Was shuttering the failed franchises the right move for Shuman? What are his other options?

Marc Shuman couldn’t bear to open another e-mail.
Hunkered down in his office in Syosset, New York, the president of GarageTek was reviewing the financial statements of his company’s 57 franchises. It was fall 2003—three years after he’d launched his garage makeover business—and he was starting to worry.
A quarter of GarageTek’s locations were losing money or barely breaking even, and complaints from disgruntled franchisees were pouring in.
Meanwhile, Shuman and his corporate team were struggling to create operational systems that would help the unprofitable franchises get back on track. It had begun to feel like a losing battle. As Shuman analyzed one disappointing financial statement after another, he started thinking about shuttering the failing locations altogether.
GarageTek had seemed like a no-brainer when Shuman founded it in 2000. He got the idea when he and his father, with whom he outfitted department store interiors, designed and built a set of slotted wall panels with moveable shelves for a retail client.