American Coin-Op - September 2014

WHAT IT TAKES TO GO COMMERCIAL

PAST TO PRESENT

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STRIKE A BALANCE

BREAD AND BUTTER

I enjoyed speaking with a handful of store owners about our featured topic this month, What It Takes to Go Commercial. If your laundry business is based on a self-service model, how must it be modified to start providing service to commercial accounts?

How might it impact your equipment?

Your operational space?

Your walk-in customers?

While prepping interview questions, I wondered how easy or difficult it would be to strike a balance between walk-in and commercial business. You certainly don’t want to risk alienating your regular walk-in customers—referred to by more than one source as a laundry’s “bread and butter”—to take on an account that might be short-lived.

Some interesting perspectives from store owners and from reps of major companies that supply them with equipment sales and service, to be sure. Take a look, starting on page 10.

PAST TO PRESENT

Intern Lauren Dixon, new to covering the laundry industry, thought it might be interesting to revisit some coin-ops we’ve covered in the past to see how their businesses compare today to those we remember.

The result is Past to Present, featuring reminiscences with the owners of Loudon Speedwash, Mattapoisett and Value Clean Laundromats. What did she learn? Well, I don’t want to spoil it for you, but I’ll just say this: all three are still going strong. How strong? Check out our story beginning on page 26.

WEIGHING EQUIPMENT REPLACEMENT

Why do Laundromat owners need to look at updating a store’s machinery? Dan Bowe, national sales manager for Speed Queen, writes in this month’s Coin-Op 101 column that new energy-efficient washers and dryers can save thousands in utilities, improve customer satisfaction, and help decrease downtime and repair expenses.

Take a look at page 24 to learn how profit generated by today’s equipment can quickly offset the cost of the initial investment.

Bruce Beggs Editorial Director

EDITORIAL

Charles Thompson, Publisher

E-mail: cthompson@ americantrademagazines.com Phone: 312-361-1680

Bruce Beggs, Editorial Director

E-mail: bbeggs@ americantrademagazines.com Phone: 312-361-1683

Roger Napiwocki, Production Manager

Jean Teller, Contributing Editor

Carlo Calma, Editorial Assistant

Lauren Dixon, Charles Thompson II, Interns

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E-mail: nfrerichs@ americantrademagazines.com Phone: 312-361-1681

ADVERTISING

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POSTMASTER, Send changes of address and form 3579 to American Coin-Op, Subscription Dept., 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Volume 55, number 9. Editorial, executive and advertising offices are at 566 West Lake Street, Suite 420, Chicago, IL 60661.

Charles Thompson, President and Publisher. American Coin-Op is distributed selectively to owners, operators and managers of chain and individually owned coin-operated laundry establishments in the United States. No material appearing in American Coin-Op may be reprinted without written permission. The publisher reserves the right to reject any advertising for any reason.

© Copyright AMERICAN TRADE MAGAZINES LLC, 2014. Printed in U.S.A.

Bruce Beggs

MAJORITY OF OWNERS REPORT CUSTOMER BASE EXPANSION

It’s always good to gain more customers each year, and the majority of coin laundry owners polled in August’s American Coin-Op Your Views survey (57.1%) say their customer base has expanded in the last year, while 42.9% say theirs has not.

When asked if they “believe there are more people using coin laundries in [their] area” than last year, 47.2% of respondents answered yes. Approximately 28% say they are “not sure,” while 25% of respondents answered no.

It’s been suggested that people having less free time are more likely to try a coin laundry once or twice. The majority of coin laundry owners polled (48.6%) say they are not seeing a bump in business to suggest this is true. Roughly 26% report that they’ve seen an increase in business from time-crunched customers, while 25.7% aren’t sure.

Taking a customer’s perspective, at a time when using a coin laundry isn’t a necessity, the majority of respondents (47.2%) say a “bright, clean store” would be the most important factor in attracting their business. For 22.2%, it’s the “ability to shorten washing/drying time.” Another 19.4% say that “equipment uniquely designed to handle a variety of needs” would do the trick. Equal shares of 5.6% lean toward “convenient hours” or “inexpensive prices” as being most important.

Store owners were also asked to look 10 years into the future. Exactly half of respondents (50%) think there will be “about the same number of people using vended laundries,” while 38.9% of respondents say there will be “more people” using vended laundries than today. Only 8.3% say they expect “fewer people” to be using vended laundries a decade from now, and 2.8% are “not sure” what the future holds.

Why do you think people don’t try coin laundry services? Most respondents (63.9%) believe it is because people already have laundry equipment at home. A sizable share (16.7%) believe it’s because people are “creatures of habit.” Smaller shares point to customers not knowing how to use the equipment (5.6%), believing the service is too expensive (2.8%) or believing that a coin laundry is not safe (2.8%).

American Coin-Op’s Your Views survey presents an unscientific snapshot of the trade audience’s viewpoint; due to rounding, percentages may not add up to 100%. Subscribers to American Coin-Op e-mails are invited to participate anonymously in an industry survey each month. — Charlie Thompson II ■

To read other Your Views survey stories, visit www.americancoinop.com

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new, state-of-the-art Speed Queen® equipment, it didn’t take long for him to notice the His new equipment is remarkably efficient, reducing water usage by up to 42 percent and controls give him the ability to easily adjust vend prices for maximized profitability. Plus, equipment easy and affordable, allowing Jon to maintain his newly increased cash flow. laundromat's cashflow at SpeedQueen.com/JonHorn

What It Takes to Go Commercial

By Bruce Beggs, Editorial Director

It’s one thing to handle drop-off work but taking on commercial accounts may require a different approach entirely.

such

What must you consider? How do you identify potential accounts? How does taking on such work impact equipment, space and staff? How do you balance doing commercial work with serving walk-in customers?

American Coin-Op reached out to some store owners (see sidebars), manufacturer reps and distributor reps this month to ask them for their analysis of what it takes for the average self-service laundry to “go commercial.”

Q: What aspects of their vended laundry must a store owner assess when considering the addition of commercial accounts?

Christopher Brick, regional sales manager, Maytag Commercial Laundry: A number of factors need to be considered when assessing the addition of commercial accounts, including but not limited to:

• Washer and dryer capacity – Does the store have enough large equipment to meet both store customers and potential commercial customers’ needs at peak times?

• Do I have a staff in place to assist with the demands of the commercial accounts?

• Are the appropriate procedures and policies in place? If not, can they be enacted?

• Do I have transportation for laundry needing to be picked up and/or delivered? Related insurance?

• Do I have the counter space necessary to process and fold the larger volume loads?

John Olsen, vice president, Vended Laundry Products, Laundrylux: The store owner must assess the potential commercial customer base within their trade area, availability space for necessary large front-load washers within the Laundromat, potential increase of staff, and determine if they will provide pickup and delivery service.

to ask them for their analysis of what it takes for the average of larger volume loads? cial customer base within their trade area, availability space for delivery service.

Tony Regan, senior vice president Global Sales, American Dryer Corp.: Do they have enough equipment to handle the volume of work so it doesn’t disrupt their walk-in customers who,

Acquiring this new business could impact equipment, space and, ultimately, your walk-in customers

(Photo: © iStockphoto/Baloncici & DonNichols)

if they cannot find available machines, will go elsewhere? Also, making sure the added wear and tear on the equipment is considered when taking on consistent work. What hours of the day will this be completed?

Tom Weisheipl, regional sales manager, Speed Queen: Store owners need to assess whether or not the store has the ability to process commercial work. Is the store too busy during open hours to process the work? Do they have enough machines, and do they have enough larger machines? Do they have the staff needed to do the work? You wouldn’t want to try to take on commercial accounts without sufficiently identifying answers to these important questions.

Q: Once the decision to take on commercial accounts has been made, how does one go about identifying prospective customers and acquiring their business?

John Antene, president of Coin Laundry Sales and Marketing, Coin-OMatic: Identifying prospective customers and acquiring their business is action that requires a thoughtful process to achieve the best return for the investment, monetarily as well as labor-wise. The groups that should be considered are any business that requires laundering of any type

of linen, fine or otherwise (restaurants, banquet halls, etc.); garments (uniforms, smocks, aprons, etc.); and cleaning tools (mop heads, rags, towels, etc.). The considerations are endless.

At the point where general areas have been identified, the owner can then expand within each product group to best meet their abilities. For example, they may choose to deal solely with the uniform market, targeting the “everyday” type of laundering. Areas they may choose to stay away from would be the restaurant linens with food stains that may require more labor-intensive pre-treatments, or medical products that may require higher water temperatures and specific cleaning requirements.

Acquisition of new business is a broad spectrum. This will require a certain amount of salesmanship. What sets you apart from your competitor? It may start with approaching a prospective client, going through the introductions. If they are already using a service, what are the advantages of what you have to offer? Price is a factor but is there a better chance of “value add,” something that their existing service is not offering that you could?

Olsen: Start by making a list of potential customers by business segment: hotels/ motels, restaurants, doctor’s offices, hair

salons, etc. Then reach out to them by telephone or in person to explain how your service will add value and allow them to dedicate more time to their core business.

Regan: One should prepare a complete overview of their laundry and its capabilities. Like any commercial laundry, the advantages of outsourcing vs. an in-house laundry must be convincing. Reach out to any business that might already be sending out or who might have an aging in-house laundry. Talk service, not just price.

Brick: Certain types of businesses, such as hair salons, veterinary clinics, restaurants, gyms, etc., require lots of linens and make ideal commercial customers. When talking with potential customers or making cold calls to gauge possible interest from a business, having a professional-looking sell sheet is the best way to showcase your service capabilities.

Q: How might serving commercial accounts impact a store’s equipment (mix, of machines, etc.)?

Olsen: It’s important that a Laundromat have enough machines to handle the commercial account business without interfering with the core self-service business. Larger high-spin, soft-mount, front-load washers and dryers designated for atten- ▼

Mike “Stucky” Szczotka, president of Eagle Star Equipment, a full-line distributor offering laundry and drycleaning sales and service, got into the coin-op business himself by opening the card-based New Wave Laundromat about a dozen years ago.

“The reason I opened the store was because I wanted to really understand the self-service industry,” says Szczotka, who also owns retail and commercial drycleaning operations. “If, in fact, I was going to sell them, I wanted to make sure I was speaking reality.”

When the store didn’t produce the level of revenue he was expecting, and he understood that the average Laundromat’s four turns per day uses only a small percentage of its true capabilities, he began looking at commercial work.

He sent his youngest son, and working partner, Darin out to drum up business. After “trying lots of different businesses,” they found that plastic surgeons, massage therapists and party rental firms were the “best candidates.”

New Wave Laundry Services operates from the 3,498-square-foot New Wave Laundromat, but markets its services under its own logo and tagline. It processes roughly 3,000 pounds of commercial work weekly; Szczotka says walk-in business comes in just under 50% of total volume, commercial accounts is around 40%, and ancillary services 10%.

Some equipment—a 76-inch flatwork ironer and a 55-pound washer for high-temperature laundering—is used specifically for commercial work, Szczotka says. Other equipment includes a multitude

of washers (three 75-pounders, 10 50-pounders, 14 30-pounders and 10 20-pounders) and dryers (six 75-pounders and 16 30-pound stacks) available for either walk-in or commercial. All of the equipment is made by Continental Girbau. Szczotka also pointed out the store has three Hamilton Engineering water heaters and a Card Concepts card system.

The store is attended; there are five employees besides his son. The New Wave Laundry Services van covers pickup and delivery routes six days a week. “(My son) was a partner from day one, but he was pretty much chained to that building when it was open. Once we got the commercial business coming in, we now had the revenue to actually hire people and create a business.”

Turnaround times vary depending on quantity and need, Szczotka says. For example, one account is served six days a week with next-day turnaround.

Commercial work is processed “in concert with our walk-in customers” Monday through Friday, because there’s little very daytime activity in the store then, he explains. “We’re utilizing the equipment that I’ve already made a very large capital investment in to turn during the week, starting when we open at 8 o’clock in the morning to probably around 3 in the afternoon. It never restricts anybody from using any size of machine they want.”

Touching further on the walk-in/commercial balance, Szczotka proclaims, “I think that we could pretty much almost double what we’re putting through without disrupting any of my walk-in business.”

New Wave Laundry Services, Sterling Heights, Mich.

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dant use only are typically needed in order to accommodate the increased commercial business.

Regan: It all depends on how much and the effect it has on the numbers of cycles (or additional cycles) each machine will get. One should look at the effect it has on their core customers. If people are waiting, it might mean a need to add more machines (if possible). Commercial accounts normally mean a need for larger equipment to handle the higher volume of laundry.

Weisheipl: When you first size a store for equipment, you want the proper mix and number of machines to handle peak periods of the walk-in vended business to reflect the demographics of the trade area. However, if you are going to add commercial accounts, you will want to make sure you have some larger capacities, such as 60-pounders, 80-pounders and maybe a 100-pound machine to handle the larger loads. If the store is simply full of top-load washers, you may want to think twice about adding commercial accounts.

Brick: If the possibility of one day adding commercial accounts is considered when designing a store, it is recommended to add three to four additional multi-load machines to meet the needs of both store

and commercial customers during peak times. If the layout of the store allows, it is best to place the larger multi-load machines near the attendants’ work area so they can more easily process commercial-account linens. An additional consideration is counter space; ample space is a must.

Q: Should a laundry process commercial work while walk-in customers are present or should it treat commercial work as a separate “division” to be processed during off-hours?

Regan: This depends on the size of the laundry vs. the volume of commercial work. The key is not to affect the day-today walk-in customers, since that is the foundation of the vended laundry. While the commercial work is usually highly efficient and can be profitable if done correctly, it normally subsidizes the main selfservice business.

Weisheipl: I think most laundries do the commercial work while walk-in customers are present and that is absolutely fine, as long as you are not affecting their ability to use machines they want to use. Walkin business is the bread and butter for a vended laundry. In most situations, the commercial account work is done during

La.

Len Bazile owns three coin-operated laundries in the New Orleans area: Hollywood Laundry No. 1 in Kenner, La. (since August 2006); Hollywood Laundry No. 2 in Jefferson, La. (since November 2009); and Division Washland and Quick Stop, a coinop/convenience store combo in Metairie, La. (since August 2011).

It is from the 3,000-square-foot Hollywood No. 1 where he operates Dirty Laundry Services, a commercial linen service. Bazile estimates that the business processes 400,000 pounds annually using the store’s 27 washers (10 are top loaders) and 22 dryers, all made by Milnor. He says 55% of the location’s revenue comes from commercial work.

After acquiring his first store, only a few months passed before he started taking on commercial work. His investor partner had owned a party rental business with roughly 4,000 pieces of table linen prior to Hurricane Katrina.

“I think he was going to throw away probably 2,500 (pieces) of linen and he said, ‘Do you want to see if we can try to wash them?’ … Some of the linens were 50, 60, 70 dollars (apiece). We wound up salvaging 60% ... with the help of a local chemical supplier.”

Word got around to another catering company, Bazile started making a few sales calls, and Dirty Laundry Services was born. Most of his accounts come thanks to relationships with larger laundry businesses in the area that direct smaller poundages to him.

The store is fully attended from open to close. Regular staff includes three full-time attendants plus a manager; as many as three

the week when the walk-in business is slowest. There are some laundries that have put in a couple of larger OPL machines along with matching dryers in a back room to handle the commercial and drop-off laundry. There are others that process the commercial work only after hours. The decision on how you handle it should be based on how it affects your walk-in business.

Brick: Attendants need to ensure that walk-in customers’ needs are being met, the cleanliness of the store is not sacrificed as a result of the commercial linens being processed, and that patrons have plenty of folding stations available for use. If these conditions can be met, there is typically little issue with commercial work being completed during typical “store hours.”

Olsen: Ideally, the commercial work should be processed during off-peak hours. Many Laundromat owners start off utilizing their daytime attendant, then as the commercial business takes on additional accounts, they hire separate staff to process commercial accounts during off-peak hours.

Q: How might serving commercial accounts impact a store’s available space?

Brick: Commercial accounts can have

more temporary workers may be added depending on commercial contracts, he says.

“We typically, for Dirty Laundry customers, we process Tuesday through Thursday, those are our main three days when we try to get everything done,” Bazile says. “Sometimes, we do go into Fridays. Typically, we start between 6 and 7 a.m.—during which we don’t have a lot of customers coming in to use the machines—and we typically process to 1 or 2 in the afternoon.”

Should there be walk-ins while Dirty Laundry work is being processed, those customers are given access to the equipment while the commercial work waits. It’s rare that a customer will become upset, leave and not come back, Bazile says. It’s his policy to give walk-ins credit toward drying, for example, if a machine is not available after 25 minutes.

Dirty Laundry Services uses a diesel pickup truck pulling a 16-foot trailer to make its pickups and deliveries in the New Orleans and Baton Rouge areas, and Bazile is now looking into acquiring a box truck.

Bazile says he’s never marketed Dirty Laundry Services; all of his business has come from word of mouth and through his many contacts in and around New Orleans. He recently hired a business coach to help him better define his market and teach him how to reach potential accounts.

“By no means can I tell you that I’m at max capacity,” Bazile says. “There’s always room to grow.”

Dirty Laundry Services, Kenner,

a not-so-positive impact on a store if it isn’t equipped with ample work or folding stations, or storage space for the incoming and outgoing linens is lacking. Walk-in customers need to have space to separate and fold their laundry. If patrons feel like they don’t have space, there’s a chance they will find another store.

Olsen: (This depends) on the volume of the commercial account and frequency of the pickup and delivery schedule of work being processed. The Laundromat may need to store the work for a day or two, so it’s important to have ample storage space available.

Regan: Space can be measured in two ways: space for equipment and space for workflow. Walk-in customers want the convenience of available space to move, load, unload and fold laundry. If floor space is now taken up by the need for additional equipment, or the folding tables and floor space makes it difficult for patrons to do their laundry comfortably, they may look for another place to do laundry.

Antene: A store’s available space may be impacted by the addition of these accounts. If the laundry is on the smaller side, with its available square footage, the addition of the new larger accounts would overrun the washers and dryers that would normally be available to the coin customers. If the number of available washers and dryers are sufficient to service both venues, additional commercial accounts will not be an issue.

Owners may consider processing their commercial accounts at off-peak hours or overnight. Another alternative would be to invest in more energy-efficient equipment dedicated to the commercial accounts.

Q: Is it necessary for a store to be “attended” in order to successfully process commercial work?

Weisheipl: The store does not necessarily need to be attended to process commercial work. There are situations where the store is not attended, but there is an employee that only does commercial work. This could be during or after business hours. Typically, commercial work is done on a regular schedule, so store owners could have one person who handles just that work.

Brick: For a store to successfully handle commercial work, it must be attended. The cleanliness and well-maintained atmosphere of an attended store, not to mention the attendants, help a potential commercial customer feel more comfortable in the store’s capability to correctly process its linens.

Olsen: Typically, the Laundromat attendant would also process the commercial work. Many Laundromat owners start off utilizing their daytime attendant, then as the commercial business takes on additional accounts, they hire separate staff to process commercial accounts during offpeak hours.

Regan: Someone will need to process the laundry, and it’s usually the attendant.

Q: How might serving commercial accounts impact a store’s staff?

Olsen: Commercial work will require additional employees, but the labor cost will be offset by the additional revenue generated.

Regan: If the attendant is already there and has time to process the commercial

work, then it wouldn’t affect the staffing. However, depending on volume, staff is needed to process the laundry, load washers and dryers, and fold laundry.

Weisheipl: You want to be sufficiently staffed to handle the commercial accounts and the walk-in business if you are an attended laundry. There are stores that are attended and it is the attendant’s duty to watch over the walk-in business and do commercial work. Store owners whose commercial business is growing at a rapid rate may have to hire more people to handle that aspect of the business as it grows.

Brick: The acquisition of commercial accounts impacts a store’s staff in a myriad of ways, including: time management, communication with a different audience, and the added responsibility of handling funds related to the commercial accounts.

Q: In what way(s) can a vended laundry business track, protect and store goods owned by its commercial accounts?

Antene: A vended laundry business can track, protect and store goods owned by its commercial accounts. Assuming the laundry operation currently provides a drop-off service for their walk-in customers, the process for which the commercial accounts would be processed is similar.

Brick: Accountability is key for commercial accounts. Appropriate processes and procedures will make commercial accounts successful. One such process includes tagging the linens immediately as they are received and maintaining the tagging system from washing to drying and folding and back to the storage area until the linens are picked up or delivered.

The two Chicago-based Friendly Wash laundries owned by Tony Kahan (a third is under construction) have been serving commercial accounts for four years now. “We move our services between stores depending on location of the business,” he says. Commercial work accounts for less than 10% of his annual revenue.

Kahan says the addition of commercial work came about “organically.”

“I have friends who are in different businesses who have laundry needs and were too small for some of the bigger corporate laundry services, and were paying too much,” he explains. “I was able to work the classic ‘win/win,’ as I am able to save them money from their former laundry service (while) at the same time I make money on the commercial accounts.”

His stores featuring either Speed Queen or Huebsch equipment are attended, and the regular staff handles the commercial work. At times,

he provides employees with extra hours to handle bigger orders.

Friendly Wash processes commercial work during regular business hours and has a 48-hour turnaround time. “The commercial portion is a nice accompaniment to our walk-in business, but the walk-ins are our bread and butter. We work around those customers and make sure that machines are available for them.”

Friendly Wash uses designated laundry bags for its commercial accounts to minimize impact on walk-in customers.

Kahan has a warning about pursuing commercial business: “Be careful what you wish for. These accounts can get cumbersome and reoccurring. If you don’t see yourself driving an hour in the snow to get your customers their items, it is probably not a commercial account worth keeping. Also, if too much commercial accounts (work) shows up at the store, people get a little leery about what is going in the machines.”

Friendly Wash, Chicago

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Regan: Bar-coding is helpful, and some commercial accounts are using RFID, which once tagged is an effective, efficient process. The best way to protect and store goods is behind a locked door!

Q: Can a laundry use traditional detergent and related products when processing commercial work, or is necessary to utilize more advanced products and formulas? If advanced products are necessary, from whom can a vended laundry obtain them?

Antene: A laundry can use traditional detergent and related products when processing commercial work. It is only necessary to utilize more advanced products and formulas with work that requires a definite process, such as the medical field or food industry. If advanced products are necessary, a vended laundry can obtain them from most of the same sources they purchase from now; their local soap and supply dealer would be able to advise on the particular processes or products available for a given problem stain, etc.

Regan: This all depends on what is being processed.

Brick: Most vended laundries employ

commercial-grade detergents and staintreating options for commercial accounts. A well-crafted policies and procedures manual will state a store’s policy on spot treating, washing with like colors, delicates, etc. A local chemical distributor can assist a store with which chemicals are appropriate for the types of commercial linens being processed.

Q: What new managerial challenges might present themselves to a vended laundry taking on commercial work for the first time?

Brick: Challenges for a first-time store owner taking on commercial accounts could include: educating staff on processes, as well as time management, staff accountability, securing additional commercial business without much of a reputation to build on, and—depending on the customer—continually meeting and exceeding expectations.

Regan: Employees need to be trained in all aspects of the commercial account, so it may be more involved than typical attendant responsibilities.

Antene: New managerial challenges that might present themselves to a vended laun-

dry taking on commercial work for the first time may focus on the possible challenges of attempting to introduce a new process or program to attendants set in their work habits. This is not always the case in point, but the change in schedules and priorities may affect productivity, with both commercial and vended, until a definitive way of doing things produces itself.

Q: Please add any other comments you may have regarding a vended laundry taking on commercial accounts.

Olsen: The largest expenses for a Laundromat are rent, equipment note and utilities. The rent and equipment note remain the same when taking on new accounts, but higher utility bills will be offset by the additional revenue generated. The increase in sales and utilizing existing equipment and space make commercial accounts a profitable addition.

Brick: Building a commercial account business can be a great secondary revenue stream for a store owner. That being said, prior to taking on commercial accounts, evaluating the current store and its capabilities is the most important first step. ■

Learning From Prosperous Operators Like Bruce Page-Maytag Just Like Home Laundromat

“My wife and I own a 60 machine Independent Laundromat in Bourbonnais, IL. We recently updated many of the washers and all our dryers. With today’s available technology, customers are always looking for the convenience of being able to get in and out of the store more quickly, so we now offer an ATM, credit card acceptance at our counter and still maintain a coin/cash system. When we started our research on how to improve our coin drops to accept dollar coins as well as quarters one name kept coming to the top of the search, IMONEX. I put a call out to Butch and he was immediately able to guide me on my selection. The first coin mechanisms were made to retro-fit some older double stack dryers. Butch did a fantastic job, providing great communication, wonderful quality and tremendous follow through, and the mechanisms have worked like a charm.

The choice to go to dollar coins and also quarter acceptance has been a success with our customers. They can now choose their payment method with additional options, and they do not have to have a fistful of quarters. The dollar coin option also allows us a longer interval before having to empty the coin boxes. We have once again added some additional dryers. Our first phone call again was to Butch and the wonderful folks at IMONEX to fulfill all our needs. It is always a pleasure to do business with people that take the time to get to know your needs and always deliver the results you were hoping for.

I would highly recommend IMONEX to anyone that wants a quality product built by courteous and qualified people with a true understanding of their customer needs.

Great Job IMONEX!!”

Contact IMONEX and see how to improve your Coin Flow. Ph: (800) 446-2719 • www.imonex.com

IMONEX® “...always delivering the results you were hoping for.”

WHY DID YOU CHOOSE AN ESD SYSTEM?

I chose ESD because of ESD’s commitment to product cutting edge technology, customer care and technical provided me with the tools with MyLaundryLinkTM my stores operations anywhere, and ESD provides payment options: card, Credit/debit card, pin based EBT. They can also start their washers or dryers with and their phone will vibrate when their washer or dryer system even allows the customer to view their account from their PC when they are away from the store.

WHAT IS YOUR EXPERIENCE IN THE LAUNDRY

I have been in the commercial laundry industry since owned retail Laundromats since 1987. I have personally ESD’s growth over the years to become the industries payment systems.

WHAT WERE THE UNKNOWN CHALLENGES THAT WITH YOUR NEW STORE AND HOW HAS ESD’S YOU OVERCOME THESE CHALLENGES?

Building a customer base, hiring and managing a managing staff of employees and security; ESD provided me with systems to manage my employees, and provide me with

product innovation, technical support. ESD software to oversee my customers with based debit cards and with a phone app, dryer stops. The account and add value

my competitors do not have…I have a totally cashless store, which gives my employees and me peace of mind and security. In addition, many other marketing and pricing options that my competitors do not have.

IS THERE ANYTHING THAT SURPRISED YOU ABOUT THE ESD SYSTEM?

I was surprised at how many customers really love the ability to use their credit or debit cards right at the machines.

HAS THERE BEEN ANY DOWNSIDE TO THE ESD SYSTEM?

INDUSTRY? since 1979 and have personally witnessed industries leader in THAT YOU FACED SYSTEM HELPED managing a good with the tools and with advantages

Absolutely not. I do not believe my store would be as successful as it has been so far without the ESD CyberLaundryTM system and the company and the people that stand behind it.

www.esdcard.com

Contact your local ESD distributor or ESD sales representative for more information.

Larry Vladimir - Bakers Centre Laundry

Attitude Check

How to turn negative workers into positive performers

By Phillip M. Perry

Do your employees play well with customers? Do they engage with the public in ways that spark business and promote loyalty to your coin laundry?

Fact is, every business has some employees who have a tendency to look on the dark side of things—a habit that can create negative interactions with customers. And even the sunniest workers have bad days. The cause might be a perceived snub from a supervisor. Or maybe it’s a marital crisis or a financial issue.

Whatever the reason, the result is the same: a grumpy employee who alienates customers. And that means lost sales and lower profits.

Negativity can take many forms, such as:

• James speaks to another employee, bad-mouthing a customer who just left the store. (Worse still, another customer overhears his remarks.)

• You overhear Margareta tell a customer, “Management really stinks here.”

• Andre says, “It’s not my job,” when asked to help out a customer who needs a special service.

ACT QUICKLY

All of those events—and others like them—can alienate customers and dent your bottom line.

“Quick attention is essential in dealing with negative behavior,” says Ian Jacobsen,

a management consultant based in Morgan Hill, Calif. “Issues that are allowed to fester can grow out of proportion and become the impetus for still more negative behavior.”

An employee who is not confronted about undesirable workplace activity will assume the practice is acceptable, notes Jacobsen.

Moreover, because “one bad apple spoils the bunch,” destructive behavior can spread to other workers. Soon, your high-performing employees will start to get frustrated because they have to pick up the work left by the slackers.

Finally, as destructive attitudes spread, you may start to be viewed as a manager or owner who cannot handle challenging employees.

GATHER DATA

Acting fast is one thing. But just what should you do? Start by engaging with the employee involved. “Take the employee aside and describe exactly what you have seen or heard,” says Jacobsen.

Here’s an example of such a description, based on a supervisory response to the first of this article’s opening scenarios:

“James, I heard you talking with Amy about one of our customers who had just left the store. You stated that the customer was ‘a pain in the neck.’ This is inconsistent with what I would expect from you. What was that about?”

Notice that the words reflect the position of an observer who is simply gather-

ing data. Avoid using terms that suggest a value judgment or cast a bad light on the employee’s intentions or motivation. Terms such as “bad-mouthing,” “rudeness” or “negative behavior” can quickly backfire by putting the employee on the defensive. And an employee who is trying to defend actions is not in the right mindset to work with you to resolve behavior issues.

Once you have stated what you observed, listen to the employee’s response.

“Don’t interrupt,” says Jacobsen. “Instead, wait for a break in the answer and then ask any further questions you need to understand the situation.”

To continue our example, James might offer the information that a few days earlier the customer had changed his mind several times in stating what he wanted. The frustration in dealing with the customer had angered James. As a result, he found himself letting off steam when dealing with that customer again.

Your data gathering has uncovered what is affecting James’s behavior: a short fuse when it comes to difficult customers.

Once the employee has explained what happened, summarize what you have heard to demonstrate that you understand. Then ask if your summary is accurate. If not, ask for further clarification.

The next step is to get the employee invested in a self-generated solution so the behavior does not recur. “Once the employee affirms that your summary is accurate, ask how the situation could have

(Photo: ©iStockphoto/kevinruss)

been handled better,” advises Jacobsen.

Using this example, you might say something like this:

“James, I realize that some of our customers can be demanding in terms of service and time. It’s not OK to say something like what you said about them, and the matter was made worse because another customer overheard what you said. How could you have handled this better?”

James might come up with a solution like counting to 10 or taking a quick walk around the store when feeling the urge to blow off steam.

“If the employee suggests a better way, and it is acceptable, go for it,” says Jacobsen. “He has come up with a way to solve the problem.” Compliance will be better if the employee agrees to a self-generated solution rather than one imposed by the boss.

of a coach, not a dictator.

“Do not be heavy-handed; do not use more muscle than necessary,” says Dr. Lois P. Frankel, a partner at Corporate Coaching International, Los Angeles. “In the old days, managers would say something like this: ‘I have to tell you that if I hear of this behavior again, your employment may be jeopardized.’ That was considered progressive. But not anymore.”

Helping people improve their performance can also make the corrective process more palatable for the boss.

“Too many bosses don’t have these difficult conversations because they are seen as confrontational,” says Frankel. “Replace that confrontational cap with a coach cap. Tell yourself this: ‘My job is to bring out the best in people and make a company that is well functioning.’”

Your response should acknowledge both the issue and your desire to meet the employee’s needs. You might say something like this:

“I kind of feel the same; I wish that had not gone away. But let’s talk about how your needs can be met.”

Your workplace might be able to offer individuals more leeway in adjusting schedules to meet family needs. Changes that arise from coaching sessions can modify the workplace in ways that benefit all employees and result in great customer satisfaction.

TOUGHER ACTION

If the employee can’t think of a better way, then explain how you would like the situation handled in the future and ask if he or she can do that.

If an employee’s behavior has been serious enough, you may wish to confirm what has transpired in writing and provide a copy to the worker.

And don’t forget your follow-through.

“There is an old adage: ‘If you expect, you’ve got to inspect,’” says Jacobsen. “Check back from time to time to see if the employee has adopted the desired behavior. If so, commendation is in order. If not, take the person aside again and repeat the above process.”

COACH, NOT DICTATOR

Notice an important characteristic about the above approach? It represents the work

IMPROVE CONDITIONS

Your data-gathering activity may uncover a surprising fact: an underlying problem in the workplace needs to be addressed. This issue may be causing negative feelings on the part of other employees as well.

“When the performance or attitude of a good employee starts to deteriorate, that can be a sign that something is going wrong in the workplace,” says Richard Avdoian, an employee development consultant from St. Louis. “You want to find out what it is—and nip it in the bud.”

Let’s take our second scenario from this article’s opening. Why did Margareta say what she did about management?

During your data-gathering discussion described earlier, Margareta may tell you something like this: “We used to have flextime and they took that away last month.”

This article has been examining the occasional negative actions of good employees. Persistent negative behavior requires tougher action. “If the behavior is persistent, then there must be accountability,” says Avdoian.

Andre, who said that a requested service was “not my job,” needs to be reminded that “We’re all in this together” and that every employee has to be ready to pitch in with duties that may well be outside of the parameters outlined in a job description.

The coaching procedure outlined in this article should help Andre come around to a better attitude. If not, then the only remaining option is to refer to your organization’s progressive disciplinary measures that lead to termination. ■

Award-winning journalist Phillip M. Perry, who resides in New York City, is published widely in the fields of business management, workplace psychology and employment law, and his work is syndicated in scores of magazines nationwide.

REPLACE EQUIPMENT, INCREASE PROFITS

When considering the case for replacing outdated equipment, remember that the initial investment, while not insignificant, can be quickly offset by an increase in profit. New energy-efficient machines can save thousands in utilities, improve customer satisfaction, and help decrease downtime and repair expenses. And the new equipment will continue to help boost the bottom line long after it has paid for itself.

REDUCE REPAIRS, REMOVE GUESSWORK

A machine’s age should never be the sole reason for replacement. Equipment lifespan depends on many factors, such as usage, condition, and repair and maintenance frequency. Since upgrading to machines with advanced controls, multi-store owner Russell Hylton repairs machines less frequently and utilizes maintenance alerts to address issues more quickly.

“Once I get that new equipment in place, I typically do not have to deal with it for a very long time. It will run on its own – free of maintenance worries,” says Hylton, who owns five Laundromats throughout suburban Kansas City. “If there happens to be a problem, the service diagnostics tell me right away what it is.”

According to a Coin Laundry Association (CLA) 2013 Survey, the average lifespan for washer-extractors and tumble dryers is 12 to 15 years. While none of Hylton’s 112 washer-extractors and 80 tumble dryers have reached the 10-year mark, his goal is to replace every machine in every store with new, technologically advanced equipment.

“Newer equipment allows me to run a more efficient and effective operation, which in turn provides me the time to operate five stores,” he says. “If I had old, beatup equipment, there’s no way I could keep up.”

CASH IN ON NEW REVENUE OPPORTUNITIES

Upgraded equipment also means more turns per day. The simple presence of new machines allows owners to charge more per cycle, and advanced control features like time-of-day pricing and cycle modifiers help to strategically price machines and satisfy customer needs.

Store owner Joe Paradis of Farmington, Maine, says he’s experienced a significant increase in customer traffic since re-tooling his store with state-of-the-art machines. His customers can now choose cycle modifiers – such as

pre-wash, more agitation time, additional hot and cold rinses – and select price options to best fit their budgets.

“Customers like the opportunity to see three different pricing options – low, medium and high – and then be able to make a choice,” Paradis says. “It also gives me an opportunity to raise pricing.”

Hylton says, “When customers take advantage of the cycle-modifier options, it means hundreds of dollars added to my bottom line.”

Following installation of new equipment, both Hylton and Paradis raised prices by an average of 25 cents (depending on machine size). According to a CLA white paper, customers are willing to pay up to 10-20% more for updated equipment. Considering three and a half turns per day across eight 40-pound washers, the use of cycle modifiers can add up to more than $2,000 additional revenue each year, according to the CLA.

Another opportunity to increase revenue afforded by advanced controls is time-of-day pricing, which allows owners to optimize prices during peak laundry hours and reduce prices during slower periods.

Newer tumble dryers can also increase turns per day while reducing minutes per quarter and maintaining the same pricing. Larger-capacity machines allow customers to dry clothes faster, increasing productivity, profit stream and customer satisfaction.

EVERY GALLON COUNTS

While those features can help boost revenue and improve the bottom line, upgraded machines can also increase a Laundromat’s profitability by what they don’t do – use excess water and energy.

The 2013 CLA survey found the average Laundromat owner spends 30% of gross income on utilities. With water rates on the rise – which have as much as tripled over the last 12 years, according to the American Water Works Association – every gallon counts. Rate increases are expected to continue due to new federal government mandates and the rising costs of resources needed to supply and treat water. With that in mind, it’s more important than ever to equip Laundromats with highefficiency machines.

Hylton says his utility costs average between 20% and 22% of his gross revenue. He recently realized how much he’s saved with newer equipment when looking into purchasing a sixth store, which features top loaders

Dan Bowe

Why Laundromat owners need to look at upgrading a store’s machinery

and dryers from the mid-1980s.

“I compared the owner’s volume and his utility costs with mine. The current store owner’s utility costs average between 30% to 35% of his bottom line. When you look at the dollars he’s bringing in versus the dollars in energy costs – it’s quite a difference.”

Water levels on older machines aren’t customizable, while machines with advanced controls can modify the amount of water used for each fill within a cycle. The adjustment will not be noticeable in regards to wash quality, but it will show up as a positive on a store owner’s utility bill.

“Our cost of doing business has gone down, even as our customer volume has significantly increased,” Paradis says. “The new machines are still saving us money. In just the last year, we saved $6,000 in utility costs.”

These savings, combined with the increased revenue from raising prices, are so significant that Paradis plans to open a second store in the next year.

Set aside sticker shock and consider the many benefits – both short- and long-term – that replacing equipment can have on a coin laundry operation’s profitability. Whether it’s less downtime, increased efficiency, new revenue opportunities or utility savings, all these factors have a positive impact on the bottom line. Store owners questioning whether to replace equipment should really be asking themselves, “Why not now?” ■

Dan Bowe is the national sales manager of Speed Queen’s® Commercial division. For more information, visit www.speed queen.com, or call 800-590-8872.

Clean Show opens Housing Bureau for 2015 event

Attendees to next year’s Clean Show in Atlanta can now make lodging reservations via the trade show’s Housing Bureau, reports show manager Riddle & Associates.

Clean Show organizers have published a list of 12 downtown Atlanta hotels that are offering “special discounted rates;” a check shows they range from $149 to $199 nightly during the planned April 16-19 event.

“Show management has contracted with all of the official hotels so we may offer Clean 2015 exhibitors and attendees quality hotel-room options at a great price,” says Riddle & Associates.

The show’s five sponsoring trade associations have selected “headquarter” hotels that will be primarily occupied by attendees and exhibitors from their specific segment of the industry:

Coin Laundry Association — Hyatt Regency Atlanta Drycleaning and Laundry Institute — Hilton Atlanta

Textile Care Allied Trades Association and Textile Rental Services Association — Omni Hotel at CNN Center Association for Linen Management — Sheraton Atlanta

Other official Clean Show hotels include Courtyard Atlanta Downtown, Doubletree by Hilton Downtown, Embassy Suites, Hilton Garden Inn, Holiday Inn Centennial Park, Marriott Marquis, Ritz-Carlton and the Westin Peachtree.

Complimentary shuttle buses to and from the Georgia World Congress Center will be provided at all headquarter hotels and within two blocks of all other official Clean 2015 hotels.

The housing form, as well as a complete list of all official Clean 2015 hotels and rates, is available on the Clean Show Housing Bureau web page: www.cleanshow.com; click on “Attending Information,” then “Hotels.”

The deadline to make lodging reservations via the Housing Bureau is March 13.

To learn more, contact Riddle & Associates, 404-876-1988.

WORK BOOT TOUGH TRUSTED QUALITY DEPENDABLE

Past to Present

By Lauren Dixon

We’ve written about them before, but where are they now?

American Coin-Op followed up this month with three previously featured Laundromats to see how their business is doing.

Loudon Speedwash, Mattapoisett and Value Clean Laundromats are still doing well, thanks to the modifications and service that owners and attendants supply. Not only that, these small-business owners say they see more growth in their future.

THE COLLECTOR

Loudon (Tenn.) Speedwash Laundromats is owned by Lynn Millsaps. When American Coin-Op first featured his business in September 2007, he used solar collectors to help save on energy costs. They’re still going strong today. Millsaps can’t estimate how much the system has helped cut costs, but he says the collectors have saved him “quite a few dollars.”

In the 1970s, Millsaps taught heating, air conditioning and refrigeration at the Loudon County Vocational and Technical Center in Lenoir City, Tenn. He used his knowledge to create his solar collector—a room to the side of his Laundromat that collects heat. The roof is a clear plastic, and inside are cinder blocks painted black. The blocks heat up under the sun, and air is pulled through the holes to the other side of the wall, which is where the laundry

facility resides.

“When the sun’s shining, they work great,” he says. On a sunny day, the solar collector reaches 135 degrees, according to Millsaps.

Some of his other eco-friendly additions include switching the fluorescent bulbs to electronic ballast lights—high-efficiency bulbs, he says. Additionally, three Paloma tankless water heaters save on energy by heating only what’s needed and sending the water directly to the machine being used. Traditional water heaters heat more than what’s needed, according to Millsaps.

He previously used only top-load washers, but he says that front loaders use less

water. He replaced his top-loaders with 10 Speed Queen Horizon front-load washers, and his 30-pound stack dryers with four 50-pound single-pocket dryers.

As a business owner, he has tried to attend all of the Clean Shows so that he “can stay up to date on equipment available and new technology, and try to replace my equipment with more energy-efficient equipment.”

Over the years, he has increased promotion of his business. Loudon Speedwash promotions are mostly direct mail, and Millsaps also supports local athletics with advertisements in their programs.

Millsaps sees himself selling his store in

(Photo: ©iStockphoto/sunstock)

Loudon Speedwash features a greenhouse-like solar collector on the side of the building (at right). The inset shows cinder blocks within it that hold heat even after the sun sets, saving on energy costs. (Photos: Loudon Speedwash)

a few years. After 39 years with Loudon Speedwash, he hopes to retire soon to travel and golf.

THE CAPE

Mattapoisett (Mass.) Laundromat boasts a Cape Cod theme, complete with a relaxing mural above the machines. “It promotes relaxation and a carefree environment,” says owner Bruce Rocha.

However, it isn’t the theme that’s kept the laundry successful since being featured in the April 2003 American Coin-Op Connie Goulart, the CFO for BER Inc., parent company of Mattapoisett Laundromat, has worked with Rocha for 15 years. Over the years, the business has increased its customer base to include citizens of several towns over, she says, claiming that patrons pass by several other laundries on the way

to Mattapoisett Laundromat.

“Our laundry is, we’re told, the cleanest laundry,” she says. “Our staff is extremely friendly. Very helpful. The customer service, I would say, is excellent.”

Employees are kept up-to-date on products and services of the industry. “We’re keen on customer service, so all of our employees are always trained to be specialists in customer service,” Goulart says.

Mattapoisett is a 24-hour laundry that is attended 7 a.m. to 10 p.m. If a customer’s laundry card has been registered with the business, they are granted around-the-clock access.

When covered in 2003, Mattapoisett Laundromat had an ATM and mailbox service in the same building. The ATM is no longer in use, but Mail Box Services is still in operation.

Circa

Mattapoisett Laundromat owner Bruce Rocha had come up with a one-stop shopping site where people could

Laundromat)

Lynn Millsaps’ Loudon Speedwash Laundromats previously used only top-load washers but Millsaps has replaced them with front loaders because, he says, they use less water. (Photo: Loudon Speedwash)

There are eight 25-pound, 16 40-pound and two 50-pound washers, either IPSO or Continental brand; two new 75-pounders are whimsically named “Spinderella” and “Rinse Charming.” There are two 50-pound and 36 30-pound ADC dryers.

An outdoor patio area features a lawn and garden for customers to enjoy while doing laundry. This makes for a pleasant environment, which Goulart says is peaceful for the customers.

A new pickup and delivery service caters to a local marina as well as many elderly people in the area.

“I think [a Laundromat] is a key component to a community,” says Goulart. “Many people don’t have washer and dryer access in their home or their apartments, so it’s a service that the community needs, and we’re happy to provide that.”

THE WATERING HOLE

When Jock Jouvenat was interviewed for the July 2002 issue of American Coin-Op, he had two businesses besides Value Clean Laundromat in Roseburg, Ore. Water purification business Umpqua Aqua is still in operation, but he closed North Stephens Pack & Post about eight years ago.

The Pack & Post featured 132 mailbox rentals, mail forwarding, stamps, a fax machine, copier, office supplies, key duplication and services to UPS, FedEx and the U.S. Postal Service. UPS bought out Mail Boxes Etc. shortly after Jouvenat opened the business, so he needed to lower his prices to remain competitive. He kept the store open for about five years, but says he closed it due to prices and frustrations with the computer system.

Umpqua Aqua gets its name from the

local watershed. The idea hit when Jouvenat was on a tour in Phoenix with the Coin Laundry Association and saw a Laundromat that offered a water service.

Patrons come to Value Clean to fill containers with purified water provided by Jouvenat. Additionally, he supplies coolers, crocks and stands. Umpqua Aqua has been in business for 13 years. It requires no additional employees and is easy to manage, Jouvenat says. “It just sort of operates itself.”

Another source of profit comes from a soda machine and two venders—one vends snacks, the other vends 15 items, including soaps, conditioners, laundry bags, and more. Jouvenat owns the equipment.

He also runs a wash/dry/fold service, which he says is growing faster than his self-service business. There are 25- and 40-pound IPSO washers and an ADC AD-330 dryer dedicated to wash/dry/fold.

For his walk-in customers, there are two 75-pound, three 50-pound, nine 40-pound and 10 25-pound IPSO washers, and six Continental Express (20-pound) topload washers, complemented by 10 ADC AD-330 dryers (20 pockets), three Dexter 45 stack dryers (six pockets) and four ADC AD-75 single-pocket dryers.

Over the years, Jouvenat has gone from having multiple managers to running the store by himself. He greatly enjoys his business, he says, but is hoping to pass on some of the work soon by hiring a former employee to return. “I’m going on 71 this month, and I just want a little less time at the Laundromat.”

Jouvenat says Value Clean Laundromat will continue to grow and gain patrons.

“I’m in it for the long haul,” he says. ■

Lauren Dixon is an intern for American Coin-Op.

The mural painted on one wall (at left in photo) of the Mattapoisett (Mass.) Laundromat “promotes relaxation and a carefree environment,” says store owner Bruce Rocha. (Photos: Mattapoisett Laundromat)

In 2003, Mattapoisett patrons could have packages packed and shipped, and purchase greeting cards.

(Left) Jock Jouvenat, Value Clean Laundromat, closed his on-site Pack & Post business eight years ago. (Right) Since rent was reasonable, Jouvenant chose to maintain 7- and 9-foot aisles in the laundry. (Photos: Value Clean)

The arrival of fall means a calendar full of opportunities to attend distributor special events and open houses. Here is a brief rundown of events through early October reported to American Coin-Op — call for registration information.

Sept. 9 — Lakeside Laundry New Investor Seminar, Bedford Heights, Ohio; 866-9711010.

Sept. 10 — Garment Machinery Open House & Equipment Sale, Dedham, Mass.; 866-9711010.

Sept. 10 — Hynes & Waller Open House, Upper Marlboro, Md.; 800-776-9424; www. hynesandwaller.com

Sept. 10 — Lakeside Laundry New Investor Seminar, North Fayette, Pa.; 866-971-1010.

Sept. 10 — Statewide Laundry Equipment Open House, Hialeah, Fla.; 800-432-1014; www.statewideusa.com

Sept. 10-11 — BDS Laundry Systems Open House & Product Showcase, St. Paul, Minn.; 800-688-0020; www.bdslaundry.com

Sept. 11 — Lakeside Laundry New Investor

Seminar, Reynoldsburg, Ohio; 866-971-1010. Sept. 11 — Martin-Ray Laundry Systems Open House, Albuquerque, N.M.; 720-9312345; www.martinray.com.

Sept. 13 — Ed Brown Distributors Open House, Dallas; 800-929-5520; www. edbrowndistributors.com

Sept. 13 — Martin-Ray Laundry Systems Open House, Denver; 720-931-2345; www. martinray.com

Sept. 16 — Statewide Laundry Equipment Open House, Riverview, Fla.; 800-282-9023; www.statewideusa.com.

Sept. 17 — Statewide Laundry Equipment Open House, Orlando, Fla.; 800-425-0941; www.statewideusa.com

Sept. 17-18 — Gold Coin Laundry Equipment 21st Annual Founder’s Day Sale, Jamaica, N.Y.; 800-952-1474; www.goldcoin laundry.com

Sept. 18 — Hermes Equipment Open House, Bloomington, Ill.; 800-851-9939; www.hermes commerciallaundry.com

Sept. 19-20 — Professional Laundry Systems Open House, Feasterville, Pa.; 888-637-0600; www.plslaundry.com.

Sept. 20 — PWS Inc. Open House, Redwood City, Calif; 650-871-0300; www.pwslaundry west.com

Sept. 23 — SAMCO Open House,

Fayetteville, Ga.; 800-969-7627; www.southern automatic.com

Sept. 24 — Connecticut Laundry Open House & Equipment Sale, Meriden, Ct.; 866971-1010.

Sept. 24 — ECL Equipment Open House, West Columbia, S.C.; 803-783-0026; www. eclequipment.com.

Sept. 26 — PWS Inc. Open House, San Diego; 858-560-6969; www.pwslaundrywest. com

Sept. 27 — PWS Inc. Open House, Los Angeles; 323-721-8832; www.pwslaundrywest. com

Sept. 30 — Coin-O-Matic Open House, Alsip, Ill.; 708-371-9595; www.coinomatic.com

Oct. 2 — Star Distributing Open House/ Service School, Nashville; 800-897-7570; www. stardistributing.com

Oct. 3-4 — Laundry & Cleaners Equipment Co., Phoenix; 602-244-0800.

Oct. 8 — Appliance Associates of Buffalo, Buffalo, N.Y.; 716-873-4100; www.appliance assoc.com

Oct. 8 — Laundry Equipment Services (LES) Open House, Hagerstown, Md.; 800-866-6905; www.leslaundry.com

Oct. 9 — Star Distributing Open House/ Service School, Atlanta; 800-897-7570; www. stardistributing.com.

HANG AROUND WITH THE ENTIRE INDUSTRY

With over 10,000 people and 400+ exhibitors, the Clean Show is the most important event in the textile care industry. This is your chance to explore all the latest technologies, products and concepts, presented through live demonstrations and classroom based seminars.

For more information visit cleanshow.com.

April 16-19, 2015

Georgia World Congress Center Atlanta, Georgia USA

WATER HEATERS

NORITZ AMERICA

The NCC1991 condensing tankless water heater from Noritz America delivers a thermal efficiency of 94%, with an input range of 16,000 to 199,900 Btu, according to the company. This enables the unit to meet hot water needs of a wide variety of commercial projects.

Using a special Quick Connect cable, two NCC199-DV units can be coupled to provide an input of nearly 400,000 Btu, with a turndown ratio of more than 36 to 1. To obtain its 94% efficiency level, the NCC1991 uses a secondary heat exchanger, made of stainless steel, transferring heat from the exhaust gases to the water, the company says. This process lowers the temperature of the flue gases, allowing an added costsavings benefit: exhaust vent runs with less-expensive, installer-friendly PVC piping rather than the stainless steel venting required by conventional tankless water heaters. www.noritz.com 866-766-7489

HAMILTON ENGINEERING

amilton Engineering believes its EVO Companion water heaters offer the ideal water-heating solution for any laundry, the company says.

The compact water heaters require a minimal footprint, the company says, and are more than 99% efficient. There is no flow restriction, and the heaters will not limit the hot water supplied as tankless water heaters do, according to Hamilton Engineering.

RHEEM TANKLESS WATERHEATING

The Prestige™ Series Condensing Tankless Water Heater is Rheem’s most efficient tankless water heater, the company says. Tankless water heaters use energy to heat water only as it is needed, so no energy is wasted when there is no demand for hot water, the company explains.

Key features for coin laundry operations include:

• A space-saving design, with the unit taking up the space of a medicine cabinet.

• A minimum flow rate of 0.26 GPM and a minimum activation flow rate of 0.40 GPM, ensuring that operators using low-flow fixtures receive warm water without a flow increase.

• An EZ-link cable that can quickly and easily connect multiple units.

• Easy venting with PVC piping, which makes installation fast, easy and cost-effective.

• Flexible installation options.

• A commercial conversion chip that makes the tankless unit easy to configure and allows it to operate at 185 F. www.rheem.com 866-720-2076

The EVO models feature a 10-year warranty that includes the heat exchanger and tank.

If a business is in an area of poor water quality, and suffers from scale build-up, the Indirect Companion may be the ideal solution, the company says, because the machine heats scale-forming water without the risk of developing scale build-up and the loss of efficiency that comes with it.

www.hamiltonengineering.com 800-968-5530

LUDELL MANUFACTURING RAYPAK

udell Manufacturing’s “mini” water heater, the Direct Contact Water Heater, is designed to evenly distribute incoming cold water with a spray nozzle located above the heat transfer medium. The water is heated directly by the combustion exhaust of the natural/propane gas burner.

The DCWH features a non-pressurized vessel and stainless steel construction, welded to ASME specifications, Ludell officials say. Benefits include a quick return on investment, minimal equipment maintenance, reduced thermal pollution, stainless steel construction for equipment longevity, and a stack exhaust temperature of less than 100 F, the company says.

www.ludellmanufacturing.com 800-558-0800

R

aypak™ XFyre™ condensing heaters, available in five model sizes (300, 400, 500, 700 and 850 million Btu/h), are recognized for durability and reliability, the company says. The machines come with a weather-resistant cabinet protected by a powder coat finish.

A UV-protected and weatherproof control panel is easy to use. Inside, the machines feature a 316L stainless steel, ASME H stamped heat exchanger. Combustion is handled by direct spark ignition, which provides smooth, soft starts, and burner modulation with a 5:1 turndown, according to the company.

The Versa IC™ integrated control system is easy to use and comes with an LCD display, Raypak says. www.raypak.com 805-278-5300

REBUILT MACHINES

WASCO 185’s 220/1 & 220/3 $3,500

WASCO 184’s 220/1 & 220/3 $2,700

WASCO 125’s 220/1 & 220/3 $2,400

WASCO 124’s 220/1 & 220/3 $1,850

WASCO 74’s 110 v & 220/3 $ 975

WASCO 75’s 110 v & 220/3 $1,200

WASCO 620’s 110V $1,600

PARTS

Our Parts Department has thousands of products on over an acre lot.

If we don’t have what you want, ask us, and we’ll find it for you.

FACILITY DESIGN

From initial site inspections and recommendations to equipment purchase and installation, we are here to help with every aspect of your project.

We can help you with specifications, dimensions, illustrations of commercial and on-premise laundry equipment.

FINANCING

We are able to offer competitive rates and low, affordable monthly payments for financing coin laundry and laundromat facilities.

We have a coin laundry financing solution to meet the needs of new store owners, and veterans alike.

ACRES OF HARD TO FIND USED WASHER & DRYER PARTS WASHER & DRYER FRONT & SIDE PANELS ALL MAKES AND MODELS STARTING @ $50

WASHER DOOR $35 & UP COMPLETE DRYER DOOR $35 & UP COMPLETE ANY WASHER TUB 18#, 35#, 50#, WITH NEW BEARINGS $175 & UP WITH EXCHANGE ALL DRYER BASKETS $75 & UP ESD CARD READERS $150 EA

EMERALD SERIES COMPUTER BOARDS $575 EA

LET US REFURBISH YOUR PANELS ~ FRESHLY PAINTED PANELS IN EITHER ALMOND OR WHITE ... $70 EA

CALL FOR SPECIAL NEEDS

COIN-OP

SPEED QUEEN NAMES KEEWESEQUIPMENT CO. DISTRIBUTOR OF YEAR

Speed Queen has named KeeWes Equipment Co. its Distributor of the Year for 2013.

“When identifying a top distributor each year, we not only look for a company with impressive sales growth but one that shows proven dedication to its customers and employees,” says Dan Bowe, national sales manager for Speed Queen. “With its growing portfolio and exceptional customer service, KeeWes has made its mark as both a valued member of Speed Queen’s distributor network and of the commercial laundry industry.”

The distributor is based out of Springfield, Mo., and has locations in Kansas City and O’Fallon, Mo., and Broken Arrow, Okla. It has provided pre- and post-sales support to vended and on-premise laundries since 1976, and also provides laundry design services, equipment and ancillary items, service and parts, and equipment leasing options.

“We are honored to receive the Speed Queen Distributor of the Year award and recognition as best of the best,” says Nick Luzecky, president of KeeWes. “This partnership allows our customers to confidently operate their businesses knowing they’re using the highest-quality, most reliable equipment.”

service until it became the top-producing Speed Queen and Continental distributor in the region, Steiner-Atlantic reports. After Statewide was sold, he worked briefly for Sandy Hark Boilers, then helped established Worldwide Laundry Equipment.

Gonzalez has been a hands-on operator for many years, owning and managing several laundries.

YANKEE EQUIPMENT SYSTEMS PROMOTES RISTAINO TO SALES MANAGER

Yankee Equipment Systems, a provider of commercial laundry service and sales throughout New England, has promoted Brendan Ristaino to sales manager.

Ristaino will continue to service Yankee’s customers in eastern Massachusetts while also working with vendors and customers to provide up-to-date product and pricing information.

Additionallly, he will be instrumental in developing new financing arrangements to attract new business and develop national accounts throughout Yankee’s service area with the existing salesperson of record.

“We are pleased to offer Brendan this opportunity and look forward to his continued success with Yankee,” says Peter Limoncelli, executive vice president.

Ristaino has been a member of Yankee’s sales team, as well as various areas within corporate headquarters in Barrington, N.H., for more than six years.

He received his bachelor of arts degree with honors from Salve Regina in Newport, R.I., and has experience in the financial services industry.

MISSION GROUP SPREADS ‘LAUNDRY LOVE’ TO CALIFORNIA LOCALS

Once a month, Thad’s, a mission group and church based in Santa Monica, Calif., partners with Venice Beach (Calif.) Laundry for Laundry Love, a service that provides free wash/dry for the homeless in the area, or people in transitional housing.

STEINER-ATLANTIC WELCOMES GONZALEZ AS VP OF COIN LAUNDRY DIV. Distributor Steiner-Atlantic Corp., Miami, has added industry veteran Robert Gonzalez to its staff as vice president of its Coin Laundry Division.

He specializes in training and helping his customers successfully learn to operate their business, save on overhead expenses and maximize revenues, Steiner-Atlantic says.

Gonzalez began his coin laundry career in 1978 with AmeriVend, working in the warehouse before becoming a service technician. Soon thereafter, he established his own business servicing coin laundries and hotels until he was offered an opportunity to manage operations at Statewide Laundry.

Over eight years, Gonzalez escalated that company’s sales and

“Laundry Love is really the modern-day foot washing,” says Rev. Jimmy Bartz, founder of Thad’s. “This is where we have the opportunity to get down and engage people on a level where they need to be served.”

At Thad’s Laundry Love events, the group provides soap and quarters to the needy doing their laundry, according to Rev. Scott Claassen of Thad’s. Hot meals are also provided. To get the message out about the free service, word of mouth has seemed to work best, adds Claassen.

He says the group also passes out flyers to the homeless services in the area. In an informational video, Bartz estimates that his service provides a maximum of 600 loads of laundry completed each month. — Lauren Dixon

Gonzalez

Ristaino

Speed Queen has named KeeWes Equipment Co., Springfield, Mo., its Distributor of the Year for 2013. Speed Queen National Sales Manager Dan Bowe applauded the company for its “growing portfolio and exceptional customer service.”