American Coin-Op - August 2015

THE DROUGHT CYCLE

As California residents and water municipalities find ways to conserve water in light of a mandated 25% reduction in water consumption, laundry operators in the state discuss ways they can cope, and analyze what the governor’s mandate means for the state’s coin laundry industry.

’ROUND THE CLOCK MANAGEMENT

How can you be sure your coin laundry business is operating smoothly, even when you’re not there? Learn about the ways that three store owners ensure their laundries are running like clockwork, regardless of the time or day.

DO’S AND DON’TS OF DROP-OFF

Speed Queen’s Dan Bowe sits down with a pair of operators to learn how they take advantage of industryleading advanced controls to program, monitor and audit their businesses—anywhere, anytime.

“When someone walks by your shop, will they turn and look?” asks columnist Howard Scott. This month, Scott helps operators evaluate the look of their storefront, and provides ways they can make passersby not only stop and pay attention, but also pull them inside to patronize their coin laundry.

Brian Henderson (right) relies on his attendants to help ensure his laundry is running smoothly and efficiently.

BUILDING PROCESSES

DO’S AND DON’TS OF DROP-OFF

There are many facets to running a coin laundry operation.

This month, we take a close look at one service that more and more operators have come to implement in their laundry’s business model—wash-dry-fold/drop-off laundry service.

Do you feel like you’ve got your drop-off laundry’s system down pat?

If not, our cover story, starting on page 10, can give you a refresher on the do’s and don’ts of this laundry service—from tips on how to best take in and avoid mixing up customers’ garments, to making sure that processing drop-off work doesn’t get in the way of your regular, walk-in customers.

’ROUND THE CLOCK MANAGEMENT

On a broader scale, how comfortable do you feel in saying that the processes and overall synergy of your coin laundry business is running like clockwork, regardless of the time or day?

In ’Round the Clock Management, you’ll meet three store owners who have come to accomplish this undertaking by making sure they’ve hired a strong team of attendants, and have come to rely on certain technologies, to ensure that their coin laundry business is running smoothly and efficiently.

What other tactics have they employed to master the art of ’round the clock management? Flip to page 26 to find out!

Until next time,

Carlo Calma Editor

EDITORIAL

Charles Thompson, Publisher

E-mail: cthompson@ATMags.com

Phone: 312-361-1680

Bruce Beggs, Editorial Director

E-mail: bbeggs@ATMags.com

Phone: 312-361-1683

Carlo Calma, Editor

E-mail: ccalma@ATMags.com Phone: 815-768-7339

Roger Napiwocki, Production Manager

Nathan Frerichs, Digital Media Director

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

ADVISORY BOARD

Kurt Archer Ann Hawkins

Wayne Lewis Kathryn Q. Rowen

ADVERTISING

Donald Feinstein, Natl. Sales Director

E-mail: dfeinstein@ATMags.com Phone: 312-361-1682

OFFICE INFORMATION

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

SUBSCRIPTIONS

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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 56, number 8. 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. The publisher reserves the right to reject any advertising for any reason.

© Copyright AMERICAN TRADE MAGAZINES LLC, 2015. Printed in U.S.A. No part of this publication may be transmitted or reproduced in any form, electronic or mechanical, without written permission from the publisher or his representative. American Coin-Op does not endorse, recommend or guarantee any article, product, service or information found within. Opinions expressed are those of the writers and do not necessarily reflect the views of American Coin-Op or its staff. While precautions have been taken to ensure the accuracy of the magazine’s contents at time of publication, neither the editors, publishers nor its agents can accept responsibility for damages or injury which may arise therefrom.

Carlo Calma

OWNERS PREDICT NO CHANGE IN 2015 DROP-OFF PROFITS

Roughly 56% of coin laundry store owners and operators believe their drop-off laundry service profits will “stay the same” in 2015, according to results of July’s American Coin-Op Your Views survey.

While 22.2% of respondents believe their drop-off laundry service “profits will increase,” 11.1% say theirs will decrease.

The remaining 11.1% of respondents say they are not sure how their drop-off laundry service will fare this year.

Approximately 44% of coin laundry operators rate the profitability of their drop-off laundry service as “average.”

While one-third of respondents rate the profitability of their drop-off service as “above average,” 22.2% rate it as “below average.”

No respondents rated the profitability of their drop-off service as “excellent” or “poor.”

Operators who were surveyed charge an average of $1.01 per pound for their drop-off laundry service. Individual responses ranged from 85 cents per pound to $1.25 per pound.

For 44.4% of respondents, “trusting an attendant” with the responsibilities of drop-off service is the greatest challenge in managing the offering, while 11.1% said it is “dealing with problem garments.”

The remaining 44.4% of respondents cited “other” problems, like finding employees that are willing to perform the duties, or limited business interested in the service.

No respondent found “customer complaints” or “designating machinery for the work” as a management challenge.

Two-thirds of operators surveyed say they “post in-store signage” to market their drop-off service work, in conjunction with “[offering] coupons” (22.2%) and “[passing] out leaflets in the community” (11.1%).

A third of respondents employ “other” tactics, like visiting other businesses, or posting outdoor signage.

No respondents said they “advertise in local media” to promote their drop-off laundry service. Roughly 44% “don’t market [their] drop-off laundry service.”

American Coin-Op’s Your Views survey presents an unscientific snapshot of the trade audience’s viewpoints at a particular moment. Percentages may not add up to 100% due to rounding.

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. ACO

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Do’s and Don’ts of Drop-Off

by Carlo Calma, Editor

Through hard work and determination, you’ve been able to cultivate the self-service laundry side of your business.

With attendants in place and a laundry business up and running, many operators follow the progression of exploring the extra-profit center of wash-dry-fold/drop-off service.

Taking on this amenity, on top of your self-service laundry business, entails a new set of responsibilities and considerations—Do you have enough capacity to process orders? How can you avoid liabilities when processing customer-owned goods? What are the best packaging techniques for drop-off service work?

American Coin-Op reached out to various experts in the industry to weigh in on these questions, and more, to discover the do’s and don’ts of managing drop-off laundry service.

DROP-OFF DETERMINATIONS

“A number of factors need to be considered when assessing the addition of a drop-off service offering,” says Chris Brick, regional sales manager, Maytag Commercial Laundry.

Among these considerations, according to Brick, is whether a laundry operation has the “the staff in place to assist with the demands of the drop-off accounts.”

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

A laundry’s demographics and clientele should also be considered, explains J.D. Johnson, president of LaundryRx, a Milnor vended laundry equipment distributor based in Atlanta.

Joel Jorgensen, vice president

of sales and customer services at Continental Girbau, agrees with these points and also poses other questions for operators to consider: “Is the store located in an area that supports wash-dry-fold business? What is the demographic profile?”

Allotting space and designating equipment for drop-off service work is a key consideration for Brendan Ristaino, sales manager at Barrington, N.H.-based distributor Yankee Equipment, and a point that everyone interviewed stressed to operators when establishing the offering at their laundry.

“Make sure that you have an area where you can take the clothes in, an area where you can store stuff, and be able to put up a point-of-sale system—just an area that’s designated for wash-dry-fold,” says Ristaino.

“The other thing is making sure you have the machine capacity in the Laundromat,” he adds.

“If you have top loaders, it’s going to be hard to do wash-dryfold because people like to do their comforters, they like to do bulk washdry-fold.”

DEVOTING SPACE, MACHINERY

Designating space and machinery strictly for drop-off service work is seen as important by Tony Regan, vice president of global sales, American Dryer Corp. (ADC), not only for organizational purposes, but for logistical reasons, as well.

“Set aside machines that will not encroach on the daily business from self-service patrons—for example, at the end of the bank of dryers that might get less usage from customers,” says Regan. “Keep in mind

speed and convenience for folding and bagging.”

“Designating a folding counter and storage space specific for drop-off service limits disruptions for other store patrons,” adds Brick.

“Staff responsible for processing drop-off service linens also should limit the use of larger washers and dryers during peak customer times.”

An understanding of these peak customer times can help in determining a schedule for processing drop-off work, according to Jorgensen.

“Wash-dry-fold should be processed during slow hours of the day, in machines that are used less often,” says Jorgensen. “Every laundry has its own customer flow and machine usage. Determine infrequently used machines and times of the day. Use those machines for wash-dry-fold.”

Ristaino explained that both operators and attendants should have a clear understanding of a laundry’s peak hours to streamline drop-off service work.

“If it’s Friday afternoon or Saturday morning, I know all those machines are going to be used, so I should do it either before everyone gets in [there], or I’m going to have to do it after, so it’s not interrupting ... the walk-in business,” he says.

Ristaino also stressed the importance of being cognizant about the weight of the load of laundry a customer brings in to help determine which machines should be used to process the order.

“If you have 15 pounds of clothes, you’re not going to put them in a 40-pound washer. So, it’s always key to train the staff to look at what’s the weight [of laundry] that [the customer] brought in and putting them in the appropriate machine.”

To further help with this determination, “have a clear understanding” of your store’s turns per day for each washer and dryer, Brick advises.

“With this information, a store owner has a clearer understanding of which machines he should designate for the dropoff service business,” he says.

PRICING DROP-OFF

How much are operators charging for their wash-dry-fold work, and what are the best pricing strategies?

Typically, drop-off service fees are approximately $1 per pound, according to Brick.

“Stores can make additional revenue

for the following services: separating loads (whites, colors, delicates, etc.); spot treating; ironing or pressing shirts/pants; or delivery,” adds Brick.

“In our region, the days of $1 per pound are over,” says Johnson, who is based in the South.

“We see pricing in nice, well-kept laundries approaching $1.50 with a 10-pound minimum. I also encourage the operator to offer two-day service at a reduced price, as well as the typical same-day service.”

Jorgensen advises operators to conduct a fixed-cost analysis to calculate the cost per cycle, as well as evaluating their level of service and market.

An awareness of market conditions as well as a competitor’s pricing model is of importance to Ristaino and Regan.

“Assess the demographics and competition, as well as the pricing being offered for the self-serve laundry, and compare versus someone doing it themself,” says Regan.

“What I explain to everyone is, you really have to look at the cost of washing, drying and folding per pound,” says Ristaino. “You could be competing with an individual down the road who owns the building, has no note on the equipment, and has a well system so their water prices are reduced. They can do the laundry for cheaper than you can.”

‘DON’T MAKE ASSUMPTIONS’

With a schedule and price structure in place, how can operators and attendants best manage the process of taking in customers’ laundry for drop-off service?

“Don’t make assumptions with customer clothes. Ask if they want hot or cold wash and separation of colors from whites. Ask about detergent allergies and special care needs,” says Johnson.

“Always collect the cost of the dropoff up front,” he adds. “This encourages the customer to come back to get their laundry and not leave it for weeks in your storage room.”

From his experience, Ristaino has encountered customers who, in an effort to save money, will try to have all garments washed in one load, including those that require special attention.

“You’ve got to look for the ‘dry clean only’ [items like] wool sweaters. Look for items that you’re not going to wash in just a normal load of laundry, or can’t be washed in a normal load of laundry,” he says.

Regan agrees with this, saying, “Be careful to make it clear that standard laundry is not dry cleaning and that those garments requiring dry cleaning should be removed.”

“All delicate items need special attention, as well as dress shirts and pants that may require ironing/pressing,” adds Brick.

He advises operators and attendants to always ask customers questions about their order, such as if their laundry load needs to be separated by color, or if any of the linens require ironing.

Asking such questions as part of a checklist is a best practice when receiving customers’ laundry, according to Brick.

“The checklist should detail the services provided, along with the charges for each,” he says. “This step helps to ensure complete customer satisfaction and no surprise charges for the work.”

DROP-OFF LIABILITIES

Handling customer-owned goods can present liabilities.

“There will be customer claims for damage and loss,” says Jorgensen.

“Automated systems for photographing all items before processing are out there and [are] becoming more practical,” he says. “This can help negate false claims of stains and rips, etc. Be sure you’re insured for these possible losses.”

For Ristaino, being upfront about rips and problem stains from the get-go is paramount.

“If you notice certain stains as you’re taking in the goods, mention it to the customer [and] mark them,” he says. “Anytime it tears, rips … just point them out.”

“Let them be aware of what’s going on with their clothes, because that will help remediate any issue down the road,” adds Ristaino. “If you’re processing clothes, ▼

“Don’t make assumptions with customer clothes … Ask about detergent allergies and special care needs.”

—J.D. Johnson, LaundryRx

things do get lost, things do get damaged from time to time. But being open up front about them … is important.”

Brick and Regan believe that establishing policies will help in remediation.

“Having a policy beforehand usually sets what the responsibility of the laundry is,” says Regan. “There might be disclaimers for damage and a maximum value assigned to lost items.”

“It is mandatory for store owners to have clear policies and procedures in the employee manual that outline the complete laundering process—including all liabilities that may occur,” says Brick.

AVOIDING MIX-UPS

To avoid mixing up customers’ goods, or ultimately losing a garment, Ristaino explains that one of his store-owner customers utilizes a spreadsheet to jot down special notes about a customer’s order.

“With certain point-of-sale systems, you can make customer notes and allow little reminders, because they may not come in while you’re there all the time,” he adds.

Regarding point-of-sale systems, Regan advises operators to ensure that each dropoff customer is registered in their system.

“Always have an account set up, even if it is a one-time customer,” says Regan. “This can include minimal information— name, telephone number, e-mail. This way, accountability to the goods is available.”

While sophisticated technology is available to help operators and attendants manage drop-off service work, many of the experts stick to the “one washer, one customer” approach when processing loads.

“Don’t try to mix customers’ clothes,” says Ristaino. “If you know that’s 20 pounds of clothes, you put it in a 20-pound washer, and you tag that washer so you know it’s that customer’s, and you’re not going to put anyone else’s in there.”

“Process [loads] separately and advertise that fact—‘We don’t mix your laundry with other people’s laundry!’” advises Jorgensen.

To avoid mix-ups, Brick suggests that “The laundry ticket should remain with the load at all times.”

“Color-coded magnets or magnetic clips attached to the ticket should follow the load from washer to dryer, dryer to folding area, and folding area to storage,” he says.

PACKAGING TECHNIQUES

Once a drop-off order has been pro-

cessed, how can operators and attendants best present the finished laundry when returning it to the customer?

Though he calls the practice “old school,” Ristaino explains that utilizing clear plastic bags, and hand-folding garments, is a tried-and-true practice when processing drop-off work.

“One thing [operators] do nowadays is [ensure] that those stacks aren’t too high, that they’re not over-bundled in the bag, and [not] trying to stuff too many clothes in one bag,” says Ristaino.

Rita P. Foley, owner of Regency Cleaners and White Star Cleaners, Durham, N.C., owns both a drycleaning and Laundromat business, processing orders for walk-in customers as well as commercial accounts for three universities in her area.

Foley spoke on the topic of wash-dry-fold packaging techniques at a Coin Laundry Association panel at Clean 2015 titled Your Guide to Wash, Dry, Fold: Folding, Packaging and Presentation Techniques.

When preparing bundles, Foley prefers to have linens, like towels, on the bottom of the package, followed by pants and shorts.

She then places underwear, T-shirts and socks in the middle, and packages these items with a fabric softener sheet to show customers that a softener was used in the process and to keep the garments smelling fresh.

“We finish the top of the bundle with what the attendant feels like is the nicest shirt that has been brought in with that group of clothing,” says Foley. “That’s the ‘bow’ on the top of the bundle. We place that on top and it really makes a nice package.”

SELLING THE SERVICE

When selling drop-off service to custom-

ers, Johnson stresses the importance of both interior and exterior store signage.

“Targeting customers with social media, such as Facebook, in conjunction with direct mail, are economical and effective forms of advertising,” he says.

For Brick, wall signs and window decals provide a “constant reminder of the service offering.”

“It is important to clearly spell out the services and fees and, if possible, use a real-life example to help sell your services,” he says.

“Professional credibility and excellent service is critical to long-term success.”

In addition to promoting the service instore and online, Jorgensen says that radio is another “great advertising method.”

“It’s relatively inexpensive, pinpoints target markets and, when combined with an original jingle, makes a lasting impression.”

Ristaino explains that one of his storeowner clients has partnered with another local business in the area to help promote his drop-off service work.

“He made a deal with the supermarket to put a coupon on the back of the receipt,” he says.

“Knowing the synergy of the businesses around you really helps in marketing, initially.”

Ristaino highlighted one other form of self-promotion: word-of-mouth.

“All of the best wash-dry-fold operators in my area, they have grown their business from word-of-mouth, producing very good-quality wash-dry-fold.”

“Once you do a good job, people don’t mind paying more and they don’t mind coming back, and they won’t mind telling their friends about it,” he adds.

KNOW EXPECTATIONS

For Regan, an organized process is key to managing drop-off service well.

“Be punctual with the work to have it completed on time,” he says. “Be neat and clean with the final presentation and make it convenient, with packaging, for people to transport the finished goods home.”

“Since it is a service piece of your business, and we’re in a service industry, knowing your customer is the key,” adds Ristaino.

“If you know what their expectations are, and meet and exceed those, you’re going to have a successful wash-dry-fold business.”

“Be punctual with the work to have it completed on time. Be neat and clean with the final presentation ...”

—Tony Regan, ADC

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IS YOUR COIN LAUNDRY’S STOREFRONT MEMORABLE?

When someone walks by your coin laundry, will they turn and look?

Does the driver passing by catch something that makes him see your place? Does anybody instinctively take notice and say to himself/herself, “Ah, a Laundromat”?

Will two passersby stop and stare at your offering, and say, “Oh, isn’t that clever”?

Do neighboring businesses know you’re here and will they recommend you when someone asks where they can clean their clothes?

EVALUATE YOUR STOREFRONT

That’s the sort of attention you want. If people don’t notice you, they won’t patronize your store.

Studies have shown that up to a third of the population don’t know of a business’ existence in their area.

When asked about a laundry, these people would answer, “I don’t know of any around here.”

You have seen this happen yourself. You are looking for a business. Several people say they have no idea. And you find it around the corner, 50 feet away.

This lack of knowledge represents a significant number of people who go to Laundromats every week.

Translation: lost business.

Even worse, an ugly, corroded, dirty storefront says: Stay away from here.

With this in mind, evaluate your storefront. Is it clean? Are there no unsightly rust spots or paint erosions, or broken wood slats?

Is the front display window large and clean? Can you see into the premises? Is the front door solid, well-oiled, easy to open and close?

No one likes to patronize a place of business with a front door that is hard to work. The customer mumbles to herself, “Fix the door—I don’t want this aggravation every time I enter and leave this place.”

Is there anything welcoming to encourage visitors? Does the door or window state your hours of operation?

Are there unsightly, discolored or scarred bricks out front? Is the overhead sign faded?

Do the awnings look like they’ve been there forever? Are the temporary signs you paste in the window attractive? Do they have borders? Do they function as decora-

tion? Or do they interfere with the window theme?

ENLIST THE HELP OF OTHERS

Few of us can be dispassionate enough to look at “our baby” objectively.

Enlist others—friends, good customers, neighboring merchants—to give you their opinion.

One of these people might point out something that you’ve had for so long that you take it for granted. Another person might give you the harsh truth: “Your place looks as inviting as a prison.”

At minimum, do just one thing to improve your storefront. This one thing must enliven your entrance. Be daring, be bold.

It might be installing and painting a lime green or aqua blue wooden border around the shop’s perimeter and around the display window.

It might be a series of plant boxes, painted bright pink, along the bottom edge of your display windows.

It might be a bank of lights that really illuminates your storefront, or a new sign that is colorful, snazzy and eye-catching.

This one thing will make your Laundromat stick out. But if you are creative, it will make your storefront truly memorable.

TURN HEADS

A lime border sets off the building, connects the parts, so that the passerby immediately turns to see what it is that’s so alive.

A flashing neon sign snags the viewer’s attention and he/she reads the flowing script to know what it is all about.

A bank of flowers encourages the passerby to stop and smell the plants, or at least look in the window.

Motorists catch changes out of the corner of their eye and take note of what it is. All these are impulses that conspire to make your shop a known commodity.

Let’s consider the first suggestion—a border painted with vivid colors.

If you can’t do this yourself, hire a remodeler. He will surely be able to build you a T-border that fits over the premises’ edges.

And with all the cementing options, he can figure

Howard Scott

out how to adhere the wood border to the building’s edges. You could do the painting yourself before installing.

Such a border effect will complement almost any material— brick, cement, stone, even shingling.

If your building front is 12 feet across by 8 feet high, that’s roughly 40 total feet of wood.

You could buy stock at Home Depot for about $100. Perhaps the project, including the wood, paint and labor, might cost you $250.

Then, consider additional touches. The following are possibilities:

• A maroon awning with your company name printed across the front.

• Wooden park benches placed on both sides of the entrance. A plaque on each bench says, “These are for the comfort and pleasure of Laundromat customers.”

• A Victorian wooden door with an oval window and large brass knocker to give the place a homey touch.

• A wooden frame overhang that juts out into the sidewalk with banners hanging from the boards that read, in consecutive order, “Clean Your Clothes Here.”

Alternatively, you might decide to have an entirely new front—a slanted, natural-wood storefront with bright green borders around the windows and doors.

Or orange-painted bricks with purple wood trim, and a protruding sign above the door.

How about a painted surface on your existing front, depicting light blue bubbles of all sizes?

Maybe a wooden front painted cobalt blue with yellow trim and the sign over the door: “Abandon all dirt ye who enter here.”

Or a metallic, high-tech galvanized metal surface designed to look like something from outer space.

ATTRACT CUSTOMERS

The point of this effort is to create a memorable storefront.

Of course, the real winning of customers goes on inside, with equipment reliability, orderly layout, clean premises and attendant attentiveness.

But, it’s the storefront that pulls customers in. ACO

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

CARD VS COIN CONQUEST FORBES LAUNDRY

Ross Adkins of North Pole, AK

• Exceedingly Successful Owner Of Forbes Laundry Former: • Project engineer • Superintendent • Project manager • Vice President • President and partial owner of large construction company

“......About this time last year, we were surprised and very disappointed to learn that parts for our in-house card system were no longer available.

We began the process of “night and day nursing the card system” and looking for a new system.

Holding the existing system together without support until we got it replaced was not easy, but neither was the search for what we wanted.

We liked the idea of making our own cards, using an ATM for the convenience of our customers, the security against vandalism (all the $ located in the strongly built card dispenser), and many other features of the system, including float. However, we did not like the problem of the whole store going down when certain problems happen with one card reader, junction box or cabinet equipment.

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was our perfect solution.” MADE IN THE U.S.A.

We knew a new system would be expensive, but hoped to improve the deficits and add new attractive features for our customers.

To read the full story and see how Ross Adkins was able to triumph over the credit card system VISIT- www.imonex.com/Ross_Adkins

Drought Cycle The

As residents and water municipalities in California implement strategies to better conserve water in light of this mandate, professionals in the state’s coin laundry industry have begun to not only explore ways they can cope, but also what this 25% reduction in consumption means for their coin laundry business.

THE SITUATION

Gov. Brown’s executive order of a statewide 25% reduction in water consumption stems from the California Department of Water Resources’ survey of the Sierra Nevada snowpack on April 1, finding that the statewide snowpack held only 1.4 inches of water content—just 5% of the historical average of 28.3 inches.

The state is now in its fourth year of extreme drought conditions, with the 2014 water year considered as the third driest in the state’s 119 years of records, according to the U.S. Geological Survey.

The 25% reduction in consumption amounts to saving approximately 1.5 million acre-feet of water over the next nine months, according to the governor’s office.

Currently, location agencies can fine those that waste water up to $500 per day, according to the California State Water Resources Control Board.

“The State Water Board can issue cease and desist orders against water agencies that don’t impose mandatory conservation measures upon their retail customers,” according to a document issued by the State Water Board. “Water agencies that violate cease and desist orders are subject to civil liability of up to $10,000 a day.”

by Carlo Calma, Editor

tilities—chiefly expenses related to water and sewer rates—remain the highest expenditure for many coin laundry operators.

“The water and sewer costs for the average coin laundry is somewhere between 10-15% of their gross income on a monthly basis,” says Brian Brunckhorst, owner of Advantage Laundry, Hayward, Calif., and president of the Golden State Coin Laundry Association (GSCLA).

This reality has become even more apparent for coin laundry operators in California, as the state’s drought conditions have worsened in recent times, prompting Gov. Edmund G. “Jerry” Brown Jr. to officially declare a drought state of emergency in January 2014.

As conditions worsened, Gov. Brown issued a series of executive orders necessary to address California’s severe drought conditions, ultimately leading to his most recent order of a statewide 25% reduction in water usage—the first ever in the state’s history.

IMPACT ON COIN LAUNDRY INDUSTRY

How does this 25% reduction translate to the local coin laundry industry?

“Certainly, [operators’] water bills are going to be substantially higher,” says Beverly Blank, president of the Southern California (SoCal) Coin Laundry Association.

Blank explains that not many operators in the local coin laundry industry are as aware as they should be regarding the issue.

“People will be quite shocked when they see the increase in their water bills, and maybe then they will take the necessary actions,” she says.

Brunckhorst explains that water municipalities have fixed operational expenses.

“Their operational expenses aren’t going to decrease if [water] consumption

Examining the California drought’s impact on that state’s local coin laundry industry

(Photo: © iStockphoto/Ximagination)

decreases,” he says.

Therefore, if water consumption decreases in accordance with the 25% mandate, “and their revenue is based on consumption, then the amount that they charge for the water needs to increase,” according to Brunckhorst.

“As coin laundry operators, utilities are one of our largest expenditures,” he says. “If their utility prices are going to go up … any fiscally responsible business is going to have to pass that increase in expenses on to the customers.”

He explains that members of the GSCLA have already begun to raise washer prices in light of the current hike in utilities.

HEAVIER RESTRICTIONS?

As drought conditions persist, the California State Water Resources Control Board issued another order in early June related to the insufficient water available for senior water right holders, with a priority date of 1903 or later, in the San Joaquin and Sacramento watersheds and the Delta.

This order ultimately forces these water right holders—like farmers in the area—to reduce their water usage, with violators facing fines upwards of $1,000 per day and $2,500 per acre-foot of water unlawfully diverted, among other possible fines.

Can operators expect local agencies to impose such regulations on the local coin laundry industry?

“I can’t imagine that would happen,” says Brunckhorst. “The reason is because coin laundries fulfill a basic necessity on having clean clothes. It’s a public service that we’re providing.”

Kurt Archer, salesman at distributor Western State Design, agrees.

“We provide a service to those who don’t necessarily have it. And, so, it’s going to be difficult from a health standpoint for [regulators] to do a whole lot of regulation against the coin laundry industry because, really, the only option we have to survive is to raise prices, which, in turn, affects people that can’t afford to have those prices raised on them,” he says.

“Our whole business is water,” adds Blank. “And if we don’t have ample water, we are out of business … We are providing a health service for the public, because if they can’t do their laundry at home, because it’s expensive, we certainly have the equipment to take care of it at a much more practical rate than what they have at home.”

EFFICIENT EQUIPMENT

In defense against heavier restrictions, Brunckhorst stresses Blank’s point that commercial washers in many vended laundries are much more water-efficient than in-home washers.

He cites an American Water Works Association Research Foundation study that found that 21.97% of the average indoor water usage in homes is from clothes washers.

“Most of the washing machines that are at home today are the old, top-load-type

washers [that] typically will use anywhere from 34 to 40 gallons of water per cycle,” says Brunckhorst.

“The newest, front-loading commercial laundry equipment … those will often use anywhere from 11 to 12 gallons [of water].”

“When you look at the large-capacity washers, the gallons per pound that we use to process linen is considerably less than if they were to go to Mom’s house or go to the apartment laundries,” says Archer.

“So if [customers] were to leave us, what would happen is the water usage would go

up by 25%, rather than down to 25% that California is looking for.”

DO YOUR SHARE

So, how can coin laundry operators in the state do their share in helping reduce water consumption?

One of the tips Brunckhorst shared with members of the GSCLA is to check for leaks in their washers.

“Leaks can comprise of a lot of water waste. And so … check for leaks in the hose, in the water line, in the drain valves—

anywhere where incoming water is coming in,” says Brunckhorst.

He also advised his constituents to look into modifying wash cycles.

“There are certainly some commercial washers that have more wash cycles [than] are really necessary,” he says. “The machines that are designed today can effectively, and very efficiently, wash clothes with a single wash cycle and two rinses.”

Another possibility to look into: lowering a washer’s water levels.

“In some of the newer equipment on

the market, it gives us the ability to actually adjust water levels,” says Brunckhorst. “There might be some cycles that your washers are programmed where they use more water [than] is really necessary.”

BOON TO THE INDUSTRY

Blank believes that the current water restrictions might actually benefit the state’s coin laundry industry.

“More people will probably be coming to the Laundromats because they’re going to want to save on their water consumption for which they’ve been allotted on the home front,” she says.

Brunckhorst agrees: “I think that, quite frankly, [it] will get people coming from homes to wash in Laundromats to reduce their home usage so they comply there.”

“It’s quite possible that the drought will actually drive businesses to Laundromats and that the Laundromats should be increasing their prices to account for the increased expenses,” he adds. “It could be a boon to the Laundromat business and actually be a positive thing, and not a negative thing.”

‘GET INVOLVED’

For our team of experienced, knowledgeable and dedicated distributors, the extra mile is simply a good start. Because there are no lengths we won’t go to provide the best possible customer experience that brings your laundry dreams to reality. And that’s not just lip service. The Huebsch® distributor network earned the highest Overall Distributor Quality Score in the vended laundry industry*, with outstanding marks for prompt response and proactive communication. Proof that whenever, wherever and however you need us, we’re there Find out more about why Huebsch distributors are the answer you’re looking for and how Huebsch Financial’s tailored, laundry-focused lending solutions make us your ideal financial partner at Huebsch.com/Yes

In addition to doing their share in reducing water consumption, Archer and Brunckhorst advise operators in the state to educate others on the benefits that the vended laundry industry provides.

“I would suggest ... people in the industry to get involved and not just sit by passively and wait to see what happens,” says Brunckhorst.

“Attend the water district meetings and present how increasing water rates for coin laundries … hurts the customers that we serve.”

“Those customers are low- to lowerincome families. ... They’re amongst the poorest in our community—those are the ones that we tend to serve the most,” Brunckhorst says. “So, if they increase water prices for us, and we have to pass that along to those people, it’s almost unfairly targeting that segment of the population.”

“As a group of owners and operators, it’s important to educate those that are going to be making the rules,” says Archer.

“The usage from Laundromats is minimal. They might be an easy target when they start off, but if [regulators] are educated at all, I think that we’re going to be able to show how much of a service we provide and how efficient we already are.” ACO

’ROUND THE CLOCK MANAGEMENT

GUARANTEEING COIN LAUNDRIES ARE RUNNING SMOOTHLY, ANY TIME OF THE DAY

By Carlo Calma, Editor

Matt Andrade has a pretty busy schedule as owner and operator of three (soon to be four) locations of E-Z Clean Laundry Centers in Taunton, Mass.

“I work from 6 a.m. until 4 or 5 o’clock at night, basically, Monday through Friday,” says Andrade. “And then, [on] Saturdays and Sundays, I’ll make visits to the attended stores, maybe once a day, just to make sure that everything is going accordingly.”

Managing his businesses and team of 11 attendants takes a lot of commitment.

“This is my full-time job. I’m in and out of all of the stores, maybe two to three times per day,” says Andrade.

Constantly having your finger on the pulse of your laundry business can be a huge undertaking, with many responsibilities to attend to.

American Coin-Op reached out to a handful of store owner experts, like Andrade, to share their insight on systems they’ve established in running their operations, and how to ensure a coin laundry business is running smoothly and efficiently, regardless of the time or day.

THE EYES AND EARS

Managing the World’s Largest Laun-

dromat, Berwyn, Ill., can seem like an intimidating task, considering that it operates on a 24/7 schedule, and features 159 washers and 136 dryers.

“My schedule calls for me to be here six days a week, with Sundays off, but I enjoy popping in on Sundays, as well,” says owner Tom Benson.

As responsibilities pile up at the average laundry, operators can turn to hiring attendants to be their eyes and ears while they’re away from their business.

Benson, who manages a staff of 21 fulltime employees, looks for various characteristics when hiring a new team member.

“A solid work history is the best indication,” he says. “We want our people to be good people, so personality is a big factor. We are known for the friendly atmosphere here.”

Brian Henderson, operations manager, Liberty Laundry, Tulsa, Okla., looks for similar traits in prospective attendants.

Henderson manages a chain of three stores in the Tulsa metro area, and has a team of 25 employees.

“We place an extreme emphasis on excellent customer service when hiring and training new team members,” he says. “The ability to carry on a conversation and to have the self-esteem required to approach new customers in a confident and friendly manner are vital to our

business model.”

Henderson stresses the importance of conducting more than one interview when vetting a prospective employee, and to also offer a competitive pay.

Andrade acknowledges the value that quality employees can bring to help manage a laundry business.

“I can’t be everywhere at once and I can’t make everyone happy, so I try and do my best to hire people that know what they’re doing, know exactly what we’re asking for [and] can get along with everyone,” says Andrade.

STRUCTURED SCHEDULE

Managing a team of attendants, especially across multiple locations can be cumbersome, but being flexible and setting clear expectations for scheduling needs early on is key, according to the experts.

“I like to have [attendants] make their schedules. I don’t really like to tell them [when to work], because I only find that that’s going to be a problem down the road,” says Andrade.

“If you’re forcing people to do shifts that they don’t want to do, then most likely they’re not going to show up.”

“[We] ask all new team members to submit their work availability … using a custom-made Google form found on the password-protected back end of

(Image licensed by Ingram Publishing)

our website, which we call the ‘Attendant Portal,’” explains Henderson.

This portal, according to Henderson, allows him and his managerial staff to streamline scheduling duties.

“This information—the work availability and time-off requests of our team members—is used by our three store managers each Monday to come up with the work schedule for all three stores for the following week,” he explains.

“It does require some creative scheduling at times and some follow-up phone calls to arrange coverage, but the system works very well.”

DAILY TO-DO LIST

While organizing employee schedules presents a few managerial challenges, managing and training employees themselves can present even more obstacles.

To ensure that an employee is fully trained on their responsibilities, Benson takes a hands-on approach.

“Role playing and stressing our customer-first policy is our way we build our culture,” says Benson, who also utilizes a handbook for employees.

Henderson uses this tool, as well, in ensuring his employees are fully acclimated to their role.

“We provide an employee handbook during orientation, which lists in fine detail the laundry attendant job description, responsibilities, company policies, and a great deal of discussion about how we at Liberty Laundry go about delivering excellent customer service and offer effective problem resolution,” says Henderson.

He also utilizes a training manual, which he places in a folder under the counter at his stores, as a reference for employees. It details the various processes at his laundry, including wash-dry-fold.

Andrade employs a similar tactic at his stores, printing the basic processes and tasks he wants his attendants to perform on a daily basis, and placing laminated copies at attendant workstations.

He also establishes a buddy system when training new employees.

“I usually have a veteran employee that I really trust [that] I know does an excep-

tional job. I’ll put them on the training so that I know that when this [new hire] is ready, then they definitely are ready,” he says.

And to avoid scheduling conflicts, Andrade cross-trains his employee.

“All three of our stores are in Taunton, so I’ve trained a few of them at multiple locations, so that if worse comes to worse, I can call one from a different store [to ask if] they can come in and work [at another location],” he says.

CUSTOMER CONFLICTS

Many issues can arise when an operator is away from his business, among them managing customer complaints.

“Our company code of conduct states that when resolving customer conflicts or issues, team members are to extend the benefit of the doubt to the customer, and to be generous and kind,” says Henderson. “‘I refuse to lose a customer over a quarter’ is how I usually describe our stance to new hires.”

Andrade takes a more direct approach when handling customer complaints.

“My cell phone number is in each store on a piece of paper on the wall, basically explaining that if there’s any serious equipment problems, feel free to call this cell phone number and we’ll try and resolve it,” he says.

He also instructs his operators to encourage customers to call him with any issues when handling complaints.

“If it’s something that the attendant is handling, or it’s the weekend and I’m not really there, I’ll talk to [the customer] on

Because his Laundromat, E-Z Clean Laundry Center, is a 24-hour operation, owner-operator Matt Andrade has installed a gate system to separate the self-service laundry side from the wash-dry-fold area to protect valuables, like his point-of-sale system, when the store is not attended. (Photos: Courtesy of Matt Andrade/E-Z Clean Laundry Center)

Brian Henderson (right), operations manager of Liberty Laundry, has come to rely on the help of his attendants, like Maricruz Carera, to tend to customer concerns and be the eyes and ears of the laundry while he’s away from his business. (Photos: Courtesy of Brian Henderson, Liberty Laundry)

RELYING ON TECHNOLOGY

While these store owners have come to rely on their attendants’ help, they’ve also turned to technology to help streamline their operations.

Benson explains that he’s installed 16 security cameras with remote access around his facility.

Henderson also touted the benefits of a surveillance system, saying, “Every store is equipped with a high-resolution surveillance camera system that allows remote viewing on a smartphone or any Internetconnected computer.”

“This is useful for random inspections, and saves time and gas when responding to pesky late-night false alarms from our security system,” he adds.

Henderson has also trained several of his team members on minor equipment troubleshooting and repair, and has set up a special page on the back end of his website to report any equipment issues.

“I recently added an ‘Equipment Problem Log’ to our website so that after a team

member flags a machine out of order, he can simply log in to the Attendant Portal to report the details,” he says. “The form entries are recorded automatically in a spreadsheet, which I review each morning before I make my rounds to the locations.”

Andrade touts the advanced controls on his washers and dryers, and also highlighted the benefits of the card system he’s installed at his store to issue refunds.

Because he runs a 24-hour operation, Andrade has also installed a gate system, in addition to equipping his stores with surveillance cameras.

The gate—which attendants lower at 9 p.m. upon finishing their shift—creates a partition between his self-service laundry side and his wash-dry-fold area, which houses valuables, like laundry supplies, scales and his point-of-sale system.

“It’s made it a lot simpler to basically manage [my business] from a distance,” says Andrade of the technologies he’s installed at his stores.

“There’s no doubt in my mind that it will ever replace the amount of time that I spend there during the week, but it replaces me needing to be everywhere all the time.”

‘BUILD SYSTEMS’

For Benson, being fully committed to the responsibilities of your Laundromat is key to its success—regardless of when duty calls.

“Do not treat your business as an absentee-run business. Management is the key to making these businesses work,” he says. “You cannot shy away from making a visit to the store at midnight, if that is what is needed.”

To ensure a laundry operation is running seamlessly regardless of day or time, Henderson stresses the importance of establishing systems and to “never cease improving them.”

“If you find yourself doing most of the busy work, or frequently saying to yourself, ‘I told them to do this and they didn’t do it!’ then you most likely are suffering from a lack of great systems, or have the wrong people on your team, or both.”

SEPTEMBER

Feature: Staying Out of Hot Water: Tips to keep boilers/water heaters in tip-top shape.

Product Showcase: Cashless Systems

Editorial Submission Deadline — July 15

OCTOBER

Feature: Distributors Directory & Survey: Our easyto-use annual directory issue lists distributors of equipment and supplies nationwide, plus we analyze 2014-15 distributor business performance.

Editorial Submission Deadline — August 15

“Follow your pain points and build systems around them,” Henderson adds. “People can be your greatest asset but only if you have invested the time to build great systems. Otherwise, they may be your greatest headache.”

ACO

COMING UP IN AMERICAN COIN-OP...

NOVEMBER

Feature: Blueprint for Success: Iron out these layout and design details before breaking ground.

Site Selection Strategies: What demographics and other information should one learn before setting up shop?

Editorial Submission Deadline — September 15

DECEMBER

Feature: Portraits of Success: Equipment manufacturers and distributors are invited to tout their latest and greatest coin laundry projects.

Product Showcase: Money-Handling Equipment

Editorial Submission Deadline — October 15

EXTRA-PROFIT CENTERS

BAY TEK GAMES

The Prize Hub from Bay Tek Games creates game rooms “where there have never been game rooms before,” the company says, introducing a “modern approach” to the redemption market.

A self-contained unit, the Modular Prize Hub offers flexibility in prize variety and capacity, and can be expanded by adding up to two each of the Capsule, Spindle and Locker Hubs.

Players use the 22-inch touch screen to shop and claim prizes, while operators benefit from its userfriendly menus, according to the company.

EVOLUTION DOG WASH

The Evolution PLC from Evolution Dog Wash is a self-contained, self-service dog wash system that can be installed indoors or outdoors. Constructed with aircraft-grade stainless steel, the system features a triple filtration drain system and a contoured non-skid wash platform, which prevents dogs from standing in dirty water.

Headquartered in Pulaski, Wis., Bay Tek Games is a designer and manufacturer of coin-operated games.

Primarily focused on ticket redemption games, Bay Tek Games also specializes in merchandisers.

www.baytekgames.com 920-822-3951

It features multiple cycles of shampoos, conditioners, anti-flea products and blow-drying capabilities.

A manifold in the system allows water in and infuses the shampoo products with the water stream so users can efficiently wash their dog and immediately rinse, according to the company.

Other features include a coin/token acceptor; a bill acceptor that can take $1, $5 and $10 bills; and a “1-minute left” customer alert.

The Evolution PLC can also be outfitted with an optional Human Machine Interface (HMI) that allows for operator access to functional controls, like revenue, maintenance and fluid levels, either locally or remotely via Internet access.

www.evolutiondogwash.com 800-426-0760

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

PRODUCT SHOWCASE

VEND-RITE MFG.

The Vision line of vending machines from Vend-Rite Mfg. features a conveyor delivery system that can vend items as small as a business card to as large as a 75-ounce bottle of detergent.

The Vision vender delivers products by an elevator to the collection area, compared to others that drop products up to four feet, according to the company.

The black interior and LED lighting system promote the “retail” advertising packaging colors of products displayed. The MDB wiring platform provides for multiple payment systems— coin, bill or card technology.

SEAGA

Seaga offers a wide variety of vending products, including its Infinity range of snack, cold drink and combination machines, as well as the Elite series of hot drink dispensers, and custom profit centers, like the K-Cup wall-mounted machine and Vapestation e-cigarette machine, the company says.

Available in four- or five-wide versions, the Infinity range can be ambient or refrigerated and come in a variety of configurations to vend products that appeal to customers.

The Infinity range also features energy-efficient LED lighting, vend sensor and dual coils as standard components.

Among other offerings from the company include its CM1250 Changemaker, which holds 1,000 coins to

The five-tube coin mechanism accepts nickels, dimes, quarters or dollar coins, while the multidirectional bill acceptor accepts $1, $5 and $10 bills.

The TAOS Vision vender (pictured) is controlled by a creditaccepting unit that can operate up to four vending units.

Featuring an illuminated front, the vendor’s hours of operation can be programmed.

The Vision line of venders also features continuous system check and self-diagnostics, product dating, refrigeration check, accountability and sales data. www.vendrite.com 800-777-1802

make change for $1, $5, $10 and/or $20 bills.

The CM1250 features dual locks and solid-steel construction.

Seaga provides vending equipment and accessories for domestic and international markets.

The company also provides service, parts and repairs from its corporate offices in Freeport, Ill. www.seaga.com 815-297-9500

TAKE CONTROL WITH ADVANCED CONTROLS

Store owners share firsthand experiences with laundry technologies

Your Laundromat is your business, and you should be able to operate and manage it on your terms— anywhere, anytime.

Industry-leading controls give you the ability to program, monitor and audit your business, so you have the freedom to manage it your way.

This technology offers customized wash settings and pricing, as well as wireless networking capabilities, and provides you with performance data that can help you make decisions that will ultimately boost the bottom line.

But don’t take my word for it. Here are firsthand accounts of two Laundromat owners, in which they describe how advanced controls have allowed them to increase profitability and improve customer satisfaction in their stores.

Q: Describe your background and why you wanted to open a Laundromat.

Paul Erb, The Laundry Spot, Texas: I learned about the laundry industry from an acquaintance who owned a Laundromat.

I was a software engineer at the time, but was looking for a career change and profitable investment. With great interest but little research, I signed a lease on an old Laundromat in Austin just two weeks later in November 2012. I believe I gave the store a new beginning.

Brad Harris, The Wash House, Missouri: My career started in the laundry business as a salesman with KeeWes Equipment Co. Inc., after my corporate job was downsized.

I was intrigued by the coin laundry business, and witnessed the many benefits of opening a vended Laundromat.

When a store in Republic, Mo., came up for sale in 2012, my wife and I decided we should try and ‘clean up’ in this business. After retooling the store and experiencing success, we built a second location—in partnership with my brother and sister-in-law—from the ground up in Springfield. It opened in January 2015.

Both stores are equipped with state-of-the-art equipment featuring advanced controls.

Q: Why did you choose to implement advanced controls into your Laundromat?

Erb: I implemented advanced controls because I was specifically looking for a way to network my entire store.

The equipment manufacturer I chose provided this capability on its machines, as well as the software support to make it possible.

By utilizing industry-leading controls, I’m able to change all the settings of my equipment with a click of the mouse on my computer, or remotely using a desktop connection to control and/or troubleshoot the store from anywhere in the world.

Our attendants also use a personal digital assistant (PDA) to control individual machines and handle any customer issue, plus control the machines for our washdry-fold service.

Instead of having to inspect each machine to ensure everything is functioning properly, I get an e-mail notification should any issues arise.

There are a vast number of things I can do with the software, but most importantly I can make it as simple or as comprehensive as I want.

Harris: I have a busy day job that takes me all over the region, and advanced controls allow me to monitor my machines and quickly adjust vend prices, minimizing time spent managing my fully attended stores.

It also gives me an opportunity to show my customers (Laundromat owners) the many benefits of installing equipment that features advanced technologies.

Increased efficiency, profitability and unparalleled convenience are the key points that intrigue customers and make them want to learn more.

The “Lucky Cycle” feature is also a selling point.

Q: How has the use of an advanced control system impacted your store’s operation?

Harris: I love advanced controls because I can easily and conveniently pull reports on my entire operation while on the go.

They say “time is money,” and it’s true. Knowing that my stores are performing at maximum efficiency, and knowing how each machine is being used when I’m not

Dan Bowe

physically present, is invaluable to me.

Erb: Advanced controls allow my store to run more smoothly because I not only have remote access to equipment, I can get statistics and easily adjust time-of-day pricing on my machines.

I can switch to different cycle programming to tailor my machines based on the type of linen being laundered and its soil level.

For example, we do commercial laundry and work with various clients, including restaurants and salons. Laundering those materials requires different chemical compositions, and because advanced controls allow for customized cycles, we’re able to take on more business.

With advanced controls, I’m able to change the length of the cycle and use programming to add chemicals from the dispenser at different times during the cycle. If I need a longer wash cycle or different agitation requirements, I can do it.

Q: What has the return on your investment been with advanced controls?

Erb: The main benefits advanced controls have afforded me are time savings, less money spent on repairs, and peace of mind.

Time is priceless, and I love the ability to receive automated notifications about my equipment that save time and money when diagnosing a problem.

These notifications and diagnostic reports allow me to make repairs myself because I have a better understanding of what’s going on. In a moment’s notice, I can go online, bring up my store’s information and quickly address any issues that come up.

This is beneficial for me, our customers and attendants.

Harris: For me, the return on investment is time savings and the convenience of quickly making adjustments without having to be on-site.

With the latest technologies, I can automatically turn off my machines at closing, set soap dispensers to flush and change prices on the fly.

Q: Have you seen a savings in your utilities from using advanced controls?

Harris: Absolutely. Because I replaced older equipment with more energy-efficient equipment, it’s easy to compare old utility bills with my current ones to see the savings.

For example, I have split my water bill in half and reduced

gas expenses by 20% in my first store.

State-of-the-art controls have also helped me customize cycles to deliver the best wash using minimal resources, which reduces water and gas usage.

And, because I can pull reports and statistics about machine usage, I can make further adjustments that improve efficiency.

Erb: Yes. In some Laundromats, attendants may have no control over utility function, but in mine they do.

With premier controls, you can set water levels, the length of the cycle and dryer times, including temperature.

We dry items on medium heat because it’s easier on the fabric and uses less energy.

With advanced controls, a store owner can fine-tune their store to optimize utility usage while delivering an optimal wash.

With this technology, we can program equipment much more easily, and we don’t have to restart a load if an issue arises.

Q: Has advanced control technology impacted customer satisfaction?

Erb: Yes, I’ve enhanced customer satisfaction in my store. For instance, if a customer starts the wrong dryer, I can zero it out and

put minutes on another machine so they don’t need to manually move their clothes. This feature helps them get in and out of the store in a timely manner.

Additionally, the “Lucky Cycle” feature allows washers to provide a free wash at set intervals of my choice.

This promotion adds excitement and gives customers the feeling that they are playing the lottery every time they do their laundry.

Harris: Definitely. I provide a great service to the community by offering high-quality Laundromats with new equipment featuring the latest technologies, and I’ve received numerous compliments from customers.

At the end of the day, I have peace of mind that customers will continue to visit my stores and be pleased with their experience.

And, thanks to advanced controls, I am assured my stores are running efficiently and profitably, even from many miles away.

Overall, advanced controls and their many capabilities have exceeded my expectations.

ACO

Dan Bowe is the North American sales manager of Speed Queen’s® Commercial division. For more information, visit www. speedqueen.com/coinop101 or call 1-800-590-8872.

CONGRATULATIONS!

Lori Benson e Towel Guy LLC, Toms River, New Jersey

Heidle Baskin Baskin Laundry LLC, Canton, Texas

ISSLA BILL REPEALS IOWA’S COIN LAUNDRY SALES TAX

A bill sponsored by the Iowa Self-Service Laundry Association (ISSLA) to repeal the existing sales tax on coin-operated laundries passed 50-0 in the Iowa Senate and 76-14 in the House, the ISSLA reports.

Iowa coin laundry operators had been paying nearly 9% of their gross sales each year to meet the state’s sales tax requirement, according to the Coin Laundry Association (CLA). It calls the bill’s passing “one of the largest legislative wins for the self-service laundry industry in years.”

The ISSLA spent about $35,000 over the course of five years to repeal the tax. Similar efforts to keep self-service laundries exempt from sales tax are occurring “more frequently” each year, according to the CLA.

The legislation leaves only three states—Hawaii, New Mexico and West Virginia—that assess sales tax on self-service laundry, the CLA says.

The Iowa bill was signed by Gov. Terry Branstad on June 18.

CONTINENTAL NAMES 2014 VENDED LAUNDRY DISTRIBUTORS OF YEAR

Continental Girbau has named Fowler Equipment Co., Bloomfield, N.J., its 2014 Vended Laundry Distributor of the Year, and Coronet Equipment, Edmonton, Alberta, its 2014 Canadian Distributor of the Year, the company reports.

The awards honor distributorships for their “outstanding sales and distribution” in the vended and on-premise laundry markets.

Fowler is among the largest on-premise, vended and multi-housing laundry equipment distributors in the Mid-Atlantic region, according to Continental.

A 65-year-old company, Fowler is a “consistently high performer and valued partner of Continental,” according to Joel Jorgensen, Continental’s vice president of sales and customer services.

The full-service operation offers technical service and parts, as well as assistance with vended laundry development.

“The people at Fowler develop lifelong friendships with their customers,” says Jorgensen. “It’s no wonder that a large percentage of Fowler’s business comes from vended laundry owners developing multiple stores.”

The company also specializes in vended laun-

dry site analysis, design, construction, training and marketing.

Coronet is a full-service distributorship handling Continental vended and on-premise laundry equipment distribution in Saskatchewan and the Northern Canadian territories.

Coronet also assists in vended laundry site selection, financing, equipment, store layout and management.

“Coronet is a continuously high performer serving a sprawling territory,” says Jorgensen. “The Rosin family works tirelessly to help out customers—developing appealing, productive and profitable vended laundries. They are a great Canadian resource and partner.”

WHIRLPOOL COMPLETES DEAL ACQUIRING AMERICAN DRYER CORP. (ADC) Whirlpool Corp. has completed its acquisition of American Dryer Corp. (ADC). Terms of the transaction were not disclosed.

The acquisition gives Whirlpool’s commercial laundry business “a platform to reach new countries and channels, while building on a strong foundation of industry-leading innovation, quality and service,” the company says.

“Acquiring ADC strengthens our commitment to the commercial laundry industry and is aligned to our objectives of driving growth in adjacent businesses,” says Jeff M. Fettig, Whirlpool chairman and CEO.

“We believe this investment nicely complements our leadership position in the overall laundry category.”

“Our Maytag and Whirlpool brands have a strong heritage in commercial laundry,” says Brett Dibkey, vice president, North American Integrated Business Units. “The addition of ADC is yet another step toward our goal of building the industry’s best, most reliable full line of commercial laundry equipment.”

Whirlpool expects integration activities to occur throughout the balance of this year.

ADC, headquartered in Fall River, Mass., is home to approximately 230 employees, a 300,000-square-foot manufacturing facility and a state-of-the-art engineering and design center.

Whirlpool says ADC’s facility will become a “valuable part of the Whirlpool manufacturing portfolio” that spans 14 locations across North America.

Continental Girbau named Coronet Equipment its 2014 Canadian Distributor of the Year. (From left) Girbau Industrial National Sales Manager Seth Willer, Coronet’s Chase Jackson and Terry Rosin, and Continental President Mike Floyd pose with Coronet’s plaque for its “outstanding sales and distribution” in the vended and on-premise laundry markets.

(From left) Continental Girbau President Mike Floyd; Doug Fowler, Fowler Equipment Co.; and Eddie Ziegler, Continental sales manager, Eastern U.S. and Canada, celebrate the distributorship’s recognition as Continental Girbau’s 2014 Vended Laundry Distributor of the Year. (Photos: Continental Girbau)

The Laundry Café is a chain of vended laundries that works to serve and strengthen inner-city Philadelphia. Laundry owners Tyrone Akins and Brian Holland trust the ESD CyberLaundry System to meet their customers’ payment needs. Rather than using quarters to operate equipment, customers swipe loyalty cards, debit cards and credit cards. It’s simpler for customers to use and greatly benefits Akins and Holland, who can easily manage the system — even when away from their stores!

At ESD, we deliver innovations to simplify laundry management, bolster

loyalty and improve equipment functionality.

Tyrone Akins and Brian Holland Owners, The Laundry Café