American Coin-Op - April 2017

GOIN’ WITH COHEN: LONG NIGHTS IN LONG BEACH

Laurance Cohen visits sunny California and Super Suds, where a turf war between self-service customers and store employees vying for machines while the doors were open led brothers Aaron and Matt Simmons to add a third shift devoted entirely to processing full-service drop-off.

VEGAS VITALS

The Clean Show returns to Las Vegas in June for its 40th anniversary and Matt Poe has pulled out all the stops to produce a “travel guide” for attendees.

COIN-OP 101: HEADING TO CLEAN ’17 IN JUNE? HAVE A PLAN

Jim Hohnstein, owner of distributor Martin-Ray Systems, has attended some 16 Clean Shows during his long career. If you will be attending this year’s event, he has some advice for you, whether you’re a first-timer or a veteran.

GUERRILLA TACTICS IN URBAN MARKETS

Every urban metropolis has a glut of Laundromats, which means that customers have many choices and the competition is fierce, says columnist Howard Scott. To combat this, you must do all you can to retain your existing customer base, and be willing to engage in guerrilla tactics like these to win over area residents.

A CLOSER LOOK 22

Thrill seekers launch from a 12-story platform when they ride the SlotZilla zip-line attraction in Las Vegas.

15,000 CYCLES. THAT’S A LOT OF RELIABILITY.

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VIEWPOINT

STAND UP STRAIGHT

As a young boy, I vaguely remember my father asking me to “stand up straight” in front of a door jamb while he used a pencil to scratch a line just above my head, marking my height.

He wanted to see how fast his son was growing. I’m not sure what he would have done if, the following year, he measured me again and I was shorter

At the very least, he would have known there had been an important change in my physical makeup that probably should be checked. Why? Because he had the data needed to make that comparison.

Benchmarking—comparing your business against certain industry standards, as well as your competitors—is a tried-and-true tool.

But you need solid information to make the exercise worthwhile. Our annual State of the Industry survey provides the kinds of data and statistics that you can use to bolster your operation.

• What percentage of store owners saw their vended business increase last year?

• What are the most common washer and dryer prices being charged today?

• How many operators have purchased or are planning to purchase new equipment this year?

Our analysis revealing the answers to these and many other questions begins on page 6. Sharpen your pencils!

Bruce Beggs Editorial Director

BUYER’S GUIDE CORRECTION

Due to an editor’s error, Quality Fabricators was omitted from the “Products Directory” of the American Coin-Op Buyer’s Guide issue in March.

The firm should have been listed among the companies that offer “Garment Racks” to the industry.

Quality Fabricators, 3240 Heritage Dr. N.W., Ste. B, Kennesaw, GA 30144, may be reached by phone at 770-218-0117 (local) or 877-637-3712 (toll free), or by e-mail at dave@zracks.com (David Battaglia). Its website address is www.zracks.com American Coin-Op regrets the error and apologizes for any inconvenience it may have caused.

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

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

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 $46.00; 2 years $92.00. Foreign, 1 year $109.00; 2 years $218.00. Single copies $9.00 for U.S., $18.00 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 58, number 4. 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, 2017. 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.

www.americancoinop.com

Bruce Beggs

By Bruce Beggs, Editorial Director

Do you wonder how your self-service laundry business measures up to others in the industry? Did you have a “good” year or a “bad” year in 2016? Is your pricing comparable with others?

You can find answers to questions like these and more in the results of American Coin-Op’s annual State of the Industry survey, which offers store owners and operators a valuable opportunity to compare their operation to others in the industry.

This year’s survey focused on 2016-17 business conditions, pricing, equipment, common challenges, turns per day, and utilities cost.

When asked about their 2016 business results, they were given the opportunity to state whether their results were up, down or unchanged. This is a departure from surveys compiled in 2011 and earlier, when respondents were asked only if their business was up or down. Keep this in mind as you’re making comparisons to previous years’ results.

The survey was an unscientific, online poll of American Coin-Op readers who operate stores. Some percentages may not equal 100% due to rounding or other factors.

KNOW YOUR AUDIENCE

Before getting into the dollars and cents, let’s examine the characteristics of those polled and their operations.

Roughly 54% of respondents own just one self-service laundry, while 45.8% are multi-store owners (31.9% of total respondents own two or three stores, 13.9% own four or more stores).

Approximately 40% of respondents own their store space, 48% rent their store space, and the remaining 12.3% say the arrangement varies by property.

Fully attended stores among the audience polled account for 38.4%. Roughly 33% are partially attended. The remaining 28.8% are unattended.

Nearly 92% of laundry owners employ either full- or part-time workers in their stores. Roughly 61% of those respondents have four or more employees, while 29.4% employ two or three. The remaining 10% have only one employee.

On average, responding store owners have 1.3 full-time employees and 6.0 parttime employees (this calculation reflects averages by respondent, not by store).

Roughly 71% of respondents operate coin-only stores, 5.6% operate card-only stores, and 23.6% offer both, according to the survey results.

2016 BUSINESS VS. 2015

For 2016, 61.1% of operators say their overall vended laundry business increased from that of 2015. Specifically, these operators reported an increase in business (gross dollar volume) last year compared to 2015.

In last year’s survey, 71.4% of respondents reported an increase, while 58.8% reported seeing sales growth in the survey prior.

The average 2016 business increase was 11.2%, up from 9.6% in 2015. Other past average business increases were

(Photo: © iStockphoto/Rasica)

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8.9% (2014), 9.6% (2013), 11.7% (2012), 11.5% (2011), 10.8% (2010), 7.9% (2009) and 14% (2008).

Following is a breakdown of 2016 business increases (the figures relate to those reporting increases, not all respondents):

• Operators with a business increase of less than 10%: 52.3%

• Operators with a business increase of 10-14%: 22.7%

• Operators with a business increase of 15% or more: 25.0%

Roughly 22% of operators faced a decrease in business (in gross dollar volume) in 2016, down from approximately 17% in 2015. The percentage was 29% in 2014, 25% in 2013, 30% in 2012, 35% in 2011, 58% in 2010 and 59.8% in 2009.

The average business decrease in 2016 was 9.1%, a sizable drop from 16.3% in 2015. Prior average decreases were 6.6% in 2014, 8.7% in 2013, 9.5% in 2012, 10.2% in 2011, 11.2% in 2010, 13.7% in 2009 and 14.3% in 2008.

Here’s a closer look at 2016 business decreases (again, the figures relate to those reporting decreases, not to all respondents):

• Operators with a reduction of less than 10%: 62.5%

• Operators with a reduction of 10-14%: 6.3%

• Operators with a reduction of 15% or more: 31.3%

About 18% of respondents say 2016 business was unchanged compared to 2015 business.

These figures continue to reflect a strong

industry, on average. While the percentage of respondents reporting an overall increase in business in 2016 was about 10 points lower than last year’s survey, the average business increase was greater than the previous year’s for the second straight year.

And while the share of responding operators who saw 2016 business decline was about 6 points higher than 2015’s accounting, the average business decrease in 2016 of 9.1% was significantly less than the 16.3% reported in 2015.

DROP-OFF DIRECTION

Drop-off service—making the most of customers’ desire for convenience—ticked upward again. Roughly 61% of operators reported that drop-off service business (in gross dollar volume) increased for them in 2016, compared to 52% in 2015 and 18% in 2014.

The average increase in drop-off service business last year was 18%, up from 2015’s 13.7% and 2014’s 12.3%.

Just 6.5% of respondents saw a decrease in drop-off business, which is 8.5 percentage points lower than 2015’s 15% and 20.5 points lower than 2014’s 27%.

The average decline in drop-off service business in 2016 was 15%, compared to 16% in 2015. Previous average declines were 11.3% in 2014, 9.0% in 2013, 18.1% in 2012 and again in 2011, 18.8% in 2010, and 24.2% in 2009.

Roughly 35% of respondents say their 2016 drop-off business was unchanged from the previous year. That’s compared to 36% for 2015 and approximately 55% for 2014.

DROP-OFF PRICING

Current drop-off pricing (in dollars per pound) ranges between 80 cents and $1.85, based on the survey responses.

Following is a breakdown of the most popular drop-off service prices (per pound), followed by the percentage of operators who use them:

1. $1.25 (32.5%)

2. $1 (25%)

3. (tie) Multiple prices between 95 cents and $1.50 (5% each)

Overall prices for drop-off service remain consistent with previous years’ figures. In total, 14 different drop-off prices were reported in this year’s survey.

Roughly 55% of operators who took the annual survey offer drop-off service,

compared to the approximately 51% who responded to last year’s poll.

GONE COMMERCIAL

Among store owners who offer commercial laundry services, 46% reported that business (in gross dollar volume) increased for them in 2016. The average increase was 20.1%.

About 11% of respondents saw a decrease in this category. The average drop in business was 25.5%.

Roughly 43% of respondents say their 2016 commercial laundry business was unchanged from the previous year.

VENDING VERDICT

Vending sales business (in gross dollar volume) for 2016 ticked slightly downward when compared to 2015 reporting. Approximately 38% of respondents reported their sales increased in 2016, which matches the percentage of respondents in this group for 2015. But 19% reported a decline in vending sales business for 2016, compared to 10% for 2015. Operators reporting no change in vending sales for 2016 accounted for 44.8% of respondents, compared to 52.5% in the prior year’s survey.

The average vending sales increase was 11.9%, down slightly from 2015 (11.2%). The average decrease in 2016 was 10.3%, compared to 15.5% reported for 2015.

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how much they charge for a variety of washes.

Approximately 71% of operators offer top loaders at their store(s). The price range for a top-load wash is $1.25 to $3.50.

Here are the most popular top-load prices, followed by the percentage of respondents using them:

1. $2 (34.6%)

2. $2.50 (15.4%)

3. $2.75 (13.5%)

Prices for a top loader are fairly similar to most popular prices last year, as the $2 price is once again the most popular for a top-load wash. The price of $2.50 moved up one spot, from No. 3 to No. 2. The price of $2.75, which was not among the most popular prices reported last year, is now No. 3.

The most popular prices for some of the small front loaders are:

• 18 pounds: $2.50

• 20 pounds: $2.50

• 25 pounds: $3

The lowest price reported in this group is $2 (18-pound washer) while the highest price is $5 (25-pound washer).

The price range for a 30-pound wash is $2.75 to $5.50. Following are the most popular 30-pound prices, along with the percentages of operators who use them:

1. $3.50 or $4 (tie, 26.2% each)

3. $4.25 (9.5%)

The price range for a 35-pound wash is $3.25 to $5.50. Following are the most popular 35-pound prices, along with the percentages of operators who use them:

1. $4 or $4.25 (tie, 24% each)

3. $3.75 (16%)

Of all the washer capacities, the 40-pounder has the broadest range of

pricing, with 15 different base prices listed by respondents. The price range is $3.50 to $7.25. Following are the most popular 40-pound prices, along with the percentages of operators who use them:

1. $5 (14.9%)

2. $4 or $4.50 (tie, 12.8%)

Operators who responded to the survey charge a variety of prices for a 50-pound wash. The most popular is a tie between $5.50 and $6, with each amount being charged by 25.9% of respondents. The price range for this grouping is $4 to $7.

Prices for a 55-pound wash currently range from $5 to $9.

The most popular price for a 60-pound wash is $6.50, so there’s been no change there in the last two years. Other popular choices among the respondents are $5, $6 and $8.

Prices charged by operators for a 75-pound wash today range from as low as $7 to as high as $12. There is no clear No. 1 choice among this year’s respondents.

The most popular price for an 80-pound wash is $8.50, followed by $8, then a tie between $7.50 and $8.25. Prices charged by operators today range from as low as $6.50 to as high as $10.40.

Other wash prices reported were $7.50 and $10 for a 100-pound wash.

Operators who respond to our survey vary year to year, which may be reflected in the variety of prices reported.

Respondents were asked to provide prices for front-loaders of 14 different capacities. However, no prices were logged for 125- or 150-pound washes.

DRYER PRICES

Operators were asked to provide their current prices for their dryers as “25 cents for X minutes.” As in previous years, a variety of responses was reported.

Most popular among this year’s respondents—at 29.2%—is 25 cents for 6 minutes. Close behind is 25-for-7 (21.5%). The 25-for-10 price that tied with 25-for-7 for most popular in last year’s survey was reported by just 3% of respondents this year.

Other popular prices this year are 25-for5 and 25-for-8.

CHARGING MORE?

American Coin-Op asked respondents if they have already raised washer and/or dryer prices in 2017, or if they plan to do so before the end of the year.

Regarding washer prices, the majority of respondents (63%) say they have already raised prices, or intend to do so, by the end of the year. Slightly more than 27% say they have no such plans, and the remaining 9.6% are undecided.

Regarding their decision to raise washer prices, many operators say they implemented the increase to cope with higher utilities cost, particularly water. Others say it was done after they had upgraded equipment.

Regarding dryer prices, more than 71% of respondents say they have not raised prices, nor do they plan to do so by the end of the year. Roughly 12% say they have such plans, and the remaining 16.4% are undecided.

PURCHASED IN 2016

Sixty-three percent of respondents purchased at least one piece of equipment (washer, dryer, water heater, vending machine or other) in 2016, up from last year’s 58%.

Following is a breakdown of 2016 purchases. (Editor’s note: Percentages do not total 100% because some buyers purchased equipment in multiple equipment categories.):

• 12.3% of respondents purchased at least one top loader. The average purchase was 10.9 machines.

• 45.2% of respondents purchased at least one front loader. The average purchase was 13.3 machines. ▼

• 24.7% of respondents purchased at least one dryer (regular or stack). The average purchase was 12.7 machines.

• 20.5% of respondents purchased a water heater.

• 17.8% of respondents purchased a vending machine (9.6%) or “other” type of equipment (8.2%), like bill changers or payment systems.

2017 SHOPPING LIST

Operators were asked if they purchased, or plan to purchase, new equipment this year.

Roughly 38% of respondents plan to add some type of equipment (washer, dryer, water heater, vending machine or other) to their mix, or have already done so, in 2017. By comparison, in last year’s survey, approximately 51% had added equipment during the year or planned to do so. Following is a breakdown of purchases

operators have already made in 2017, or plan to make by the end of the year. (Editor’s note: Percentages do not total 100% because some buyers purchased/plan to purchase equipment in multiple equipment categories.):

• 6.8% of respondents have purchased, or plan to purchase, a new top loader this year. The average purchase is (or will be) 6.5 machines. (Editor’s note: This calculation does not include a 400-machine purchase by a large chain of stores, which would push the average purchase to 85.2 machines.)

• 28.8% of respondents have purchased, or plan to purchase, a new front loader this year. The average purchase is (or will be) 10.3 machines.

• 15.1% of respondents have purchased, or plan to purchase, a new dryer this year. The average purchase is (or will be) 11.3 machines.

BIGGEST CHALLENGES

What do you think are the biggest challenges facing your self-service laundry? In the annual survey, American Coin-Op provided a list of eight, plus the opportunity to write in “other” choices, and asked operators to select all that they thought applied.

Here are the results (remember, respondents could pick any or all from the list):

1. High cost of utilities (68.5%)

2. Labor costs, and finding/keeping good employees (tie: 35.6%)

4. Rental costs (31.5%)

5. Maintenance costs (28.8%)

6. Equipment abuse/vandalism (23.3%)

7. Too much competition (20.6%)

8. Other (15.1%); marketing, security, and time management were mentioned.

9. Poor industry image (11.0%)

TURNS PER DAY

Turns per day refers to the number of cycles (turns) that each of a store’s machines completes each day. For each machine class (top loader or front loader), you can calculate it using total cycles for a one-week period divided by the total number of machines in the class, then dividing that number by seven.

Currently, the average turns per day for top loaders amongst respondents is 3.6, down slightly from last year’s survey (3.8). For front loaders, the number is 3.8, also down from last year’s survey (4.1).

UTILITIES COST

Operators were asked about their 2016 utilities cost (as a percentage of gross). The responses ranged from 8% to 36%. Collectively, they paid an average of 21.7% (as a percentage of gross), down slightly from 20.2% last year.

There was a tie for the most common individual response: 25% or 30% (last year’s most common was 20%). Whereas nearly 63% of respondents reported a utilities cost of 20% or less last year, just 38.4% reported the same this year.

Utilities account for many operators’ largest store expense; 77.8% of respondents place it either first or second on their list of five common expenses (rent, utilities, payroll, insurance, and loan payment on new equipment). Meanwhile, insurance is the smallest store expense, numbered four or five on the list by 76% of those polled.

FORECAST FOR 2017

More than 65% of respondents are optimistic that their 2017 total business will be better than 2016’s. Roughly 30% expect business to be about the same, while just over 4% say it will not perform as well in 2017 as it did in 2016. ACO

Iby Laurance C ohen

t’s approaching 10 o’clock on a moonlit Wednesday evening and business is winding down at Long Beach’s coin-ops. But in the 200 block of Alamitos Avenue, they’re ready to burn the midnight oil. Welcome to the Super Suds Laundromat, where an overnight shift handles the extra load brought on by a digital shift.

As the last patron departs, 15-year veteran employee Marta Mendoza puts the finishing touches to the last of the 212 pounds of wash-dry-fold she completed that day. Co-worker Heather Padilla is busy mopping up a rear aisle. Meanwhile, over at the nearby customer service station, a fresh urn of coffee is being put on. Malena Juarez, Gloria Ortiz and Yesenia Sierra emerge from the storage area wheel-

Long Nights in Long Beach

ing out carts laden with bundles. They’re set to commence an overnight ritual that will culminate just before dawn with hundreds of pounds of freshly laundered items ready to be retrieved or delivered.

With the doors locked and the aisles free of customers, entire rows are commandeered, gloves donned, dual-denomination tokens readied, and the triggers pulled on an arsenal of pre-treatment sprays.

Erasable marker signs with magnetic backing are slapped on washers and coded to ensure the laundresses know when one order ends and another begins. And because each is processed individually — not batched — there’s a lot of iron needed on the floor. That’s not an issue for this mammoth, 8,000-square-foot venue boasting a ton of wash-and-dry capacity spread amongst 83 front loaders and 101 tumbler pockets.

I was invited to stop back on Saturday night for the real fiesta, when a full crew of five livens up the graveyard shift by cranking up the music and transforms the 1,200 pounds of fluff ’n fold into dance ’n fold.

ENDING THE WALK-IN/WDF TURF WAR

The need to run loads in the wee hours began a couple of years back when the volume of incoming drop-off and commercial bundles ramped up dramatically, setting off a turf war between self-service customers and Super Suds employees vying for machines during the 16-hour window when the doors were open.

Frustrated patrons took matters into their own hands by pulling out ticketed loads at the end of their cycle, resulting in mix-ups, missing garments, and a disruption to wash-dry-fold productivity.

Addressing the competition for machines was just one of many challenges facing Aaron Simmons, who six years ago brought his computer information systems background to the family business he’s now charged with.

When the then-39-year-old arrived on the scene, it was largely a do-it-yourself affair at the front of the house. Today, it’s the baskets of drop-off coming through the door and cartfuls of laundry picked up from residential and commercial accounts in a swath of the Southland that has the back of the house overtaking the revenue stream of what was always a thriving selfservice trade.

Twenty-one years ago, when Sanford and Linda Simmons transformed a nearly block-long structure housing their real estate brokerage firm to launch Super Suds, demand for full-service drop-off was sporadic, contributing a modest $10,000 to the annual revenue stream.

Digital shift calls for adding third shift at California’s Super Suds

The Simmons brothers — Matt (left) and Aaron (right) — flank Super Suds Laundromat staff member Gabriela Arellano among freshly laundered orders awaiting customer pickup or delivery. (Photos: Laurance Cohen)

GOIN’ WITH COHEN

The bread-and-butter remained up front where the expansive frontage along Alamitos and ample rear parking lent itself to multiple entry points for customers to avail themselves of a series of back-to-back washer rows and a U-shaped perimeter of dryer tumblers. The equipment is complemented by a children’s play area, overhead TVs, centralized vending and changemaking, and even a glass-enclosed exhibit of antique laundry implements.

A loyal wash-dry-fold following grew as word-of-mouth spread of a quality finished product, translating into annual sales of $75,000 by the time Aaron came on board in 2010. When he took the laundry to the Internet, the initial launch and relaunch of the website generated more new business at the counter than at the machines, with drop-off revenue hitting $90,000 in 2011 and breaking six figures with $120,000 in 2013, the operator reports.

The healthy bumps motivated him to collaborate three years ago with Virginia Beach, Va.-based Marathon Consulting to refine Super Suds’ online presence with a responsive website that was search engineoptimized, plus commit to budgeting up to $1,400 per month toward digital marketing. During that brief time span, Aaron notes, attendant-processed laundry grew 280%, tallying $335,000 in 2016 with “no sign of slowing down.”

Among those who have witnessed the

surge in activity is Mary Miller who, along with Luis Estrada, were hired two decades ago and serve in key capacities.

“Our fluff-and-fold (service) was growing and now it has just exploded,” Miller says. “Aaron has taken this business to a new level.”

While shifting a majority of the laborintensive bundle processing to overnights cleared up aisle congestion, a more daunting task laid ahead in the back room. Simmons still faced the shortcomings of a burgeoning laundering service that relied on an archaic system of handwritten forms, spreadsheets with tracking data that was input manually, and disheveled shelving.

Pen ’n paper was not the ticket for fluff ’n fold as customer contacts and special laundering instructions frequently needed deciphering, payment logs were occasionally incomplete, and queuing up orders for prioritization required hand-sorting. Perhaps the most embarrassing was when a finished order was lost in the shuffle and the customer had to join the search.

“When you’re only doing a couple hundred pounds a day, it’s really easy to find orders and not make mistakes,” Simmons says. “It’s really easy if you’re only helping one customer every few hours dropping off or picking up. It’s when you’re growing the business and pushing it that you realize it’s a process, a service.

“Customers expect a higher level of service because they’re paying good money to have us do their laundry. This is now a whole different business than self-service. You’d depend on the employee doing everything perfect for it to work without mistakes, and that didn’t happen.”

Something little, like clear labeling of storage shelving, just needed tweaking. But as he watched the trending exponential growth, Simmons says a complete overhaul from scribbling on a three-part ticket to a world of tapping keyboards and tablets was in order.

“As we got busier, it wasn’t just one person standing at the window; now we’ve got two, three, four people either waiting to drop off or pick up,” he explains, “so we needed a way to quickly process multiple customers.”

EYES OPEN TO NEW-CUSTOMER ACQUISTION

Last year, Simmons’ younger brother, Matt, himself a seasoned systems consultant, joined his sibling to develop a pointof-sale and integrated process management system and turned their high-volume ▼

With the front door locked, attendant Gloria Ortiz has plenty of working room to process the first of several customer loads she will tackle at night.

Overnight shift staff member Malena Juarez sorts dropoff laundry into washers tagged for identification with magnetic erasable marker signs as co-workers Gloria Ortiz (center) and Yesenia Sierra prepare a bedding order down the aisle.

Driver Steve Harris carts in bundles picked up from customers taking advantage of Super Suds’ newly launched on-demand service.

GOIN’ WITH COHEN

Long Beach venue into a proving ground.

The software package streamlines the transaction experience between the patron and Super Suds, as well as the logistics from when a bundle is handed over until it is returned. With a few keystrokes by personnel at weigh-in, customer data and laundering preferences are retrieved, load weight automatically recorded, payment method confirmed, and a ticket generated. Employees tap, rather than write, either at the main workstation or on handheld tablets as orders make their way out of the back room to processing, and back again to a designated bin upon completion.

The brothers also track ticket trends through the software, affording them snapshots of new-customer acquisition: “We were blind before, and now we can see it immediately,” Matt points out.

The most recent system data reveals that Super Suds is acquiring an average of 102 new customer names per month, with nearly eight out of 10 walking through the door to drop off orders at an average $33.57 per transaction. For pickup and delivery — which is still in its infancy — bundles are nearly $25 higher, averaging $58.17.

Matt says annual revenue per patron — averaging $243.07 for walk-in counter trade and $456.52 for delivery accounts — is a better gauge.

“The acquisition costs for pickup-and-

delivery customers is higher, but they’re worth almost twice,” he explains. “When you’re doing online advertising and you bring in four or five new pickup-anddelivery customers, you just picked up thousands of dollars. It’s important to look at the annual value of each customer; if you look at the monthly (revenue), it doesn’t make sense.”

Counter service rates are $1.40 per pound for one-day turnaround with a 10-pound minimum and a 35-cent per pound upcharge for same-day service. On-demand pickup and next-day delivery service — which runs north to Redondo Beach, east to Cerritos and south to Huntington Beach — mirrors the $1.40 price, but carries a $30 minimum.

The evolving digital shift in a full-service transaction — with its emphasis on automation and parallels to the purist self-service laundry model — was not lost on Matt Simmons, who is focusing on enhancing the experience of pickup-and-delivery clientele.

“If you have to call Amazon, then Amazon failed you. With our system, we wanted customers to help themselves and, ultimately, that’s the world we live in. We wanted the laundry process to be the same way,” Simmons says.

“The conversion rate suffers when a customer has to go from the website or go from their phone and make a phone call. Now you’re relying on the attendant to answer the phone to be able to fill the order and convert that into a sale. If it’s easy for the customer to go online and get all the information and place the order, we expect our conversion rate to increase.”

Aaron Simmons admits he had trepidations that his team — both at the counter and in production — would embrace the move from old-school to high-tech. He credits proper training of the intuitive software, an emphasis on employee and patron benefits, and familiarity with smartphones and tablets for a smooth transition.

With more and more loads coming into the store on foot and by van, he maintains a 200-pound production level per nightshift staffer to ensure quality control, while noting that members of the daytime team are often called upon to process multiple orders in addition to other duties.

The third-shift employees handle no cash; all 184 machines are activated with two denominations of tokens. Aaron Simmons reports that other than one isolated “flasher” incident outside the premises, no issues

have arisen late at night.

As the 25-year-old Padilla takes a breather from her mopping, I ask what’s her take on all the changes at Super Suds. She says working third shift alongside her coworkers last year gave her a jump start on the ins-and-outs of the new system that she describes as “not complicated to use.”

And while Padilla says the overnight camaraderie was enjoyable and “lots of coffee and turning up the music” helped make processing even a bagful of baby clothes not such a chore, she prefers keeping the laundry tidy and caring for customers during the early evening and heading home at closing time.

“They do laundry, and I get to sleep during the night.” ACO

Laurance Cohen crisscrosses the country seeking out the most unique vended laundries. He served as American Coin-Op editor in the early 1990s and currently operates Laundry Marketing Concepts based in Hallandale Beach, Fla. He can be reached at goinwithcohen@outlook.com.

Carts piled with orders await to be pulled for processing during the graveyard shift at the Super Suds Laundromat in Long Beach.

Mary Miller prepares to log in a new drop-off order at the customer service station using the new point-of-sale and integrated process management system developed by brothers Aaron and Matt Simmons.

Super Suds Laundromat boasts 1 ton of wash-and-dry capacity spread among 83 front loaders and 101 tumbler pockets.

Vitals Vegas

THE INS AND OUTS OF GETTING AROUND, EXPERIENCING CLEAN ’17 HOST CITY

by Matt Poe

It’s been six years since the World Educational Congress for Laundering and Drycleaning—better known as the Clean Show—has taken place in Las Vegas.

Clean ’17 takes over the “City of Lights” Monday-Thursday, June 5-8, for its 40th anniversary.

Once again, the Las Vegas Convention Center will house the show, but this being Vegas, attendees will want to make the most of their time off the trade show floor.

American Coin-Op reached out to the Las Vegas Convention and Visitors Authority (LVCVA) and to Clean Show management company Riddle & Associates to put together a Las Vegas “travel guide” for attendees.

From classic Vegas attractions to new entertainment options, attendees will be sure to have the trade show experience of a lifetime.

GETTING AROUND

First off, attendees need to get from McCarran International Airport to their hotels. Riddle says they can catch a taxi or a transportation shuttle. In addition, LASxpress is an airport shuttle service that can guarantee easy and fast transfer to and

from your hotel and the airport.

Once on the Strip or downtown, Clean Show attendees who have been to the show in Vegas before know that it isn’t as short and easy as it seems to walk the area. (And let’s not forget that the daytime temperature in early June could exceed 90.)

On show days, Riddle says the Clean Show will provide a complimentary shuttle between most official hotels and the Convention Center. The shuttle will run approximately every 15 to 20 minutes. It

will begin service at 7 a.m. on opening day (7:30 a.m. on remaining show days) and runs to 11:30 a.m. In the afternoon, it will run from 3 p.m. to 6:30 p.m. Monday and Wednesday, to 6 p.m. on Tuesday, and 1 p.m. to 4 p.m. on Thursday.

After the show closes each day, it makes sense to take advantage of the city’s transportation options to save time and wearand-tear on the feet.

According to the LVCVA, taxis are the main form of transportation used

The Clean Show takes over the “City of Lights” June 5-8 for its 40th anniversary. (Photo: Brian Jones/Las Vegas News Bureau)

Las Vegas Monorail trains arrive every 4-8 minutes at seven stations along the famous Strip. The Monorail has several fare types ranging from a single ride to a multi-day pass. (Photo: Brian Jones/Las Vegas News Bureau)

throughout Las Vegas. There is an abundance of them all over the city and, most likely, a few waiting within a taxi line at a hotel during all hours of the day and night.

One item of importance to note: Visitors aren’t allowed to hail a taxi from the street. There are certain areas for taxi pickups at hotels. Just look for the taxi line sign, usually near valet.

Uber and Lyft are also ways to get around the city. For those unfamiliar with these options, they’re ride-sharing services where a driver will pick up riders in their personal car and transport them to their destinations.

The LVCVA recommends using ride sharing off the Strip, not while at a hotel property or looking to get to the Strip. Also, it recommends being aware of when “surge pricing” is in effect. A rider could end up paying $100 for a trip that could have cost $30 to $50.

Another option for getting around the Strip is the Las Vegas Monorail. It stops at seven locations: MGM Grand, Bally’s/ Paris, Flamingo/Caesars Palace, Harrah’s/ The LINQ, the Las Vegas Convention Center, Westgate and SLS Las Vegas.

The LVCVA says the Monorail is a good option for attendees of Clean at the Las Vegas Convention Center. The Monorail also offers free shuttle rides at various offthe-Strip hotels. It has options for single rides, a day pass, and passes ranging from two to seven days. However, the Monorail does not run all night.

The Deuce is the name of Las Vegas’ public transportation that’s operated by the Regional Transportation Committee, according to the LVCVA. The bus runs

throughout town, and there are two routes to take specifically for the Strip and Downtown. These are Deuce on the Strip, which will stop at about every property on the Strip, and SDX Strip & Downtown Express, which stops at about half the stops as the other route.

FOOD

Once the day is done on the floor, Clean Show attendees will most likely want to grab a bite to eat. Of course, Vegas has something for every taste— and every budget.

The LVCVA says that new restaurants open just about every month. Eateries that have recently opened include Eggslut at The Cosmopolitan of Las Vegas, which includes comfort food and innovative eats. These range from the Bacon, Egg & Cheese Sandwich to the Gaucho Sandwich, which includes seared Wagyu tri-tip steak, chimichurri, red onions and seasoned arugula topped with an overmedium egg in a warm brioche bun.

Another, internationally renowned MR CHOW, is now open inside Caesars Palace. The restaurant features signature dishes such as chicken satay, green prawns, handmade pulled noodles and Beijing duck.

Chef Bradley Manchester recently debuted Glutton in downtown Las Vegas. It features an eclectic menu of New American cuisine for lunch and dinner daily. Located on Carson Avenue, across 7th Street from

Downtown Container Park, Glutton showcases savory meats, locally sourced produce, housemade pastas, and seafood from the Pacific Northwest.

Of course, being Vegas, buffets are big for dining. The LVCVA says The Buffet at Wynn Las Vegas debuted a new concept, elevating the traditional buffet with additional unique dishes, a more intimate atmosphere and state-of-the-art technology in both the kitchen and dining room.

Riddle says that each Clean ’17 official hotel boasts its own restaurants and food courts. Most hotels have at least one exceptional dining facility on-site.

For instance, Caesars Palace has six upscale restaurants in addition to a buffet, eight casual dining eateries and a food court. MGM Grand features 13 elitechef restaurants, including Emeril’s and Wolfgang Puck Bar & Grill.

ENTERTAINMENT

Attendees won’t be lacking for something to do once the trade show floor closes. Las Vegas is known as the “Entertainment Capital of the World,” so there are many concerts and shows to enjoy.

The LVCVA says that one of the newest shows on the Strip is BAZ - Star Crossed Love at the Palazzo Theatre. This newgeneration cabaret is a high-energy movie-

Thrill seekers launch from a 12-story platform when they ride the SlotZilla zip-line attraction. (Photo: Brian Jones/Las Vegas News Bureau)

Tiger shrimp with roasted corn tamales, spice-rubbed pork tenderloin and lobster tacos are some of the specialties at Chef Bobby Flay’s Mesa Grill in Caesars Palace. (Photo: Darrin Bush/Las Vegas News Bureau)

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CyberWashTM Synergy TM and CyberLaundry TM

Mobile App.

Payment Systems

CyberWashTM : Mag Stripe, self contained, choose from a variety of VTM’sTM can accept Loyalty cards, Credit/ Debit cards (at the VTM TM ); and EBT. Accepts credit, pin based debit and EBT at the VTM TM .

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CrossLink TM : card swipe, allowing you to keep Coins and add the ability to accept credit/debit cards on some or all of your washers and dryers.

SmartLink TM : stand alone smart card reader that installs on individual washers and dryers and accepts a smart card or a credit/debit/EBT card. Easy installation, no drilling required. Can be installed in a variety of ways.

Mobile App: The ESD Mobile App gives you the ability to use your phone to start washers and dryers. Which one is right for you?

To learn more about ESD Payment Systems contact your local ESD distributor or ESD sales representative.

music mash-up of the world’s most iconic love stories, as imagined by famed film visionary Baz Luhrmann.

Inspired by Luhrmann’s signature take on Romeo + Juliet, Moulin Rouge, The Great Gatsby and Strictly Ballroom, LVCVA says this theatrical concert features soul-stirring and stunning performances from an ensemble cast and band.

Riddle says attendees have many concerts and shows to look forward to while attending Clean. Jennifer Lopez will be at Planet Hollywood June 7–10. David Copperfield is at MGM June 4–10. Terry Fator, winner of America’s Got Talent, does his celebrity singing impersonations and unparalleled ventriloquism at the Mirage nightly Monday–Thursday.

For spectacular productions, Cirque du Soleil offers seven shows around town, all of which are well worth seeing, according to Riddle. And the Blue Man Group has one of the best-selling shows in Las Vegas, running Monday–Sunday at the Luxor.

Or, maybe after a day on the trade show floor, attendees will be looking for a laugh. The LVCVA says there are many comedians and venues for chuckles and belly laughs.

Carrot Top, part prop comic with his 35 trunks chock-full of his latest ingenious inventions and part ringmaster of a spectacle of lights, lasers, pyrotechnics, loud music and outstanding humor, takes audiences on a wild 90-minute ride during his show at Luxor Hotel & Casino, according to the LVCVA. Comedy-magician Mac King has brought The Mac King Comedy

For Your Comfort

Riddle & Associates has assembled the following tips to make a Clean ’17 attendee’s Las Vegas experience positive from the trade show floor to the gaming floor:

• High temperatures and scorching sunshine are the Las Vegas norm in June. During the day, stay cool on the exhibit floor, and enjoy the city lights after the sun goes down and the temperatures begin to drop a bit.

• Be sure to bring good-quality, comfortable walking shoes and light clothing (both business and casual). Vegas is no place for high heels, especially on the trade show floor where you will do lots of walking at the Convention

Magic Show to the Las Vegas Strip for a historic 17-year run at Harrah’s Las Vegas.

Comedy clubs include Brad Garrett’s Comedy Club at the MGM Grand Hotel & Casino, the Laugh Factory at the Tropicana Las Vegas, and Aces of Comedy at the Mirage Hotel & Casino.

SEE & DO

If Clean Show attendees want to be a bit more active in the evening, or if they have some free time during the day, Vegas boasts fun activities and interesting museums.

Downtown’s famous casino-lined Fremont Street has been converted into a 175,700-square-foot pedestrian area

Center. Walking one city block might equate to one-half mile.

• Bottled water is valuable during the long, hot days to stay hydrated. Avoid overpaying for water at the hotel by going to a convenience store or grocery store.

• If you are sensitive to cigarette smoke, be cautious about standing or walking through the casinos. Although many restaurants do not allow smoking on the premises, smoking in casinos is allowed.

• Casinos can be noisy with bells and whistles on each machine and shouts from lucky winners. If you prefer a quieter gaming experience, the card tables are a bit quieter than slot machines. ACO

covered by the Viva Vision canopy, the world’s largest graphic display system, says the LVCVA. Called the Fremont Street Experience, this canopy showcases spectacular light and sound shows every hour on the hour during the evenings.

Clean Show attendees looking for thrills of a different nature can ride “SlotZilla,” the world’s most unique zip-line attraction, according to the LVCVA, featuring the 850-foot zip line and the 1,750-foot Zoomline, as people launch from a 12-story slot-machine-themed takeoff platform to fly under the Viva Vision canopy.

For more rides, the Stratosphere Casino, Hotel & Tower has four of the world’s highest rides located 100 stories above the ground, according to the LVCVA.

SkyJump is a “controlled free fall” in which participants plummet 855 feet at a speed of up to 40 miles per hour. X-Scream teeters riders over the edge of the tower 900 feet above the ground, 30 feet over the edge of the building, at 33 miles per hour.

Big Shot is a thrill ride that shoots adrenaline seekers 160 feet into the air at 4 Gs before letting them free-fall back to the launching pad. Insanity is an appropriately named, dizzying, spinning ride that dangles passengers over the edge of the tower before whirling them around at speeds approaching 40 miles per hour.

For a less heart-pounding ride, the LVCVA recommends the High Roller, the tallest observation wheel in the world at an impressive 550 feet, at The LINQ ▼

Insanity dangles riders over the edge of the Stratosphere Casino, Hotel & Tower. It’s one of the world’s highest amusement rides, located 100 stories above the ground. (Photo: Brian Jones/Las Vegas News Bureau)

Promenade. It towers above outdoor dining, entertainment and retail district by Caesars Entertainment and provides spectacular views of the Las Vegas Strip and Valley.

An alternative entertainment option to shows and concerts, rides and, of course, gaming, are the many museums available throughout the city, Riddle notes. Madame Tussauds Celebrity Wax Museum is located at the Venetian, where attendees can take photos, interact with favorite celebrities and enjoy a 4D short film experience.

Other museums the LVCVA notes include the Neon Museum and The Mob Museum. The Neon Museum exhibits icon-

Day Trip Experiences

Since a trip to Las Vegas may be a rare occurrence for some Clean Show attendees, maybe they’ll come early or stay a day longer. Show management Riddle & Associates has identified several day-trip options that range from seeing the sights to exhilarating adventures.

Adventurous types or nature enthusiasts will find many options near Las Vegas. Mount Charleston and Red Rock Canyon, Hoover Dam, Lake Mead, Valley of Fire State Park and the Mojave National Preserve are just a few of the attractions close to the city

of Vegas.

For a quick day trip, visit the natural wonders of the Grand Canyon and Death Valley.

ic Las Vegas signs and is available through an hour-long guided tour that is available seven days a week.

The National Museum of Organized Crime and Law Enforcement, better known as The Mob Museum, is dedicated to telling the thrilling story of the downfall of organized crime led by law enforcement. True stories of the mob’s history are brought to life via engaging exhibits, high-tech theater presentations and more than 600 artifacts.

For no-cost entertainment, Riddle says that Clean Show attendees only need to take a stroll down The Strip. In addition to great people-watching, enjoy the volcano show at the entrance of the Mirage

(7 p.m. and 8 p.m.), talking Roman statues and changing lighting at Caesars Forum, a beautiful water show at Bellagio (between 3 p.m. and midnight), a harbor rainstorm at the Miracle Mile Mall, and many more street concerts and performances.

SHOPPING

It seems like most trade show attendees want to at least buy a little something when they’re in Vegas, and the city doesn’t disappoint with its shopping options.

According to the LVCVA, one of the most recent shopping options to open is the Grand Bazaar Shops outside of Bally’s Las Vegas. Modeled after the famed Grand Bazaar in Istanbul, this two-acre outdoor walking mall invites shoppers to stroll under the brightly tiled roof as they visit more than 80 boutique retail spaces, including a Swarovski store where customers can haggle over crystals, as well as experience a nightly light show featuring a 4,000-pound crystal in front of the store.

Riddle notes that Las Vegas has several shopping centers to take attendees out of the heat. Many shopping venues are intricately built to replicate some of the best marketplaces in the world. Browse the stores of Paris, Rome, New York, Cairo, Venice and South Pacific all in one trip.

The Forum Shops at Caesars has more than 100 stores and 11 restaurants with an impressive collection of premium chic designer shops. Rue de las Paris, a collection of cobblestone streets and alleys, houses a promenade with numerous French shops and boutiques.

The Venetian has the Grand Canal Shops, reminiscent of the famous Grand Canal waterway in Venice, Italy. Browsers at the Miracle Mile Shops at Planet Hollywood will find 200-plus reasonably priced specialty stores and restaurants in the swanky Los Angeles-themed mall.

For just a simple mall experience, Fashion Show Mall houses 140 stores, including those usually found in a typical upscale mall.

Of course, there is much more to see and do in Las Vegas. These ideas are just the tip of the iceberg for Clean Show attendees to make the most of their time in the “City of Lights” and the “Entertainment Capital of the World.”

ACO

Matt Poe is editor of American Laundry News, a sister publication to American Coin-Op

lights

Popular cities to visit within a few hours’ drive are Lake Tahoe, Los Angeles, San Francisco and Palm Springs. ACO

Valley of Fire State Park is known for its 40,000 acres of bright red Aztec sandstone outcrops nestled in gray and tan limestone.

(Photo: Sam Morris/Las Vegas News Bureau)

Downtown’s famous casino-lined Fremont Street has been converted into a 175,700-square-foot pedestrian area covered by the Viva Vision canopy, the world’s largest graphic display system. (Photo: Brian Jones/Las Vegas News Bureau)

HEADING TO CLEAN ’17 IN JUNE? HAVE A PLAN

Most all of us in this industry love technology. Each day, I get to see this firsthand in the new investors and vended laundry owners I work with. Networking, live machine data reports at your fingertips on a mobile device, and cashless payment systems, these are all technologies that are simplifying business management and are sought after by the entrepreneurs I deal with.

Now, Clean Show is almost upon us, and the latest and greatest in laundry technology will be rolled out in one grand event. Take it from someone who has attended some 16 Clean Shows, the sheer volume of new products and technology to take in can be daunting, if not just plain overwhelming. My advice? Have a plan.

I bring my entire sales staff to the event to collectively increase our learning about the industry and new products. But we definitely have a plan. On day one, I’ll walk the show and take it all in, carefully noting booths, products, and new technologies that may make a difference for our clients.

The next day, I’ll lead the sales team through the show, highlighting those key stops from my pre-walk. By doing things methodically, I have filtered the show down to highlights and ensured that, by walking through these highlights together as a group, we are all hearing the same story. As a result, we will speak that common message to our customers.

TIPS FOR NEW INVESTORS, FIRST-TIMERS

If you are working with a distributor, now is the time to set up a time to meet with them at the show and use it as an opportunity to also chat with the factory personnel behind the brand you are considering. Discuss plans and equipment mix. Talk with their finance folks. Check out and interact with the equipment models on display. Get to know the technology.

Pay attention to how your distributor interacts with members of the brand team. Remember, if you run into an issue, you need to know that your distributor

To read more Coin-Op 101 columns, visit www.AmericanCoinOp.com

can work closely with the manufacturer and bring them into the fold on your behalf. What is their support level in terms of parts, warranty, and customer service?

Visit as many ancillary services booths as you can at the show. This is how you uncover new ideas for how to pull in extra income for your business, while creating a unique identity for your store.

Create a laundry that is unique to your market. The heavy lifting of this task happens at Clean. There will be a ton of store owners at this show. Chat with them. Pick their brains and get ideas of what worked/didn’t work...

For years, I have offered the same advice to newcomers to our industry: change it. By this I mean, don’t build a vended laundry in someone else’s image. Create a laundry that is unique to your market. The heavy lifting of this task happens at Clean. There will be a ton of store owners at this show. Chat with them. Pick their brains and get ideas of what worked/didn’t work in their businesses.

My biggest newcomer tip if this is your first Clean Show? Do not make a buying decision in Las Vegas. Meet with your distributors and manufacturers. Take the information and observations home to digest, and then decide.

THE VETERAN EXPERIENCE

My best advice for veteran owners? Attend the show! Too many may assume it’s the “same old” and that neither they nor their businesses can truly benefit from a visit. If you come in with an open attitude, I’m confident every store owner can come home with at least one good new idea … if not a few of them.

I know many store owners are brand-loyal. If

Jim Hohnstein

Outperform the Competition

you’re one of them, I encourage you to make a point to at least visit the main equipment manufacturer booths to stay up to date on the amount of new technology hitting the market. You never know which equipment manufacturer may be bringing to market the technology that helps manage your store the way you want.

It’s not about which high-G, 40-pound washer do you replace with, it’s about how can you retool your store with the technology that will make it better. Be open to kicking the tires with sincerity. You can either hit all the distributor shows in your area this spring or see all this technology in one spot at the Clean Show. The answer seems obvious.

PARTING THOUGHTS

Even after 40 years in this business, I am still excited to attend the Clean Show. My staff and I always pull a wealth of information from the exhibitors, whether it’s in the form of cutting-edge

technology or new ancillary offerings. Having a set plan, however, is an integral component to getting the most out of your experience.

Above all, don’t make any final decisions at the show. There’s just too much pressure. Focus on getting information in the areas your business is planning to address in the coming year. Examples might be equipment retooling, payment systems, ancillary items, or additional profit centers. Take your notes home, generate any follow-up questions you have since the show, and get them answered. From there, make your decisions on the technology that will help your laundry stand out in your market. ACO

Jim Hohnstein owns Martin-Ray Laundry Systems, a Speed Queen® distributorship based in Denver, Colo. He has more than 40 years of commercial laundry equipment experience and is a veteran of more than 16 Clean Shows.

Equipment Distributors Schedule Spring Open Houses

With the arrival of spring comes a calendar full of opportunities to attend distributor open houses, service schools and other special events.

Here is a brief rundown of events from the American Coin-Op calendar through mid-May.

Call, or visit the website listed for registration information. In many cases, space is limited.

APRIL

April 1 — LES Laundry Equipment Services Open House/Trade Show, Hagerstown, Md.; 800-866-6905, www. leslaundry.com/open-house-registration

April 3 — CSC Serviceworks + Super Laundry Equipment Expo, Natick, Mass.; 216-217-5665; sosta@cscserviceworks.com.

April 4 — Laundrylux Level I Technical Service School Seminar, Inwood, N.Y.; 800645-2205, www.laundrylux.com

April 4 — Star Distributing Open House & Service School, Chattanooga, Tenn.; www.stardistributing.com/pages/stardistributing-shows

April 5 — Statewide Laundry Equipment Road Show with Service Schools, Miami

(Hialeah), Fla.; www.statewidelaundry.com/ road-shows

April 5 — Star Distributing Open House & Service School, Knoxville, Tenn.; www. stardistributing.com/pages/star-distributingshows.

April 6 — Star Distributing Open House & Service School, Nashville, Tenn.; www. stardistributing.com/pages/star-distributingshows

April 8 — Coin-O-Matic Service School: Front-Load Washer-Extractor, Alsip, Ill.; http://coinomatic.com

April 15 — Martin-Ray Laundry Systems Distributor Show, Albuquerque, N.M.; 505883-7277; http://martinray.com

April 22 — Martin-Ray Laundry Systems Distributor Show, Denver, Colo.; 720-3598000; http://martinray.com

April 22 — Steiner-Atlantic Coin Laundry Open House, Miami, Fla.; 305-754-4551; acepeda@steineratlantic.com.

April 25 — Great Lakes Commercial Sales Product Expo & Service School, Dayton, Ohio; 888-877-4382; ohshow@ greatlakeslaundry.com.

April 26 — HK Laundry Equipment 10th Annual Spring Sales Extravaganza,

Danbury, Ct.; 914-273-5757 (local) or 800229-4572; donna@hklaundry.com.

MAY

May 2 — Great Lakes Commercial Sales Product Expo & Service School, Lansing, Mich.; 800-821-8846; mishow@greatlakes laundry.com.

May 3 — Aaxon Laundry Systems Service School, Ft. Lauderdale, Fla.; www. aaxon.com/service-schools

May 3-4 — Equipment Marketers 24th Annual Trade Show and Service Seminar, Cherry Hill, N.J.; 800-223-1376; kweitzman@equipmentmarketers.net.

May 6 — Great Lakes Commercial Sales Product Expo & Service School, Wauwatosa, Wis.; 800-236-5599; wishow@ greatlakeslaundry.com.

May 13 — Coin-O-Matic Service School: Single & Stack Tumbler Dryers, Alsip, Ill.; http://coinomatic.com

Check the AmericanCoinOp.com calendar periodically for updates/additions.

Distributors, e-mail Editor Bruce Beggs (bbeggs@atmags.com) to have your company events added to our calendar. ACO

UNLEASHING GUERRILLA TACTICS IN URBAN MARKETS

In my ambles around New York City, I come across Laundromat after Laundromat. I counted once and there were five within a six-block radius. Five! That means many patrons have a choice of where to get their clothes cleaned.

I am sure this is true in every urban metropolis in the country, including Detroit, San Francisco, Newark, Cleveland, Boston, Miami, Los Angeles, Dallas, St Louis, and so on. In these areas, there is a glut of Laundromats.

What that means for you, if you are an urban operator, is that your customers have many choices.

You might be the most convenient option, but if you made a customer mad in any way, this person could drop you and travel an extra half-block to another Laundromat. Who knows, he/she may like the new choice better, may find that this new Laundromat has lower prices, newer equipment, more space to move around, or a full-time attendant. The person may spot a nifty Internet café across the street. All are things which would make him/her your ex-customer.

To combat this urban glut, you must do two things: Do All You Can to Retain Existing Customer Base — Solve problems quickly, be attentive to comments, and respond to client needs. That means you must personally get involved with squabbles. If you run an attended Laundromat, make sure that all issues are communicated to you, along with the phone number and/or e-mail address of the customer involved. Follow up on all issues to make sure they were satisfactorily resolved. If unattended, hang out in your store long enough to see what’s going on, and have a clearly visible complaint box.

Utilize ‘Guerrilla Warfare’ — Commence a campaign of guerrilla warfare to win over some of these area residents who are going to nearby Laundromats. After all, most of these patrons could be your customers. It might take a small nudge to get them to walk into your shop. Why settle for 20% of the area business when there’s so much more potential out there? Wouldn’t it be better if you owned 40% of the trade, more than your share?

There is a silver lining to there being so much competition. If you were the only Laundromat in town, you wouldn’t have this opportunity to pump up trade. After all, everyone who needed a Laundromat would be using you. In an urban setting, you’re lucky. You can go after additional volume. It’s all around you, so take advantage.

One way to think of your campaign is the average weekly spending of each new customer. Say your typical customer gives you $9 a week in volume. That’s $468 new revenue a year. Win two new customers, that’s almost $1,000 new business. Win 10 new customers, that’s $5,000 new business. See the possibilities? Think of every new prospect giving you $500 more weekly volume, and that will be a motivator.

Then consider the economies of scale and how this relates to profit. Since any new business is retail trade, and since you can service new volume with your existing capital/labor base, that extra volume will flow down, resulting in substantial profits.

Look at this example, after you’ve won 50 new customers:

Notice that profits have more than doubled. Here are several guerrilla warfare approaches:

• Be super friendly.

I notice that most Laundromat people are not too friendly. They do their work, answer to customers, but aren’t particularly expansive. Pump yourself up. Enlarge your personality. When someone walks in, greet them enthusiastically. When a customer has a question, answer with passion. Train your staff to be expansive, friendly. Enthusiasm goes a long way to keeping customers happy.

• Provide an incentive for customers to bring in new customers.

Perhaps offer customers a $10 credit toward their

Howard Scott

washing if they bring in others. Post signs around the store. Talk up the offer. Tell customers that the business is trying to win 50 more customers in a six-month period. Suggest that they can help in this effort and gain themselves a bonus. Again, enthusiasm goes a long way toward getting customers to put out effort for you.

• Proselytize = convert.

Whenever you’re in the neighborhood, talk to people about your business and its services. Get family, employees and neighbors to do the same. Talk it up at the gym.

Announce that your WDF service is second to none because your clothes processor is really skilled. Boast about your in-store offerings, such as Wi-Fi, snack machines, two doors, and ample parking. Suggest that your equipment is the most modern and efficient in the area. State that custom-

ers spend less time in your store than any competitor’s.

Actively try to win away accounts. If you see someone heading to a competitor, say, “Excuse me, I see you’re heading to the Laundromat. Have you ever tried the one on Calhoun Street? It’s cleaner. It has comfortable furniture. And there’s always an assistant there. Next time, why don’t you try Come See Us Laundry?” This may seem hard to do, but people stop others on the street in the metro all the time. Come up with four or five excuses.

Another approach is to hand out $5 coupons to prospects. If you meet someone who patronizes another Laundromat, suggest that she try the introductory offer: “We know what we’re doing and know our garments. Once you try us, it will be hard to go elsewhere. That’s why I have

full confidence in giving you this coupon.” If you do this with humor and enthusiasm, you will be well-received.

• Conduct a day-long event for new customers.

Invite all your new customers in for a tour of the facilities and to enjoy snacks and listen to entertainment. Have a musician sing or play a few songs. Conduct a raffle for which a month of free laundry is the prize. Approach each new customer and assure him or her that you will personally take care of any problems. Publicize the event—you’ll get many takers.

In these ways, you’ll steadily win more than your share of the urban market. ACO

Howard Scott is a longtime business writer and consultant. He can be reached at dancinghill@gmail.com.

INDUSTRY NEWS

OSHA, ALLIANCE LAUNDRY SYSTEMS REACH SETTLEMENT

Alliance Laundry Systems has reached a settlement agreement with the Occupational Safety and Health Administration (OSHA) in regards to an incident that took place July 20 of last year.

Inspectors found the Wisconsin company returned a hydraulic press to operation without adding safety guarding after a 65-year-old employee’s right middle fingertip was amputated as he lowered a press used to square parts for washing machines and dryers.

In early December, OSHA proposed penalties of $124,709 to Alliance after the agency’s investigation of the workplace injury identified one willful safety violation.

Scott Allen, regional director of public affairs for the U.S. Department of Labor, says OSHA offers employers that are cited the opportunity for an informal conference to discuss “citations, penalties, abatement dates or any other information pertinent to the inspection.”

Randy Radtke, global public relations manager for Alliance, says members of the company’s team, including management and union representatives, met with OSHA

Area Director Robert Bonack on Dec. 28. “In this informal conference, this group shared information about the specific piece of equipment mentioned in the citation, our commitment and history of safety, and what activities are planned for 2017,” Radtke says.

OSHA agreed to reclassify the willful violation to a repeat violation with a 50% penalty reduction in exchange for 17 enhancements at Alliance, Allen says.

The company has agreed to pay a penalty of $63,354.50.

Allen says commitments on the part of Alliance to improve working conditions include hiring two additional safety and health positions; implementing a machine safeguarding mapping program; relocating 11 electrical disconnects from mezzanines to machine side to provide easier lockout/tagout; improved training; development of safety procedures; and improved communication.

Radtke says Alliance recently hired a new global director of employee health and safety, and continues to work cooperatively with the local union steering committee to maintain a culture of safety. ACO

DRYERS

ELECTROLUX PROFESSIONAL

With Electrolux Professional dryers, distributed in North America by Laundrylux, store owners will use up to 40% less gas and see goods dry faster than with competing brands, the company says. Pairing the dryers with Electrolux high G-force washers can create an even stronger competitive edge: increased load capacities, faster drying, less wear and tear on garments, lower energy consumption, and time savings.

Customers will love the fast drying and userfriendly controls, Electrolux says, while store owners will appreciate the “green” engineering, cost savings, easy operation, and years of low maintenance.

Electrolux dryers come standard with unique innovative features that include:

• Compass Pro — Easily customize programs, with more than 20 languages available and diagnostics at one’s fingertips.

• Real-time clock for time-of-day pricing and promotions.

• Reversing Drum — Minimizes tangling and wrinkling and improves dryer efficiency. Sheets and towels dry faster, saving time and energy, the company says.

• Eco Power — This exclusive technology determines when garments are dry and then automatically lowers the dryer temperature, saving on gas and resulting in less wrinkling and garment wear.

• Lint Screen that Electrolux says is the fastest to clean in the industry.

Electrolux Professional dryers are available in 35-pound and 50-pound stack models and 35-, 67- and 83-pound single pockets.

www.laundrylux.com 800-381-7222

PRIMUS®

The Primus® 30-pound stack tumble dryer gives vended laundry owners what they need most on the drying side—additional drying pockets, without taking up valuable additional floor space, the company says.

With this durable stack, owners get two 30-pound pockets in the same footprint of one dryer, which makes it a great replacement unit for stores seeking to retool and maximize profit per square foot.

Primus engineered its 30-pound stack to utilize an axial airflow, which delivers maximum drying efficiency by contacting loads at the precise moment they are falling in the tumble process. That means quicker dry times, increased customer satisfaction, and increased turns for store owners, the company says.

Stack units come equipped with a single coin drop as standard, but offer flexibility to meet all business models with activation options, including dual coin drop, electronic drop, prep for coin, prep for card reader, and prep for central pay.

With the tumbler’s anthracite gray front and side panels, or optional stainless steel front panel, store owners can create a modern look that differentiates their business from others in the market.

www.northamerica.primuslaundry.com 877-724-0187

MAYTAG® COMMERCIAL LAUNDRY

For store owners and customers that demand reliability, the 75-pound multi-load dryer from Maytag® Commercial Laundry is an ideal choice, the company says. Featuring axial airflow for fast, energy-efficient dry times, the machine offers optimal performance. Solid basket design plus the dual-pane glass door help to keep warm air in the dryer pocket, forcing more heated air through the load—optimizing energy use.

The dryer is engineered with microprocessor controls. Owners have access to fully programmable, easy-to-use controls with countdown display, and multilingual readouts, which can accommodate different language needs.

In addition, a dry fire-suppression system and a reversing cylinder come as standard features.

The 75-pound vended dryer is backed by a five-year limited warranty—all parts covered. www.maytagcommerciallaundry.com 800-662-3587

MILNOR M

ilnor coin-operated dryers provide gas-saving, fast-drying units for coin laundries of any size, the company says. Available in either single-pocket or stack models, they deliver high performance and dependability in a small footprint.

Dryers in the EcoDry line offer increased efficiency with a unique sensing system that measures the presence of moisture in the load. The microprocessor stops the dryer at desired set points, saving time and energy. A dual-paned glass door seals heat inside the dryer.

The dryers are coin- or cardreader compatible, and large, reversible doors make loading/unloading easy. Machine access for service is easily made through the front or rear of the units. Front panels come in white (stainless steel is optional). All models fit through a standard 3-foot doorway. www.milnor.com/product-category/coin-op/ 504-712-7656

The ADC 45-pound Dual-Pocket Dryer is designed with owners in mind. Solution-driven, the dryer features single-phase reversing and transaxial airflow, helping to optimize performance and utility savings, the company says.

The machine comes standard with two independently controlled pockets and individual microprocessor controls. The spacesaving dryer is just 34¼ inches wide and 477/18 inches deep, giving owners the ability to maximize space.

Its rugged steel door with gasketless door

WASCOMAT

glass helps to prevent wear and tear, and the two-point roller support with center bearing system helps to reduce downtime due to trunnion issues, ADC says.

Helping to detect potential dryer fires, owners have the option to add the Sensor Activated Fire Extinguishing (S.A.F.E.) System—further protecting product and facility investments.

The ADC 45-Pound AD-45x2R Dryer comes standard with a three-year limited parts warranty.

www.adclaundry.com 508-678-9000

DEXTER LAUNDRY

Wascomat commercial coin dryers, distributed in North America by Laundrylux, have features designed to save coin laundry operators money and increase their profits, the company says.

Wascomat dryers display two languages at one time and feature the easy-to-use Compass Pro controller. One knob can do it all: program selection, diagnostics, and custom programming. Owners will also appreciate the realtime clock for time-of-day pricing and promotions, Wascomat says.

Whether you need a special dry program for sleeping bags, horse blankets or rugs, Compass Pro makes it simple to create programs to meet the specific needs of your market, according to the company.

There are 40-year-old Wascomats still working in laundries today, the company says, adding that its Gen 7 line maintains its reputation as the “work horse” of the industry while delivering powerful results, precision engineering, and cost savings.

The dryers are available in stainless steel or white in 35-, 67- and 83-pound single pockets and 30- and 45-pound stacks.

www.laundrylux.com 800-645-2205

Dexter Laundry understands that drying bedding and extra-large loads can be time-consuming, so it has developed what it says is a faster, more efficient dryer. Its new, 50-pound stacked dryer with a reversing cylinder reduces tangling, which cuts dry times, saves energy and improves the laundry experience for customers, the company says.

All Dexter dryers are built with screw-resistant tumblers, heavy-duty bearings in a cast iron housing, and a fully welded and painted cabinet. The company backs every dryer with a five-year warranty.

Dexter Laundry has been providing laundry solutions to customers for well over a century. It builds only commercial-grade washers and dryers in the heart of America, and says it’s doing everything it can to make a positive impact on customers’ lives.

It offers lifetime technical support and DexterLive management system so owners can run their laundry business from anywhere in the world.

www.dexter.com 800-524-2954

ith two 45-pound-capacity cylinders (90 pounds of total capacity), Speed Queen’s® stack tumble dryer is a game-changing product for vended laundries, the company says. The advanced design technology reduces operating costs while delivering fast drying times, it adds.

Speed Queen technology can be seen in the high-performance heater box, axial airflow, and sealed cylinder rims that combine for maximum efficiency. It’s also on display in the single gas, electrical, and exhaust hookups that reduce installation costs, and patented oblong cylinder perforations to pass standard screws and prevent damage to sweep sheets, the company says.

When combined with the revolutionary Quantum® Gold control, the

45-pound stack gives store owners the tools and control to more effectively manage their business. Features such as time-of-day pricing and a “lucky cycle” (which gives customers a free dry after a set number of cycles) help build customer loyalty and profitability, Speed Queen says.

Advanced wireless networking takes management ease to the next level, enabling owners to change their vend price or dry times on the unit from anywhere in the world. For instance, they can monitor pocket usage and adjust dry time or a discount vend price on the lower pocket to increase balanced usage.

www.speedqueencommercial.com 800-590-8872

CONTINENTAL GIRBAU

Continental Girbau’s ExpressDry® Dryers deliver a quicker dry using fewer Btu per load, the company says. Engineered to improve customer turnover, enhance programmability and deliver ease of use for self-service customers, the dryers are available in singlepocket models of 30, 55 and 75 pounds and in dual-pocket stacks of 30 and 45 pounds. The durably constructed machines are backed by the ContinentalCare warranty.

ExpressDry Dryers feature separate coin vaults and microprocessor controls for each tumbler pocket, and are designed to make the most of available space. They feature streamlined dimensions for more productivity and profit potential per square foot.

The dryers require a single exhaust connection and single gas connection, and run using a simple 120V/15amp breaker. They feature a highly programmable control that allows owners to control cycle time, temperature, cool-down, time-of-day pricing, customer bonus cycles and much more. The 55- and 75-pound models also feature a reversing option that helps

eliminate wrinkles and speed drying for large items like sheets and comforters, Continental says.

Engineered for trouble-free use, ExpressDry Dryers feature dual motors, durable kick plates, cart bumpers and door bars. Oversized doors constructed of premium steel are secured with heavy-duty hinges. Cylinders feature stainless steel, mirror-polished back plates to reduce linen wear and bolster durability.

www.cgilaundry.com 800-256-1073

WHIRLPOOL® COMMERCIAL LAUNDRY

ith the ability to handle family-size loads, the 6.7-cubic-foot drum of the Whirlpool® Commercial Laundry Extra-Large Capacity Dryer allows linens to tumble effectively, helping to optimize dry time, the company says.

User-friendly microprocessor controls are standard. Owners will appreciate the factoryinstalled coin slide and coin box, and the large-capacity meter case. The dryer is also compatible with card reader and non-coin payment options.

The unit features a large lint screen, side-swing reversible door and a quality-built cabinet.

The high-velocity airflow system helps provide efficiency and allows for venting up to 100 feet. www.whirlpoolcommerciallaundry.com 800-662-3587

HUEBSCH®

ustomers increasingly prefer high-capacity washer-extractors, so Huebsch® 75-pound tumble dryers are the perfect complements, the company says. Their 26.89-inch door opening makes loading/unloading fast and easy.

Their 22.4-cubic-foot cylinder volume and high-performance 165,000 Btu/hour heater box help owners cater to seasonal clients wanting to launder oversized items.

When equipped with the Galaxy™ 600 Control, store owners can modify cycle, temperature, price, and time, while time-of-day pricing helps maximize profitability.

A self-cleaning lint screen and large storage area means less frequent lint removal, Huebsch says.

Stainless steel panels and chrome door rings are optional, plus store owners can choose Galaxy™ 600 Control panel overlays in Cityscape and Citron, or opt for classic Slate. www.huebsch.com 800-553-5120

KRETZ REPLACES RETIRED ALBREGTS AS DEXTER CEO

Pat Albregts, the chairman and CEO of Dexter Apache Holdings Inc., retired as CEO at the end of February, the company reports. He stayed on as chairman of the board for Dexter Apache Holdings, which is the parent company of equipment manufacturer Dexter Laundry Inc.

Andy Kretz, who was president and chief operating officer of Dexter Apache Holdings, was promoted to company president and CEO effective March 1.

Albregts started his career as vice president and general manager of Dexter Laundry in 2004. He held that position until he became president and CEO of Dexter Apache Holdings in 2005.

Kretz was president of Dexter Laundry Inc. from 2006 to April 2016, when he received the Dexter Apache Holdings promotion. At that point, Craig Kirchner was promoted to Dexter Laundry president.

IN MEMORIAM: ROBBIE L. FREEMAN,

PHENIX SUPPLY

Robbie L. Freeman, longtime president of drycleaning and laundry supplier Phenix Supply Co., died March 5 after a brief illness. He was 69.

Freeman was born Nov. 24, 1947, in Sandersville, Ga. The son of a Methodist minister, he lived in various towns throughout South Georgia. After graduating from Georgia Southern College, he served in the U.S. Army before moving to Atlanta.

He began working for Phenix Supply Co. in 1972, and served as the company’s president until 2013.

During his 45 years in the drycleaning industry, Freeman served on the Textile Care Allied Trades Association (TCATA) Board of Directors for 12 years and as TCATA president in 1996-98. In 2005, he was honored with the association’s J. Morry Friedlander Award for Outstanding Dedication and Service.

Freeman is survived by his parents, Ramus and Betty Freeman; his wife of 46 years, Pennie; siblings Karen Watson, Steve Freeman and Kristi Fuss; children Brandon Freeman, Jimmy Freeman and Alyson Freeman; a granddaughter, Evelyn Freeman; and many other relatives.

Funeral services were conducted March 13 in Tampa, Fla.

In lieu of flowers, the family requests that memorial contributions be made to the American Heart Association, P.O. Box 21475, St. Petersburg, FL 33742.

WHIRLPOOL COMMERCIAL LAUNDRY TEAM WELCOMES GIZZI

Strengthening the company’s professional lineup, Whirlpool Corporation Commercial Laundry reports that Steve Gizzi has joined the team as merchandising manager. An analytics specialist and relationship cultivator, he will design differentiated programs to help advance commercial laundry selling strategies, the corporation says.

“Steve’s knack of implementing custom merchandising plans makes him an invaluable asset to support our future business ventures,” says Chad Lange, director of sales, service and parts for Whirlpool Corp. Commercial Laundry. “With a successful track record and real-world problem-solving capabilities, he’s the ideal person for this role.”

Supporting the Maytag® Commercial Laundry, ADC and Whirlpool® Commercial Laundry sales organizations, Gizzi’s knowledge will also play an integral role in pricing strategy, long-term planning and landscape analyses, the corporation says. In addition, Gizzi will be a key contact for industry data, as he focuses on forecasting demand and marketplace assessment.

No stranger to Whirlpool, Gizzi has held various roles within its businesses that include sales strategy manager, market manager and sales development representative.

He graduated with a bachelor of business administration degree from Western Michigan University in Kalamazoo.

JORGENSEN CELEBRATES 20 YEARS WITH CONTINENTAL GIRBAU Continental Girbau recently recognized Joel Jorgensen for 20 years of service to the company. Jorgensen, vice president of sales, joined Continental in 1997 as regional sales manager and later served as director of sales and marketing before taking on his current role in 2006.

“Joel has been a key contributor to the growth of the company during his tenure at Continental,” says President Mike Floyd. “His vision for opportunity has been a leading component to Continental’s aggressive approach to the market.”

Jorgensen has guided Continental’s sales, marketing and service operations during his career.

“He’s been heavily involved in the rapid growth of the company in all geographic territories and market segments,” says Floyd. “Joel has also contributed greatly to Continental’s product development, branding approach and strategic vision.”

With 23 years of laundry industry experience, Jorgensen regularly contributes to industry trade journals, serves on the Coin Laundry Association Board of Directors, and is a frequent speaker

Pat Albregts

Steve Gizzi

Joel Jorgensen

Andy Kretz

Robbie Freeman

for CLA seminars and other industry events.

“Everything we do at Continental focuses on supporting our distributors and their customers,” says Jorgensen. “I’m privileged to be part of a team backed by many years of industry experience and a unique dedication to personal service.

“Continental’s greatest asset is its people and their individual talents, including our distributor network, internal staff and parent company. Our quality products and talented team have driven Continental’s success. We look to build upon that success into the future.”

Jorgensen, of Green Lake, Wis., got his start in sales with the Campbell Soup Co., in Los Angeles, after graduating in 1990 with a bachelor’s degree in marketing communications from Dana College in Blair, Neb.

IN MEMORIAM: PATRICE MOORE, MOORE SERVICES

Patrice “Pat” Moore, a woman known throughout the laundry and drycleaning industry as the energetic and outgoing co-owner of Ohio-based equipment distributor Moore Services, died March 2 due to complications related to kidney disease, the company reports. She was 57.

For three decades, she worked with husband Jerry Moore to build a company that evolved from “a guy in a van who could fix things” into a national service provider.

“We started at the kitchen table, at a time when that was unusual,” he says. “We simply thought we could do better than the competition at providing services.”

At one point, the Moores had four phone lines in their house: “We would answer the home phone ‘Moore Services’ so often that when (youngest daughter) Hannah was a little girl, she told people her full name was ‘Hannah Moore Services,’” he recalls.

Pat’s title at Moore Services varied, sometimes on a weekly basis, says Alan Lawrence, the company’s general manager. “She was the vice-president, but sometimes she was the secretary. She kept the books, she answered phones.”

She enjoyed helping other people succeed, and took particular satisfaction in seeing that kitchen-table operation expand to become a job provider with projects from coast to coast, the company says. In recent years, their business helped develop new stores for clients in several states.

Industry response to her unexpected death was immediate.

“Pat Moore was a friend and colleague,” says the National Cleaners Association’s Ann Hargrove. “She was a pioneer. When she started out in the drycleaning industry, there were very few women in equipment sales. She was knowledgeable and wellrespected by all she touched.”

“The outpouring of goodwill and the gestures of kindness from

across the spectrum of the industry has been absolutely overwhelming,” Jerry Moore says.

“From dry cleaners to suppliers. A small tailor shop. The largest equipment manufacturers. And our competitors, as well,” Lawrence adds.

Outside the workplace, Moore pursued many passions, including food, travel, books and movies, and always enjoyed a lively political debate.

Surviving are her husband, Jerry, and two daughters, Alea, 30, and Hannah, 25.

Funeral services were March 6 at Cleveland’s historic Lake View Cemetery.

The family requests that, in lieu of flowers, Pat Moore’s friends and colleagues consider becoming organ donors. “It’s a request meant as a tribute to a woman who gave so much of herself to others through her work, her industry knowledge and her many warm, personal relationships,” the family adds.

CONTINENTAL GIRBAU WEST WELCOMES MENDOZA, PODANY TO TEAM

California-based distributor Continental Girbau West recently welcomed Steve Mendoza and Michelle Podany to its team. Mendoza serves as parts and warehouse assistant, while Podany serves as office support coordinator.

Mendoza supports a growing CG West parts department by handling parts and product order completion, inventory stocking and warehouse organization. Communicating daily with customers in English or Spanish, in person or via phone, he provides high-quality service in a timely manner, according to Tod Sorensen, CG West vice president.

“We are really happy to have Steve as part of our team,” Sorensen says. “His bilingual ability and previous experiences allow him to hit the ground running. He’s a quick learner and already a valued employee.”

As office support coordinator, Podany supports CG West’s sales staff, responds to customer inquiries, assists the parts department and directs all incoming calls.

Podany, whom CG West says holds considerable experience using Microsoft software applications, processes installation quotes, handles order fulfillment, and prepares bills of lading for shipment.

“Michelle brings excellent office and customer care skills to CG West,” says Sorensen. “She juggles a variety of tasks simultaneously, and she’s a great asset to our team.”

A subsidiary of Wisconsin-based Continental Girbau Inc., CG West serves the Southern California vended, on-premise and industrial laundry markets by providing equipment, parts, financing, service, warranty and training.

Steve Mendoza

Michelle Podany

Patrice Moore