American Coin-Op - November 2014

8 THINGS YOU CAN DO NOW TO PREPARE FOR 2015

Make 2015 “your best year ever” by taking advantage of these eight opportunities, advises business writer William J. Lynott.

COIN-OP 101:

OWNERS SHARE THEIR STRATEGIES FOR SUCCESS

Speed Queen’s Dan Bowe interviews three entrants from his company’s recent national essay contest and gets their insights on “edging out the competition.”

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GOING HEAD TO HEAD

ANSWERING THE COMPETITION

Unless you’re among the fortunate few who have cornered the self-service laundry market in your little corner of the world, the specter of competition is always looming.

At some point, another laundry is going to open in what you consider to be your service area. When that happens, how will you respond?

Will you come out swinging, ready to attack any and all aspects of your competitor’s operation?

Will you sit back and take stock of the situation, biding your time to set your store apart from this invader?

Or will you quietly go about your business, comforted by the knowledge that your store is the best in the area and there’s really no reason to worry?

This month’s issue offers plenty of insight into answering the competition. For our lead story beginning on page 10, Editor Carlo Calma sought out various industry experts for tips on how to effectively respond, and to ensure your footing remains steady if you become involved in a proverbial tug-of-war.

One of the industry’s major equipment brands recently invited store owners to pen an essay about their personal success story and their tried-and-true marketing strategies. Contributor Dan Bowe interviewed three about their approaches to edging out the competition. (Hint: Do you treat customers the way that you would want to be treated?) Bowe’s Coin-Op 101 story begins on page 28.

What would make your customers switch? Columnist Howard Scott lays out several scenarios that could prompt a patron to look elsewhere to do his/her laundry. Circumstances to be avoided, certainly, especially if a new competitor has opened nearby. Check them out starting on page 32.

So, dig in, friends, and make yourself ready for the day a rival sets up shop.

Bruce Beggs Editorial Director

CORRECTIONS

Due to an editor’s errors, the main phone numbers for two distributors were listed incorrectly in the 2014 Distributors Directory, published in the October issue.

The correct phone number for ALWhite Co., Richmond, Va., is 804-245-0609.

The correct phone number for Douglas Equipment in Bluefield, W.Va., is 800962-8618.

American Coin-Op regrets the errors and any inconvenience they may have caused.

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

Carlo Calma, Editor E-mail: ccalma@ americantrademagazines.com Phone: 815-768-7339

Roger Napiwocki, Production Manager

Nathan Frerichs, Digital Media Director

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

AdvERTISING

Donald Feinstein, Natl. Sales Director E-mail: dfeinstein@ americantrademagazines.com Phone: 312-361-1682

OffICE INfORMATION

Main: 312-361-1700 Fax: 312-361-1685

SubSCRIPTIONS

630-739-0900 x100 www.AmericanCoinOp.com

American Coin-Op (ISSN 0092-2811) is published monthly. Subscription prices, payment in advance: U.S., 1 year $39.00; 2 years $73.00. Foreign, 1 year $89.00; 2 years $166.00. Single copies $7.00 for U.S., $14.00 for all other countries. Published by American Trade Magazines LLC, 566 West Lake Street, Suite 420, Chicago, IL 60661. Periodicals postage paid at Chicago, IL and at additional mailing offices.

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 11. 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

IMPROPER BEHAVIOR CAUSES MANAGEMENT ‘NIGHTMARES’

An employee stealing money (21.1%), mishandling a customer complaint (10.5%), and not showing up for a shift without notice (10.5%) were among the top employee management scenarios many coin laundry store owners and operators considered a “nightmare,” according to results of October’s American CoinOp Your Views Survey.

Close to 8% were most terrified by an employee “neglecting his/her daily responsibilities,” while 5.3% most considered employee tardiness a nightmare. No respondents consider “overhearing an employee bad-mouth your business” or “an employee becoming lackadaisical about his/her job” as such.

While 13.2% were not scared by any of the scenarios, the majority (31.6%) considered all of the examples a “nightmare.”

Roughly 41% of respondents are willing to give their employees two chances to correct their actions before dismissing them, while 35.1% are willing to give them three chances. Close to 11% are stricter, giving employees just one chance, while 13.5% say “other,” with one explaining, “It depends on their action; [if they are] stealing, for example, they get one chance.”

When it comes to handling employee management nightmares, the majority (65.8%) say having a one-on-one conversation is the best course of action, while equal shares of 2.6% say hosting a staff meeting reminding staff of employee rules and responsibilities; docking pay for tardiness; and “other” employee management strategies were the best solutions.

While no respondents consider a written warning the best course of action, roughly 26% say a combination of “all of the above” management solutions work well.

Roughly 43% say an employee handbook is “somewhat useful” when it comes to managing staff, while an even 27% find it “extremely useful.” About 16% say such handbooks are “neither useful or useless,” while 5.4% find it “somewhat useless.” For 8.1% of respondents, a handbook is “completely useless.”

“Treat your employees with respect and establish a good relationship,” says one respondent. “If you respect and treat them right, they will take care of your business.”

American Coin-Op’sYour Views survey presents an unscientific snapshot of the trade audience’s viewpoints at a particular moment; 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. The entire American Coin-Op audience is encouraged to participate, as a greater number of responses will help to better define owner/ operator opinions and industry trends.

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Answering the Competition

How to respond when a new competitor enters the local market

by Carlo Calma, Editor

As business owners, there are many challenges coin laundry store owners and operators face on a day-to-day basis.

When problems arise, many store owners and operators should have a plan of attack in place—from effectively handling customer concerns or complaints, to having a protocol to follow when a key piece of equipment goes out of commission. But what is a store owner to do when a new competitor sets up shop across town? What are the ways

in which that established store can size up this new player, and what strategies should it have in its battle plan for when it comes time to face this new competitor?

American Coin-Op reached out to various industry experts for tips on how to effectively answer the competition, and to provide strategies for store owners to ensure they don’t lose their footing when they become involved in a proverbial tug-of-war with a new competitor.

SIZING UP THE COMPETITION

Michael Finkelstein, president of Associated Services Corp., a distributor and owner of a chain of Laundromats in the mid-South marketplace, has extensive experience when it comes to facing competition.

Finkelstein, who has owned the Danville, Va.-based operation for 10 years, says the first step an established store owner should take when sizing up new competitor is to consider where the store is relative to his/her operation, and what type of Laundromat the new store is trying to be.

“You really have to determine what type of store it’s trying to serve and then see if in fact it’s serving some more customers of yours,” says Finkelstein, who adds that store owners should take notice of things, like how large the store is going to be, and the new store’s equipment mix.

“I have no problem going into my competitor’s store and introducing myself, and walking around [and making] a casual observation,” he says. “You’re not going to be, in essence, taking pictures, or anything like that, but you could obviously see what they’re doing and how they’re doing it, and form your own judgment as to what kind of an operation it is.”

Joel Jorgensen, vice president of sales and customer services for Continental Girbau, also stresses the importance of “[knowing] your competition,” and “[understanding] how they size up.” He suggests a similar tactic when scouting a new competitor.

“Visit the competition at different times of the day and days of the week,” advises Jorgensen. “What services, staffing, hours of operation, amenities and equipment do

they have? Look at their pricing structure, specials and marketing strategies.”

For Chris Brick, regional sales manager, Maytag Commercial Laundry, taking stock of equipment condition and efficiency should be the first step store owners take upon learning of new competition.

“Equipment is oftentimes the differentiator among stores, and a review of current equipment is a must,” says Brick. “If the units are not in great working condition, this needs to be amended, as this factor is imperative to long-term success when a new competitor joins the market.”

When it comes to observing competition, Brick also advises established store owners to make a visit.

“An owner should visit the new store— there’s nothing wrong with a healthy, competitive business relationship,” he says. “While at the store, the owner should analyze the capacity of the equipment, price per vend for washers and dryers, additional products and/or services offered and if the store is attended or unattended. If the store is attended, rate the quality of its staff.”

Conducting a SWOT analysis—strengths, weaknesses, opportunities and threats—of a new competitor is a strategy that Kathryn Q. Rowen, North American sales manager, Huebsch, advises store owners to utilize when analyzing competition.

“What amenities do they offer compared

to you? Is it an attended laundry? Do they offer drop-off service? What are their hours of operation? What kind of capacity can the facility do? How safe and clean is the store kept, and what reassurances are there that it will continue to stay that way?” asks Rowen.

GEARING UP FOR A PRICE WAR

Perhaps one reaction an established store owner may consider in response to a new competitor is to lower their prices to match the new store’s grand-opening promotions.

Despite the prospect of possibly attracting customers, John Olsen, vice president of vended products, Laundrylux, explains the pitfalls of entering into a price war with a competitor.

“A new store will typically run a pricing promotion to attract customers to try their store, but this is usually only done in the beginning,” says Olsen. “If you hold your prices, the new store will typically raise prices after the promotion period and stay within the same range as others within the market.”

“Entering into a price war will squeeze your profit and make it difficult for you to maintain a high level of service,” adds Olsen.

Rowen agrees, saying, “Once prices are reduced, it’s very difficult to raise them. If you decide to reduce price, it should be done so on a ‘promotional’ or ‘special offer’ basis. Ultimately, it may be better to sell less at a higher profit margin, than more at a lower margin.”

“Getting into a price war with a competing store is frowned upon—it’s bad for both stores’ bottom lines, as well as the industry,” says Brick. “If a store’s prices remain fair and the equipment and store are clean and inviting, most customers will remain loyal to their current store.”

“Many times a new competitor will have a much higher debt load than an existing laundry. This might drive the competitor to lower prices in order to entice customers and/or to promote a grand opening,” says Jorgensen. “Most often, this will only be temporary. You don’t necessarily have

“There’s nothing wrong with a healthy, competitive business relationship.”

— Chris Brick, Maytag Commercial Laundry

(Photo: © iStockphoto/domin_domin)

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to follow suit.”

As a rule of thumb, from Finkelstein’s own experience, store owners should not be more than 25 cents off from a competitor if it’s the same “apples-to-apples” kind of operation.

“If he’s operating it partially attended … and you’re partially attended … you should be within a quarter of that price structure,” he says.

“If they’re opening the store and thinking of putting you out of business, and just doing promotions—in essence, free dry, or really cutting their prices to pick up all of your business—you should respond,” adds Finkelstein.

ADDING SERVICES?

The owner of an established store may also feel enticed to mirror the same extraprofit center/service that his/her new competitor is offering, particularly if it had not

previously been offered at the store.

Should store owners be quick to follow suit? The majority of the experts believe store owners should be a little more calculating.

“It depends on the town that you’re in,” says Finkelstein. “If you’re in a town where wash-and-fold is not a big piece of business, and the time and the expense that may cause you to pursue that is taking away from what you need to do for your base business, then the answer is no.”

“It’s good to consider the possibility, but it isn’t a necessity,” says Jorgensen. “It depends on your goals and whether or not you can execute that service/revenue stream profitably, and with excellence.”

Rowen agrees, advising store owners to see how receptive customers will be to the service first before making any investments.

“Rely on feedback from your customers about their willingness to use something new and analyze your return-on-investment potential and timeframe,” she says.

For Olsen, considering the location’s demographics is key when adding an extraprofit center.

“It really depends on the service and if the specific service is appropriate for the market,” he says. “Do it if it makes sense, but don’t just follow because they are trying something that may or may not work.”

BRIGHT AND SHINY

Another investment that established store owners may look at in response to new competition is new equipment.

Should established store owners feel intimidated by the bright and shiny new hardware at their competitor’s store?

Before making an investment, Finkelstein advises store owners to make a few considerations.

“You have to determine, if you believe you’re going to be a player in that town for a long term, if you’re making money in that store prior to that opening of a competitor,” he says. “If you’re happy with the economics of that town, and you believe that’s the right thing to do, then you should consider investing in new equipment if you’re there for the long haul.”

He also cautions, however, against store owners “overextending themselves” from a financial standpoint.

“If the other guy is open and he has all brand-new equipment and you go and you plow a lot of money into all-new equipment because you think that’s going to keep

all your business, that’s not a good strategy if the equipment is only 5 or 6 years old, and there’s nothing really wrong with it,” adds Finkelstein.

But for those operating older machinery, many of the experts agree that established store owners should consider making an investment.

“If your customers have complained about ‘out of service,’ or cleanliness of the machines, it may be time to replace your equipment,” says Rowen, who touts the utility savings that newer machines can bring.

Brick, agrees, saying, “It’s most appropriate to invest in new equipment if a store owner consistently experiences machine failures, resulting in machines frequently being out of order and, therefore, loss of profit, or utilities costs continue to rise because of machines’ inefficiencies.”

Investing in new equipment in response to a new competitor can be beneficial, according to Olsen, both from a competitive and utilities costs standpoint.

“If the current store is operating with older, less efficient equipment, it may be what attracted the new store to the market in the first place,” says Olsen. “The new store with new equipment will also have a significant advantage over the store with older equipment because their utility cost will be lower.”

“Don’t wait for a competitor to build a store near you to decide that you should improve your store and lower your operating costs,” he adds.

“Business improvements, including equipment, should always be on the ‘radar’ of a proactive business owner,” Jorgensen says. “Consider ways equipment can be updated or replaced for more profit potential and to promote customer loyalty.”

MARKETING BOOST

For many of the experts, stepping up marketing efforts is crucial for established store owners in answering the competition, making sure to highlight aspects like amenities, services offered and even cleanliness of a store.

“They should promote whatever makes them unique and appealing in the eyes of the customer,” says Jorgensen, who suggests marketing consistently to customers according to a yearly budget and plan.

Marketing becomes even more crucial, according to Brick, when a competitor is in close proximity to an established store.

“New competition should recommit you and your employees to providing a clean, effective and safe environment...”

— Kathryn Q. Rowen, Huebsch

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“Location in reference to your customer base is critical to any business’ long-term success, coin stores included,” he says. “If the majority of your patrons have to drive by the new store to get to yours, for example, you’re going to need to increase your marketing efforts and push your store’s amenities over the competition.”

“New competition should recommit you and your employees to providing a clean, effective and safe environment for your customers, and delivering excellent service with every touch point,” advises Rowen. “You should promote something your store does well and always make sure your customers know their business matters to you.”

Finkelstein also stressed the importance of maintaining a store’s cleanliness and appearance, both inside and outside.

“Make sure that the outside of your building is enticing to your customers because, obviously, if it’s not well-lit or the sign is faded or it’s dirty or in need of paint, that impression goes to any potential consumer that is looking to do their wash,” he says.

“That is a reflection on the inside before they even take a step in the door. If it’s dirty on the outside or run-down on the outside, they feel that it might be that way on the inside.”

THE ESTABLISHED ADVANTAGE

Though a bright and shiny new store in the area may seem intimidating, owners of established stores have a leg up on their competition in the form of familiarity, according to Finkelstein.

“The customer’s familiar with your store. They’re familiar with the personnel, and they’re familiar with the equipment, your hours and just the environment,” he says. “What you need to do is play up on all of those things.

“Make sure all of your equipment is working properly [and] your attendants are bright and cheerful and pleasant, and helping [customers], and your store’s appearance is as good as it can be so customers will not want to go somewhere else.”

Rowen also highlighted the advantage of an established customer base, and the importance for store owners in retaining them.

“It’s imperative that you have a clear understanding as to why your customers use your Laundromat, and consis-

tently gain feedback on what additional things they may want to have,” she says. “Your service level and customer satisfaction should be one of the most important indicators of your business’ current and future health.”

“Every touch point counts—you may do 20 things right, but it’s that one issue you may have not handled properly that can spark a mercenary,” she adds. “With the advent of social media, these people are potentially toxic to your business. If you have happy customers who know their satisfaction is important to you, there’s a much higher likelihood they will remain loyal to your establishment.”

Brick agrees, in that providing consistent service and a clean environment is key to retaining an established customer base.

“People are creatures of habit. If you can provide a clean store with a safe, friendly atmosphere, quality equipment that is clean and in good working order, as well as fair pricing, most customers will remain loyal to your store,” he says.

DO’S AND DON’TS

So, is there anything an established store owner can do to keep their current client base from trying out the new coin laundry?

“No, the bottom line is you can’t,” says Finkelstein. “It’s up to the consumer, that Laundromat customer, to weigh [it] themselves, to say, ‘Is it worth it for me to drive the extra two miles to that store?’ All you need to do is give your customers reason not to go to that new store.”

“[Make] sure you’re offering the customers everything that you believe that they want and doing it the best you know how. If you do that, your customers will not necessarily try [the new store],” adds Finkelstein.

“Follow your business plan and keep providing a great customer experience,” says Rowen. “Avoid making disparaging remarks about [the competitor] or their business in public. It’s very unprofessional.”

Jorgensen agrees, saying, “Avoid negative interactions, confrontations or advertising. Don’t speak negatively about the competition. Simply point out your laundry’s positives and how those positives benefit the customer.”

In addition to immediately reducing wash prices, another strategy to avoid is cutting staff to reduce overall costs, accord-

ing to Brick.

“A quality staff may be the main reason many of your customers are actually choosing your location,” he says. “Also, avoid immediately [trying] to lower your utility costs by eliminating wash or rinse steps that your customers have come to rely on.”

BENEFITS OF COMPETITION

A new competitor in the market isn’t necessarily a bad thing, and can be healthy and ultimately benefit the end-customer, according to Rowen.

Finkelstein agrees, saying, “Competition is good, in general. It makes you a better operator. … You can learn from your competition [and] it allows you to reflect on what is it that you want your laundry to be. And then, you [can] look in the mirror and [ask] am I executing against the measures that I want my laundry to be? Am I serving my consumers the way they want to be served? It allows [for] some kind of reflection. And if you’re honest about it … it gives you an opportunity to re-examine how to get there.”

“All you need to do is give your customers reason not to go to that new store.”

—Michael Finkelstein, Associated Services Corp.

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ColumnisTs/FeaTures

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We obviously wanted a state-of-the-art card a competitive advantage, but we also wanted celebrated for their service and customer care successful products. ESD is the gold standard superior products, well-trained personnel,

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card system that would give us wanted a company that was as care as they are for their most standard in the industry because of personnel, and outstanding customer service.

challenges that you faced How has ESD’s system overcome these challenges?

Café is located in a fantastic destination is in an internet challenged area of the exceeded all our expectations by creating a network even though none of the major providers were available. ESD has an internal IT professionals who customized our system our needs, from design to installation.

company’s equipment and products you choose to use at the new laundromat?

Once again, we chose as our distributor Metropolitan Laundry Machinery. Our Salesperson, Larry Vladimir, set us up with all new Huebsch machinery and the ESD Cyberlaundry system.

Is there anything that surprised you about the ESD system?

was pleasantly surprised at the managerial utilities. The reports are thorough, comprehensive, and seamlessly integrated. I can produce performance reports that track nearly everything. These are great for tracking your business and making informed adjustments for improvement.

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

Money-Handling equipMent

SETOMATIC SYSTEMS

Setomatic Systems provides drop-coin meters for many makes and models of laundry machines designed for Laundromats.

The company suggests replacing older turn-knob dryer meters with an up-to-date drop-coin meter that features a digital display and time countdown. The meters are adjustable in 15-second increments and are easy to install, the company says.

If you still have plastic drop coins, Setomatic has all-metal drop-coin replacements. The company also makes drop-coin meters to replace the coin slides on most machines.

Multipush insertions on Wascomat washers can be eliminated with a drop-coin meter, Setomatic says. The company also offers aftermarket drop-coin meters to replace factoryinstalled units on many front-load washers.

www.setomaticsystems.com 516-752-8008

STANDARD CHANGE-MAKERS

Standard Change-Makers offers its MC600RL-DA Series and MC800-DA Series change machines.

The rear-load MC600RL-DA Series is available in three coin capacity configurations, the company says: two mega hoppers holding up to 18,000 quarters total capacity; one mega hopper and two standard hoppers holding up to 15,400 quarters; and four standard hoppers holding up to 12,400 quarters total capacity.

The machine includes two crank locks with Medeco™ lock plugs and Expanded Function Module. Two Coinco Vantage bill acceptors are the default validators, according to the company, but the Mars is also available.

The front-load MC800-DA series has the same coin hopper configurations as the MC600RL-DA.

With the dual redundancy feature that allows the bill acceptors and hoppers to communicate with

each other, store owners and operators do not have to deal with a jammed bill or a coin dispenser problem, the company says.

www.standardchange.com 800-968-6955

Imonex

MONEX® products offer a payment option for all coin laundry applications, the company says.

As prices rise, higher-valued payment systems are essential, IMONEX says, and the ability to accept both dollar and quarter values in a single inlet coin acceptor is the “obvious option.”

IMONEX’s manual multi-coin single inlet drops are dependable and profitable, the company says, providing numerous benefits. With the addition of tokens, coin laundry stores can operate without an attendant,

IMONEX says. Its patented design offers low maintenance and reliable coin acceptance, and the acceptance of higher-valued coins allows for extended collections.

The tokens are 100% recyclable, the company adds, and can be used as a promotional tool, as the tokens stay in the store and can also be utilized to issue refunds to customers.

www.imonex.com 800-446-2719

KLoPP InTeRnATIonAL

Klopp International’s Model TC (Token Cleaner) is a tabletop vibratory bowl for cleaning and polishing tokens and coins that have become soiled or sticky through constant circulation.

Up to 500 tokens or coins can be cleaned in the bowl utilizing the included Dry Media cleaner; no water is needed. Upon desired cleanliness, the tokens or coins can be strained through the included sift tray to any five-gallon bucket.

The machine has a 30-minute timer, or can be set to run continuously. The included cleaning media is reusable and lasts for multiple cleanings, the company says.

Since 1931, Klopp International has been a manufacturer of coin counters, sorters and coin wrapper crimpers. Distributed product lines include coin counting scales, token cleaners and currency counter/sorters.

www.kloppcoin.com 800-356-9080

perators who prefer the economy and simplicity of coin slides can select from ESD’s four basic models, which include a four-coin, fivecoin, eight-coin and a 14-coin slide model.

The vertical slides can be configured to accept various quantities and denominations of coins, ranging from 5 cents to $3.50. The company says it manufactures 72 different slides, which will accept coinage of most countries, for international markets. In addition to currency, ESD also builds slides designed to accept various tokens.

All slides are equipped with several security devices—designed with components made of stainless steel, magnets and case hard-

ened parts—that defeat attempts to slug, string, wrap, tape or any variation of “pull back” cheating, the company says.

ESD also manufactures a variety of money boxes, with security design features like case hardened steel face plates, a four-point locking system, and a cone that provides extra protection for the lock, which is additionally available. Four different options of lock styles can be purchased with each of its boxes.

Coin trays are available in 6-, 8- and 9-inch lengths, with faces available in several finishes, including powder black, chrome and powder blue.

www.esdcard.com 215-628-0860

SEAGA MFG.

Seaga Mfg. fills the need for economysize changers with its CM1050 and CM1250 models.

The CM1050 is a tubestyle changer capable of holding $150 in quarters, dimes and nickels.

Holding up to $250 in quarters, the CM1250 accepts $1 and $5 bills, and can also be programmed to accept $10 and $20 bills.

Hopper-style loading, LCD display, dual locking system and coin cup are all features of the CM1250, which the

company says is easy to mount to a vending machine or wall.

Seaga has been providing vending equipment and accessories for the domestic and international vending markets for 26 years. The company provides service, parts and repairs from its corporate offices in Freeport, Ill.

Seaga UK Ltd. and Seaga India Pvt. Ltd. expanded the Seaga group of companies to provide worldwide sales, manufacturing and service.

www.seaga.com 815-297-9500

MONARCH COIN & SECURITY

Monarch Coin & Security Inc. offers a vertical eight-coin slide that can accept up to eight quarters, “DD”-style tokens, or a variety of foreign coins.

The vertical 15-coin slide can accept up to 15 quarters in one push, the company says, while the Model 444 chute accepts one token or coin that lays down flat.

Token styles include standard round, “DD,” breakable plastic tokettes and Monarch’s proprietary security and lugged tokens.

All chutes are available in chrome or black powdercoat housing.

www.monarchcoin.com 800-462-9460

CUMMINS-ALLISON

he Money Machine 2 coin counter, from Cummins-Allison, offers 16 sorted-bag capacity, making it easy to manage and transport coins, and providing more flexibility for coin collection and pickup, the company says.

Four coin collection options include: 16 bags, able to capture 78,000 coins; 8 bags, able to capture 36,000 coins; single bin, with 70,000 mixed-coin capacity; and dual bins, with 140,000 mixed-coin capacity. Its enhanced coin discrimination

technology is able to differentiate coins more precisely, providing accurate counts, while intuitive bag management screens reduce bag clearing to a single screen, providing ease of use, according to the company.

Four flexible procurement options let owners buy, lease, rent or place a machine, offering more choices for adding coin-counting machines to their business.

www.cumminsallison.com 855-609-4802

8 Things

You Can Do Now to Prepare for 2015

By William J. Lynott

With the New Year just around the corner, this is the time to set your laundry’s plans for taking advantage of the opportunities that will present themselves in 2015. Here are eight steps you can take right now to make 2015 your best year ever:

SET SPECIFIC GOALS

Your goals for 2015 must be specific if there is to be any chance of accomplishing them. General goals such as “reduce energy costs” or “improve profit” are almost certain roads to failure.

Specific goals include concrete and measurable criteria. For example, a goal to reduce payroll ratio should specify the target such as reducing the ratio from 10.8% to 10.5% instead of just “reduce payroll.”

A goal should also be timely. By setting a specific time for accomplishment such as year-end 2015, you generate a sense of urgency that helps to keep the goal on the “front burner.”

Finally, your goals should be realistic and attainable. While you should avoid any goal that is too high to be realistic, you must set goals high enough to make the effort worthwhile. If it isn’t feasible, move on.

KEEP YOUR GOALS MEASURABLE

As the old saying goes, “You can’t manage it if you can’t measure it.” When you’re able to measure your progress in tangible criteria, you’ll know if you’re on track to meet your target dates.

By knowing where you stand at any point, you’ll know what needs to be done, if anything, to keep you on track. To know whether the goal you’ve set is measurable, ask these questions: How much? How many? How long?

REPEAT YOUR 2014 STRENGTHS

Take the time to review your 2014 performance in every measurable category in order to specifically identify what you did

especially well this year.

Plan to incorporate and improve those strengths in 2015. Conversely, take a look at those specific things in which you did not do well in 2014 (and why) and plan to avoid allowing them to creep back into your performance next year.

LEARN FROM YOUR COMPETITION

Learn as much as you can about what other coin-op laundry owners are doing well, especially those who you feel are the best.

Study them to identify what they did best in 2014. Do you see opportunities to learn from them? Is there as much as a single program, idea or store design concept of theirs that you can put to work in 2015?

It’s easy to internalize all of your management efforts and thereby short-change your business by ignoring the accomplishments of others. Keeping a close eye on your competition is an important way to

(Image licensed by Ingram Publishing)

keep them from running away with top honors.

KEEP YOUR BEST EMPLOYEES

Big companies spend lots of money every year in continual pursuit of new talent when it would be more profitable to concentrate on ways to hang on to their best performers.

While money will always be an essential ingredient in employee satisfaction, independent studies consistently show that other factors, such as recognition for a job well done, can be as important, or even more important, than money in employee retention.

While concentrating on customer satisfaction is an essential management philosophy, it’s important to remember that a high level of customer satisfaction is difficult if not impossible without a high level of employee satisfaction.

TAKE ACTION ON POOR PERFORMERS

Retaining valuable employees should be high on your priority list for 2015. However, failing to take action on an unproductive or disruptive employee can be a costly mistake.

Keeping a problem worker around to create more trouble makes a bad situation worse. That’s not fair to you or to your other employees.

A single problem employee in a business with dozens of employees can represent a serious threat to productivity and profits; in a tiny operation it can be deadly.

Failing to terminate a problem employee can result in added stress on other employees who may have to take on more work,

and dissension among those who can’t understand why the employee is being kept.

In short, once you identify a disruptive or unproductive employee, it’s best to face up to the unpleasant task of terminating the relationship; postponing it can only lead to a more serious problem later on.

PUT MORE TRUST IN YOUR PEOPLE

No one knows the intricacies of a particular job better than the person who is doing that job every day. Most employees are anxious to make a positive contribution in their workplace, so establishing an atmosphere that encourages employees to offer suggestions for improvements is a worthwhile goal for 2015.

If you don’t already have one, consider installing a suggestion box for employee

You may already have a website for this purpose. However, social media can be used not only to complement your website, but to help build a dedicated and loyal customer base by reaching many more prospects than a website alone.

And social media doesn’t cost anything except the time spent by you or a staff member. Even more important, social media helps to build permanent relationships and loyalty through two-way contact with prospects and customers.

Traditional marketing provides one-way contacts with your customers and prospects. Social media provides a means for having a dialogue—a much more effective and profitable marketing technique.

With a dozen or more social media platforms now up and running, getting started may seem a bit overwhelming at first, but

use. Even better, put a program in place that will reward employees who make actionable suggestions with cash or other means of recognition.

Perhaps most important, take advantage of every opportunity to say thank you.

RATCHET UP YOUR INVOLVEMENT IN SOCIAL MEDIA

Where does a prospect go to find basic information about your store? Up to now, you’re probably relying mostly on conventional media to satisfy this need. That might include an expensive ad in the Yellow Pages.

Realistically, these platforms don’t work as well as they used to. More and more, today’s customer goes to the Internet to find an address, phone number or other important information about a business.

one or more of the big three (Facebook, Twitter, LinkedIn) is all you need to start putting social media to work for your laundry business.

Facebook, with more than 800 million active users, is arguably most important of all social media platforms, and getting started on Facebook couldn’t be easier. Just log onto www.facebook.com and follow the directions to open your free account.

Whatever platform you choose, ratcheting up your presence in social media should be on your priority list for 2015. n

William J. (Bill) Lynott is a freelance writer whose work appears regularly in leading trade publications and newspapers, as well as consumer magazines such as Reader’s Digest and Family Circle. You can reach Lynott at blynott@comcast.net

THE SPORTDOZER OF LAUNDRY.

store owners share their strategies for success

A national essay contest sponsored by Speed Queen® this spring invited store owners to share their success stories and tout tried-and-true marketing strategies.

From California to Connecticut, more than 50 store owners from across the country submitted their stories. In this month’s Coin-Op 101 column, three entrants share their insights on edging out the competition exclusively with American Coin-Op readers.

Q: Describe your background and store(s) demographics.

David Harbour, Harbour Laundry Systems, North Carolina: My wife and I own and manage three stores in the heart of North Carolina. Two stores are located in adjoining towns surrounded by resorts and golf courses. The third store—our largest—is located about 25 miles from the others in a blue-collar town. I am the third generation in my family to work in the laundry business.

Mark Raukar, Little Valley Tub, Michigan: Little Valley Tub is located in southern Farmington Hills and serves primarily working-class families. Although the store has been in my family since the 1960s, I had little involvement in the day-to-day management until 2011. While also juggling the responsibilities that come with being president of a factory-built housing company, I quickly learned the importance of being hands-on in the laundry business to be successful.

Rick Thompson, All-In-One Laundromat, Connecticut: Previously, I was a commercial fisherman in Alaska for 28 years. When my wife and I moved to Connecticut 10 years ago, I searched for a smart investment to support our small family. Successful friends, and my own personal research, pointed me to the laundry industry. I leased a 4,500-square-foot empty furniture store in a shopping center.

We serve lower- to middle-class customers, as well as University of New Haven students. Customers from surrounding towns frequently use our wash-and-fold service. Since the beginning, it’s been my goal to keep the store in top condition.

Q: What is the competition like?

Harbour: There is little competition surrounding the

Pinehurst and Southern Pines stores. In Raeford, two competitors entered our market simultaneously about five years ago. This was at the start of the recession, so times were already tough.

When the local turkey factory shut down, we lost 30% off our bottom line. We were still turning a profit and didn’t lose nearly as much as we anticipated, but we lost the “gravy off the top.” Having multiple stores helped us survive those years.

Raukar: There are six other Laundromats within four miles. These stores are much larger than our 1,800-square-foot store. We are fortunate to own the building, which cuts down on some overhead costs.

Thanks to this savings, we can offer more competitive pricing. However, that doesn’t negate the importance of providing a clean, pleasant and friendly atmosphere to keep customers coming back.

Thompson: Our main competition is a multi-store Laundromat chain (nearly 20 stores) that has two locations within a two-mile radius, and a much healthier marketing budget than we do. We’ve done advertising of our own, yet the strongest marketing remains word of mouth. Inside the store, we’ve posted signage that explains why customers get a better-quality wash and experience here than at competitors’ stores.

Q: What strategies help you retain and attract new customers?

Harbour: Customers love state-of-the-art machines with advanced features, and these same machines maximize our profits. These machines consistently bring in 45% more income than older models, thanks to cycle modifiers. We are excited about the additional income these machines produce with the help of marketing.

Raukar: I took over the management three years ago because current management was running the onceprosperous store into the ground. Once we began to build back a friendly reputation, foot traffic increased solely as a result of word of mouth.

We improved the store’s curb appeal, and on the inside, we improved the atmosphere with new paint, folding tables, televisions, Wi-Fi and making the store the cleanest around. We then began to focus our efforts on other forms of marketing, including a loyalty

Dan Bowe

coin-op 101

program, coupons and advertising. These strategies improved business by 26% in two years.

Thompson: I treat my customers as I want to be treated, and know many of them by name. I don’t think there are many business owners who can say they get hugs and homemade cookies from their customers regularly, but I am proud to say I can.

Customers also love how clean and bright the store is, and that machines are always in working order. With diligence each and every day to maintain these expectations—which might mean investing in new equipment—customers will come.

Q: What else do you offer to help your store(s) stand out?

Harbour: We have used every marketing tool available, including social media, print and radio advertising, direct mailings and e-mails. Another thing that keeps us competitive and profitable are the additional services we offer.

The Southern Pines location makes a huge business out of washand-fold, especially for equine laundry, such as horse blankets. This location also has a self-service dog wash and a dog groomer to attract customers who would not have come in otherwise.

Raukar: After seeing how staff changes and upgrading the store’s aesthetics had improved business, it was time to invest in new machines.

An additional 27% in traffic has boosted our bottom line, and more energy-efficient machines have lowered our utility bill. Also, due to our new hotter dryers and new washers eliminating excessive dampness in the clothes, which saves time on the drying cycle, our customers are able to get in and out quicker.

Moving forward, we will continue to purchase new equipment and build business by offering more ancillary services. Our journey and transformation is still not over, and we will continue to strive to provide a better experience for our customers.

Thompson: Our machines run on a card system only. Customers like that they don’t have to deal with coins, and it benefits my business because it’s easier to audit machines and allows me a more flexible schedule. We also run promotions, including free soap on Wednesdays; holiday specials; and bonus reward cards.

Although I know customers appreciate these features, they tell me the real reason they keep coming back is the small gestures we show them, like providing pizza on Christmas Eve or carrying bags to their cars. They reward me every day by showing me the same respect I show them. n

Dan Bowe is the national sales manager of Speed Queen’s® Commercial division. For more information, visit www.speedqueen .com/coinop101 or call 800-590-8872.

an outsider’s view

what would Make your CustoMers switCh?

Did you ever think about this question? In urban settings, customers often have three or four choices of where to do their laundry. A few are farther away than the others. But even in suburban or rural settings, there are choices.

A person could decide to do his laundry two towns over where he works rather than in the town where he lives. Or a customer could do his laundry several towns away when he visits his mother. The point is there are choices.

Generally speaking, the customer will choose the most convenient location. The closest distance, the easiest to get to, and reasonable prices all go into the consideration.

But sometimes the customer will decide that this convenient Laundromat isn’t serving him well, and he will look for a less convenient, more out-of-the-way location. Or he will do his laundry a different way—possibly use his neighbor’s machines. Why would the individual do that?

People form habits of behavior as well as patterns of activity, so it takes something—dissonance—to break up those patterns. In other words, change is not easy. And it helps to envision the basis of this change. Let’s examine several scenarios:

PERCEIVED CLEANLINESS

A customer has been going to her Laundromat for a few years, but one morning, her husband says, “My pants still have dirt stains on them. What’s wrong with that Laundromat you go to?”

The next time she goes there, she looks around and sees a less-than-clean operation. The floors are scruffy. The bathroom is dirty. The front windows are streaky. For the first time, she thinks, “This place is a dump.” She walks out, determined to find a new Laundromat.

In this case, the husband finding a stain on one pair of pants helped to trigger this decision. It could have been that the stain was permanent. He didn’t say, “All my clothes are coming out lousy.” He only complained about one garment. But that complaint made her look around the premises, and she found it wanting.

It could have been that the store is usually much cleaner, but this one look-around was enough to make

her think that the place has lower standards. Lack of perceived cleanliness can turn a customer into an excustomer.

BENDING THE RULES

One day, a customer wastes $4 in dryers that don’t work. Since the Laundromat is unattended, she calls the number on the bulletin board for service. But it takes three days for someone to get back to her.

When the service person hears her story, he tells her that he can only refund $2 because that’s the maximum refundable amount. She fights with him, but it is no use. He refuses and says the guidelines are posted in the Laundromat.

After she gets off the phone, she says to herself, “I don’t have to put up with this,” and decides that she will do her laundry in the attended store in the next town.

It’s not a lot of money, but the principle is important to her. If they can’t bend the rules for me, I won’t bend for them, is her reasoning. People switch when they’re not treated well.

A BETTER CHOICE

A customer does his laundry Saturday mornings. But it is often crowded, and he has to wait to get machines.

A co-worker tells him that she does her laundry at XYZ Laundry because they’re open until 11 p.m., and that it’s quiet in the late evenings.

Unfortunately, the customer’s Laundromat is not open late at night. He gets to thinking that even though this store is a longer drive, it would be better if he could do his laundry in the evening. That would free up his Saturday mornings. Plus, he would have more choices, as any night would be fine. So, he switches.

Here, it’s annoyance at his regular laundry’s limited hours and crowdedness on weekends that get him

Howard Scott

people form habits of behavior as well as patterns of activity, so it takes something— dissonance—to break up those patterns.

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

U.S.A.

At:

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

AN OUTSIDER’S VIEW

to make a switch. You never know when someone will suggest an option that is a better choice.

PARKING PAINS

Every time Joe goes to the Laundromat, it’s a pain to park. There are only a few parking spots in front of the store and no extra parking.

He speaks to the manager, but the manager says that nothing can be done. Joe doesn’t like the way the attendant brushes him off. It seems that they don’t value his business.

On his way to work every day, he passes a Laundromat with a large parking lot. He decides that he will switch to this store, stopping after work to do his laundry.

The issue here is lack of convenience, as well as rude treatment. The combination of annoyance pushes him over the edge. If the attendant could have offered Joe some solution or been more pleasant, possibly his decision to change might have been avoided.

BAD BEHAVIOR

A customer is doing her laundry when her child comes crying to

her that the attendant was mean.

She goes to the attendant, who says that her child was pulling the knobs on the vending machines, which isn’t permitted.

When she suggests that he doesn’t have to scare children, the attendant tells her that she must keep an eye on her child and that she is responsible for the youngster’s bad behavior.

Her child is still inconsolable. Trying to comfort the child, she decides that she will switch to the other neighborhood Laundromat. Lack of respect for parenthood is the culprit here. Suggesting that a parent isn’t doing his or her job is one surefire way to incur that customer’s wrath.

Certainly, children are not always perfect, but there are better ways to change their behavior than to say that the mother/father is a bad parent. A Laundromat must set up procedures for handling children with behavior problems.

Do these scenarios give you any insights into how you could possibly lose customers? ■

Howard Scott is a long-time business writer, small-business consultant, and author of four books.

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PARTS

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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

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

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1. Publication Title: AMERICAN COIN-OP 2. Publication Number: 0092-2811 3. Filing Date: 9/22/14. 4. Issue

Frequency: Monthly 5. Number of Issues Published Annually: 12 6. Annual Subscription Price: $39.00. 7. Complete

Mailing Address of Known Office of Publication: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Contact Person: Charles Thompson, 312-361-1700. 8. Complete Mailing Address of Headquarters or General Business Office of Publisher: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. 9.

Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor. Publisher: Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Editor: Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. 10.

Owner: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Donald Feinstein, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

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Suhler Family Investment Office LLC, 188 Long Neck Point Rd., Darien, CT 06820 Fairfield County. 13. Publication Title: AMERICAN COIN-OP 14. Issue Date for Circulation Data Below: September 2014

15. Extent and Nature of circulation: (average number of copies each issue during proceeding 12 months=”X”) (Number copies of single issue published nearest to filing date = Y”)(a)Total Number of Copies (Net press run): X=16,679, Y=14,360. b. Legitimate Paid and/or Requested Distribution (By Mail and Outside the Mail). (1) Outside County Paid/ Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X=8,288, Y=8,735. (2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X=0, Y=0. (3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS®: X=0, Y=0. (4) Requested Copies Distributed by Other Mail Classes Through the USPS (e.g. First-Class Mail®): X=0, Y=0. (c) Total Paid and/or Requested Circulation (Sum of 15b (1), (2), (3), and (4)): X=8,288, Y=8,735. (d) Nonrequested Distribution (By Mail and Outside the Mail). (1) Outside County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources): X=8,230, Y=5,467. (2) In-County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources): X=0, Y=0. (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (e.g. First-Class Mail, Nonrequestor Copies mailed in excess of 10% Limit mailed at Standard Mail® or Package Services Rates): X=0, Y=0. (4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources): X=5, Y=5. (e) Total Nonrequested Distribution (Sum of 15d (1), (2), (3) and (4)): X=8,235, Y=5,472. (f) Total Distribution (Sum of 15c and e): X=16,523, Y=14,207. (g) Copies not Distributed (See Instructions to Publishers #4, (page #3)): X=156, Y=153. (h) Total (Sum of 15f and g): X=16,679, Y=14,360. (i) Percent Paid and/ or Requested Circulation (15c divided by f times 100): X=50.16%, Y=61.48%. 16. Publication of Statement of Ownership for a Requester Publication is required and will be printed in the November 2014 issue of this publication. 17. Signature and Title of Editor, Publisher, Business Manager, or Owner: I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties): Charles Thompson, Date 9/22/2014.

Former Pro BaseBall Player Pitches New lauNdromat to Philly Retired professional baseball pitcher Ernest (Bo) Donaldson has opened the doors to Spin Off Laundry in north Philadelphia, reports Maytag Commercial Laundry. The Laundromat is part of Donaldson’s “long-term revitalization plan,” Maytag says, to help restore his childhood neighborhood.

Formerly a defunct Laundromat, the 22,000-square-foot building has been rehabbed to include an 8,500-square-foot coin store complete with Maytag Commercial Laundry washers and dryers, and a 1,200-square-foot lounge area.

Connect Service, will support NFC mobile payments. The company says the program is the first nationwide mobile payments, offers and loyalty program for the unattended commercial laundry market.

The Softcard app enables mobile payments at NFC payment terminals using a “secure architecture and support” for card tokenization, while also serving up offers and loyalty programs, USAT says.

keNtucky store owNer wiNs $100k For writiNg ‘success story’ Joe Dan Reed, owner of Lexington, Ky.-based Splash ’Em Out Laundromats, is the winner of Speed Queen’s inaugural “My Success Story” essay contest, the company reports.

Matt Westphal, relationship manager, Speed Queen Financial Services (SQFS), along with Speed Queen National Sales Manager Dan Bowe, Regional Sales Manager Tom Weisheipl, and Michael Davis of Star Distributing, presented Reed and his wife, Kelli, with the $100,000 grand prize. The Alliance Laundry Systems brand reports it has contributed the $100,000 toward Reed’s recent loan for new equipment provided through SQFS.

“We are truly honored to have been chosen as the winners of this phenomenal prize,” says Reed. “Splash ’Em Out would not have grown from one to eight stores without the support of dedicated employees, a knowledgeable distributor and a manufacturer that understands our unique equipment and financial needs.”

“We are proud to be part of Joe Dan’s success story and pleased to recognize his accomplishments in such a significant way,” says Westphal.

“I’m really proud of the store,” says Donaldson, who spent eight seasons pitching in the minor leagues. “We have a winning combination—a viable business opportunity to help support the community, high-efficiency equipment and an incredibly supportive distributor, Equipment Marketers.”

“I opened the store to help people in the community understand their potential. I want to be an example to the community’s residents and inspire them to make a difference,” adds Donaldson. “This area and its residents can thrive; I want to help provide the tools to do just that.”

usat, setomatic BriNg NFc techNology to lauNdry market USA Technologies (USAT) has debuted a mobile payments, offers and loyalty program with Softcard that is designed for the commercial laundry market.

Under the program, consumers using Setomatic Systems’ SpyderWash Elite laundry machines, enabled with NFC (near field communication) and SmartTap mobile commerce technology, will receive a 25% discount on purchases made with the Softcard app, the company says.

Setomatic indicates that by the end of 2015, more than 25,000 SpyderWash Elite laundry machines, supported by USAT’s ePort

Between March 1 and June 15, Speed Queen store owners were invited to submit essays of 500 words or less describing their “unique and creative methods of retaining and attracting new customers.” Entrants were required to have financed at least $2,500 in new Speed Queen

laundry equipment through SQFS during the contest period.

(From left) Greg Paci, sales representative for distributor Equipment Marketers; Ernest (Bo) Donaldson, owner of Spin Off Laundry; Dick LaMaina, president of Equipment Marketers; and Katie Weitzman, assistant vice president of Equipment Marketers, celebrate the recent grand opening of Spin Off Laundry. (Photo: Maytag Commercial Laundry)

Representatives from Speed Queen, Speed Queen Financial Services and Star Distributing recently surprised Joe Dan and Kelli Reed with the $100,000 grand prize for the winning entry in Speed Queen’s inaugural “My Success Story” essay contest. (Photo: Speed Queen)

just 10-15 minutes. When you buy Continental, you buy with NO REGRETS!