recycle or donate at least 60% of the items it collects. This suggests a focus on sustainability and responsible use of resources, including landfills. Through the program, 1-800-GOT-JUNK? committed to diverting as much waste as possible away from landfills by identifying materials that could be recycled, reused, or donated to charities. By doing so, the company aimed to reduce its environmental impact and promote sustainable practices.The program was part of a larger trend towards corporate social responsibility and environmental sustainability in the early 2000s. Many companies recognized the importance of reducing their environmental footprint and began implementing policies and practices to that effect. https://www.1800gotjunk.com/us_en/Environment/Environment_Junk_We_Recycle mismeg14 https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619454 2023-02-27 16:09:35 UTC https://padlet.com/mismeg14/2o59ttj9mqe2qucc/wish/2496619454