American Coin-Op - November 2022

UNDERSTANDING YOUR RIGHTS WHEN LEASING

SOCIAL MEDIA STRATEGIZING

Achieving success through this marketing begins and ends with a strong strategy, advises Spynr’s Dennis Diaz. Starting small is good, and you don’t have to dive too deeply. Just figure out where your customers say they find you and ‘talk’ to them there.

COLUMNS

18 POINTERS FROM PAULIE B: REACHING YOUR STORE’S DIFFERING DEMOGRAPHICS

Many

owners lease rather than own their space, so it’s important that they understand their rights as a lessee, as well as the responsibilities of the landlord. Commercial real estate expert John Crossman walks us through the basics of a commercial lease and what a laundry business owner should push for when negotiating to become a tenant.

A great location; modern, high-functioning laundry equipment; convenient hours; and competitive prices can be the foundation of self-service laundry success. But what if your mat doesn’t check all those boxes? Retired multi-store owner Paul Russo says you can compensate somewhat by appealing to your area’s differing demographics.

(Cover image: © P. Kijsanayothin/iStockphoto)

VIEWPOINT

CREATIVE, CLEVER AND SOMETIMES COMEDIC

Social media can be a creative, clever and sometimes comedic toolbox for self-service laundries looking to promote their services and businesses in today’s I-need-it-now world.

But the sheer number of channels—Facebook, YouTube, Twitter and TikTok, just to name a few—and the need to stay “in front of” the audience by posting frequently presents some obstacles for the laundry owner who’s juggling marketing among their many other responsibilities.

That’s where developing a marketing strategy for social media comes in. And it doesn’t have to be complicated, says Dennis Diaz, who founded Spynr, an online marketing services firm that works strictly with commercial laundry businesses.

Starting small and posting to only one social media channel for a while gives a new marketer time to get their feet under them and consider how they could broaden their approach.

For more “Social Media Strategizing,” check out my cover story beginning on page 8.

This month’s other main feature is “Understanding Your Rights When Leasing,” with commercial real estate expert John Crossman, on page 14. He’ll walk you through the basics of a commercial lease and what you should push for when negotiating to become a tenant.

Elsewhere in this issue, you’ll find a Your Views survey report on raising vend prices, columnist Paul Russo’s take on “Reaching Your Store’s Differing Demographics,” and the latest industry news.

If I were on YouTube right now, this is where I’d tell you to hit that “Like” button and subscribe. But since you’re reading this, I know you’re already a subscriber ... and I thank you for that!

Bruce Beggs Editorial Director

Charles Thompson, Publisher

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

Donald Feinstein, Associate Publisher/ National Sales Director

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

Bruce Beggs, Editorial Director

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

Mathew Pawlak, Production Manager

Nathan Frerichs, Digital Media Director

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

ADVISORY BOARD

Douglas Pratt Tony Regan

Andy Wray

OFFICE INFORMATION

Main: 312-361-1700

American Coin-Op (ISSN 0092-2811) is published monthly. Subscription prices, payment in advance: U.S., 1 year $50.00; 2 years $100.00. Single copies $10.00 for U.S. Published by American Trade Magazines LLC, 650 West Lake Street, Suite 320, 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., 125 Schelter Rd., #350, Lincolnshire, IL 60069-3666. Volume 63, number 11. Editorial, executive and advertising offices are at 650 West Lake Street, Suite 320, 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, 2022. 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.

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Bruce Beggs

OFFSETTING UTILITY COSTS IS TOP REASON FOR RAISING VEND PRICE

Helping to offset utility costs is the primary reason why the majority of coin laundry operators polled (63.8%) make the decision to raise their store’s vend prices, according to results of the latest American Coin-Op Your Views survey.

Other operators boost prices primarily because they “want to generate more revenue” (12.8%), to “afford new equipment” (8.5%), or because their store “has the lowest price in my area” (6.4%). Equal shares of 4.3% say they “just raise prices every so often” or for “other” reasons, including that it’s “never one reason” behind the decision to raise prices.

More than 70% of operators “don’t publicize price hikes in any fashion.” Seventeen percent let their customers know about price

increases and their reasons behind them. Roughly 13% “make minimal effort to announce a price hike.”

Nearly 90% have raised washer prices during 2022 or intend to do so prior to 2023. Just 2.1% of operators polled have not raised their prices this year nor intend to do so, and the remaining 8.5% are unsure about what they may or may not do.

Regarding dryer prices, 53.2% of respondents have raised their prices or intend to do so before 2023. Roughly 36% have not raised prices nor intend to do so, and the remaining 10.6% are not sure what they may or may not do.

When raising either machine category’s price, the increase was generally 25 or 50 cents, based on individual responses, but at least one respondent reported increasing their price by $2. Some respondents chose only to increase washer prices. Related to dryers, some operators didn’t change the vend price but instead reduced the number of minutes in a cycle to produce the desired result.

The survey asked store owners for their general philosophy about raising vend prices, and whether they found it easy or hard to take that action. Here are some of the responses:

• “It’s very hard. Most customers know I only do it because I have to, to stay in business. And to keep my employees, who most customers like, making a decent living.”

• “Easy because everything is going up. There is a strong chance of utilities to go up high and it is better to step raise, if necessary, than to work at a loss, lose good people, let the shop fall into disrepair, and stop growing.”

• “My costs normally go up every year, so I already plan small increases in some washers each year. However, utility costs have skyrocketed this year. I’ve had to do several across-theboard price increases to try and keep up.”

• “It’s a hard decision to make if I’m not giving anything of value in exchange for higher prices. So whenever I do any retooling, building updates and so on, it’s very easy to justify large price increases, but if we do nothing, it’s hard for me to make that choice.”

• “The decision makes itself. When operating costs go up, I do not have a choice. If I am not making enough to replace the machines in a few years, why keep the doors open?”

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

Subscribers to American Coin-Op emails are invited to participate anonymously in an industry survey each quarter. The entire trade audience is encouraged to participate, as a greater number of responses will help to better define owner/operator opinions and industry trends.

Social Media Strategizing

by Bruce Beggs, Editorial Director

Adecade ago, visiting the social media sites of the day was an entertaining way to kill a few minutes but the concept of utilizing those channels for business purposes was largely untested.

But today, social media influencers and content creators are everywhere, and the rise of Facebook, Instagram, TikTok and other social media has created new marketing opportunities for self-service laundries.

Achieving success through digital marketing using social media begins and ends with a strong strategy, according to Dennis Diaz, founder of Spynr, an online marketing services firm that works strictly with commercial laundry businesses.

“Social (media) is becoming a search engine,” Diaz says. “Before, it used to be searches for people and brands. Now, people are actually using social media to search for solutions to problems, like they do with search engines.”

Small businesses profit from having a step-bystep guide to help them along their online journey, because wandering into the digital world without a plan costs time and money and could lead to great frustration.

OVERCOMING THE HURDLES

Has the average laundry owner taken hold of their ability to use social media to market themselves to prospective customers?

“I would say awareness of its importance is out there,” says Diaz. “I think a lot of people know that they need to do it, but don’t do it, and I think they’re crippled by the idea that they have to do it ‘right.’”

More often than not, their biggest hurdle is not knowing how to put together a strategy to do it, he believes, or they don’t have the time or discipline to maintain a strategy effectively. Laundry owners,

Executing a plan of action to gain the most from your chosen platforms

especially those who are “hands-on,” have many responsibilities. It takes time to create and post on social media and to do it well.

“We just become so overwhelmed. We’re thinking about our growth strategy, our revenues, everything else that’s important to our business.”

It’s human nature to want to see immediate results but social media messaging takes time to develop and to distribute for the greatest effect.

“We tend to not see the results as quickly (as we would like) and we say, ‘OK, this is not really working, so let’s go to something else,” Diaz explains. “That hurts a lot of businesses from being successful on social, in that continuity supports brand awareness efforts and it supports people finding you, the visibility of your business.

“Once you stop, the visibility stops, the attention for your brand disappears, and you may be missing out on some opportunities.”

Would it benefit business owners to seek others, either within their organization or from the outside, for help with this task?

“The value (in that) is there’s dependability on someone else to continually do it.”

EASY POINT OF ENTRY

Some of the most popular social-media platforms—based on their numbers of monthly active users (MAU)—are Facebook, YouTube, WhatsApp, Instagram, TikTok, Snapchat and Twitter.

When one starts to look at social media as it relates to their laundry, focusing on and developing content for one media can become the foundation for an effort that’s sustainable before incorporating others.

“It’s an easier point of entry when you only have to focus on one channel,” Diaz says. “Then you figure out what’s working in the channel and start to optimize it.”

Starting small is good, he continues, and you don’t have to dive deeply into it. Just figure out where your customers say they find you and “talk” to them there.

“There are ways to do it. You can certainly share your content on all the major platforms using automation tools. But then again, you’re struggling with whether this content makes sense for the audiences that live on these platforms.”

For example, Facebook and even Instagram may not be important to people interested in attracting younger audiences, he says. Even TikTok is quickly “growing old.”

“As soon as Mom and Dad get on it, there’s a shift happening,” Diaz says. “However, there’s still opportunity in all those platforms and you just need to know how to deal with the audiences.”

Scheduling and plotting distribution of your social media content contributes to the development and success of the effort. But whereas things were more regimented not all that long ago, there’s been a shift there, too.

“Automation platforms tend to schedule out posts throughout the day. We are noticing that these platforms now have a selection you can make that says ‘humanlike,’” Diaz says. This follows a more “scattered” approach, posting irregularly just as the average person would, he explains.

“I think a lot of people are suffocated by the idea that they need to be systematic with it, whereas the actual platforms understand

how humans use social media,” he continues. “You actually gain more attention the more spread out the content is. A series of days allows your current posts to get more action.”

INVITE THE VIEWER IN

It’s commonplace for businesses to want to post store hours, whether they’re currently open or closed, information like that, but it’s just as important to share varied and sometimes personal content as it is to post regularly, according to Diaz.

“When you think about social media as a channel to promote your business, you have to remember that people are on social media because they are bored vs. (using) search engines where they’re actively looking for a solution to a problem,” he says. “When you’re bored, you’re looking for a sense of enjoyment or entertainment.”

Many celebrities are skilled at using social media to record and share scenes of themselves visiting their favorite store, appearing at events, or even cooking a meal at home. It doesn’t matter what the content is, you have to respond to the reason why people are on social media, according to Diaz.

“Certainly, your ad strategy should be focused on what you sell, because there’s a pay per click happening, there’s an event happening that you have to make sure you get a return on,” he says. “When you are posting organically on social platforms, I think it’s fair to say that you want to share information that’s relevant to your audience and to your business but is playful in some respect.”

Are social media evolving in their presentation, or is the audience evolving in terms of the information they’re looking for and how they’re going about finding it?

“We know that short-form video is staying. Attention spans are really low but people will stay with their content for a minute if it’s engaging enough,” Diaz says. “As long as the content is valuable in short-form video, people are likely to want more. It’s important that people are not just selling when they post, that they’re sharing some valuable tips that create dependability in the viewer’s desire to want more.

“Social media has become so much more intimate because of video. It’s why actors and actresses are so popular, because they are in your house. You’re watching a film, you feel like you know that character, whereas with musicians, maybe there’s a little bit more distance because it’s radio, it’s listening, it’s more passive.”

Focus on being a good storyteller and sharing your business’s story consistently anywhere online. Identify today’s popular trends and put your own spin on them. And whatever content you develop, design it so the visitor or viewer is at the heart of it, Diaz advises.

“This person has to be the hero of that story. Don Miller from StoryBrand says, ‘Let them be Luke Skywalker and I’ll be Yoda.’ You have to be the guide that brings them to your service, and the way you do that is by creating desire for the service that you offer. And the way you create desire is relief, right? Or freedom or some transformational event that they believe your service can create.

“If you tell a good story, you create the believability of that. Now you have to deliver on it as an experience, right, but at least the story captivates them enough. If you do that across all channels where you’re online, then you’ll be a better marketer.”

Understanding Your Rights When Leasing

by Bruce Beggs, Editorial Director

Many laundromat owners lease rather than own their space, so it’s important that they understand their rights as a lessee, as well as the responsibilities of the landlord. And gaining this understanding begins from the moment they set their gaze on a particular property and begin negotiations.

John Crossman, CCIM, CRX, is a wellknown and respected retail real estate expert with 30 years of experience. He’s president of Florida-based Crossmarc Services, which buys and develops shopping centers, so he’s well acquainted with the finer points of leasing commercial properties.

they’ll ‘hyper-focus’ on one issue and miss something else. Like you know, they’ll get wrapped up in some little thing and then they won’t address a relocation clause.”

In his experience, the average lease likely has property use restrictions, and a laundromat is usually a restricted use. So you’ve got to make sure a proposed lease allows laundry operations at the site.

“It could be a mistake, like a person’s not thinking, but that’s why you have to go through that and make sure your use is approved,” Crossman says. “You want to have it exclusive for your use, it’s part of your defined, and there’s no way that it’s restricting what your use is.”

Crossman

The makings of all commercial leases are similar in nature, Crossman says, whether it’s for a self-service laundry or for a convenience store, for example. Regardless of this, it’s crucial to hire an experienced real-estate attorney to advise you before negotiating and closing any deal, he adds.

“Just some of that is experience. If someone’s inexperienced,

The rent has to be near the top when weighing commercial lease terms that hold the most importance. Another is an impact fee, a one-time charge that can be exorbitant for laundries depending on which state you’re looking to locate in, but lease length and options to renew are right up there, too.

“If I were a tenant, what I would want is a five-year lease with five-year options (to renew),” he says. “When a tenant has an option in their lease, it’s completely one-sided. It only benefits

Negotiate to ensure your laundry will be only one around

the tenant. It never benefits the landlord. When you have an option, all you have to do is say, ‘I’m exercising my option’ and you stay. … if the (rental) market goes south, you can not exercise your option and renegotiate a lower rent. … If you’re a tenant, fight for as many options as you can.”

Crossman says he would negotiate for a period of time to complete any buildout needed before the laundry could open.

“If I get 90 days buildout and 90 days free rent, why don’t you just give me 180 days total? If I get my buildout done in 45, I don’t have any rent to pay (for the remainder). I would say, ‘Mr. Landlord, the reason to do that is it gets me motivated to beat the heck out of my contractor to get done by working nights and weekends.’ Landlords want tenants opened as fast as possible.”

The ability to assign a lease or to sublet is crucial if there’s a

possibility that the business owner may pass on the laundromat to a family member or sell it someday.

Crossman says he would ask for exclusive use, meaning there couldn’t be another laundromat on the property. And he would seek a lease structure that includes monetary default rather than non-monetary.

“If some sort of accident happens, you don’t pay your rent one month, make sure you have the right to cure (that) … if I were a tenant, I would want that a non-monetary default could not lead to them taking the space back.”

For example, if fellow tenants complain about excessive noise coming from your laundry, or you place signs in your windows that aren’t permitted, “(the landlord) can default you but it doesn’t mean they can evict you,” he says.

(Photo: © vectorpouch/Depositphotos)

Regarding signage, ask if your business name can be included in the center’s pylon or monument sign for greater visibility. And seek to have parking spaces nearest your business entrance/exit designated for your customers’ use only, as needed.

Whenever there is a disagreement with your landlord, always pay your rent on time, no matter what, Crossman advises.

“Some tenants think, ‘I’m going to withhold my rent and send a message.’ No, you’re not. You’re going to lose all your power. Pay your rent, then fight.”

All healthy relationships have boundaries, and a business contractual agreement is no different. Communicating with the landlord beyond mailing or dropping off the rent check each month can have its benefits, according to Crossman.

“If you have the ability to have, you know, a cup of coffee with your landlord once a year, that’s pretty helpful,” he says. “First off, it humanizes it. You know you’re dealing with (this person) vs. the ‘big, bad landlord.’ You also get to know them a little bit better, and I think it’s also good for them to have a sense of how your business is.”

Crossman says the more knowledgeable the tenant, the better the tenant, and part of developing this knowledge base is setting realistic tenancy expectations based on the age and condition of the property to be leased.

“If you go into a 50-year-old strip center with no anchor and you’re paying cheap rent, you should have a low expectation of what your landlord’s going to do,” Crossman says. “There’s not a lot of money to do things, as opposed to a brand-new, high-end property. Have clarity about what you expect them to do and not do.”

Relocation would likely be difficult and costly for the average laundromat owner leasing his or her property. So what can a new owner do to best position the business regarding relocation?

Crossman says he would seek to have the lease spell out if the business were to be relocated, it could only be moved to a similar spot (if the laundry is located on one end of a shopping center, it could be moved to the opposite end but not somewhere in the middle, for example).

“And then you’ve got to put in there that it’s all on the landlord’s dime,” he continues. “The landlord has to pay for the relocation costs, the space has to be provided with all impact fees paid, you need to detail that out so there’s clarity.”

Common area maintenance (CAM) fees are paid by tenants to landlords to help cover costs associated with common-area overhead and operating expenses, such as removing snow from the parking lot or maintaining building security. While most leases clearly spell out these fees, Crossman says some of his clients were surprised by them when their first rent payment came due, he says.

“You need to know exactly what the dollar amount it is you’re writing at the end of the month. Whether it’s triple net, whatever it is, with sales tax, what is the exact dollar amount? Fully understanding what (that covers) is absolutely key.”

There’s a lot about leasing that’s similar no matter what property you look at, yet every laundry owner has the opportunity to negotiate a unique agreement that’s beneficial to them and their business.

But if you can’t agree on a deal on your first site of choice, there’s probably another suitable property in your area that’s fit to lease.

Agreat location; a large, clean laundromat with modern, high-functioning machines; conve nient hours; and competitive prices can be the foundation of self-service laundry success. But what if your mat doesn’t check all those boxes? Well, you can compensate somewhat by appealing to your area’s differing demographics.

Since laundromats are open to the public, there are different “slices” of population that you can appeal to. Yes, the vast majority will respond favorably to the store I’ve described, but be aware that there is no “one size fits all.”

Certain customers respond differently than others because they may have different needs, and you could be missing out on attracting them. Here are some population shares to be aware of:

Fastidious Customers — Some people fall into this category of a heightened desire for cleanliness, especially nowadays due to an awareness of COVID-19. Even before the pandemic, we offered customers the use of spray bottles filled with isopropyl alcohol. They hap pily sprayed the inside of their washers, laundry carts and countertops before use. By sanitizing anything they wanted, it gave them a sense of control and protection.

Customers who were habitual hand-washers were basi cally locked in by this little complimentary convenience and by our clean sinks, restrooms and overall store.

Isopropyl alcohol is not a gimmick; it really does kill bacteria and viruses. Just make sure you get 70%. Results may not be as effective if you get a different percentage.

Customers with Large Laundry Loads — If you want to attract families who have lots of large loads of laun

Paul Russo

dry, then make sure you have lots of large washers and dryers! The old 60-pounders are good, especially if you have several, but if you really want to stand out from your competitors, consider 80- or 100-pound machines. And have the dryers to match, as well as big laundry carts.

(Important tip: Install at least two of the

big boys if you have the room. If you only have one and it goes down, emergency!)

Big equipment makes your mat stand out, and it gives you something great to advertise and promote. Customers who use these machines often come with trucks or SUVs, so your parking lot should also be able to accommodate them.

I had a few customers who would show up in vans, open the side door, and proceed to carry in eight or nine big bags of laun dry. They often went straight to my biggest washers. They knew that on a pound-forpound basis, big washers cost them less.

These customers alone would spend close to $100 each visit. They liked to come when it wasn’t busy, so it helped to have extended hours so they could find enough vacant machines to suit their needs. Large folding tables were a must, too.

And customers who have large loads often have big families, so it pays to offer a “Kiddie Korner” to attract their children and keep them occupied so the parents could concen trate on getting their laundry done.

Sub-groups of Customers — If you want to fill in your slow days (which for us was usually a Wednesday), it pays to offer a dis count on that day for seniors, the military and first responders.

Customers Who Work Alternate Shifts — Many people work late hours or alter nate shifts. You may want to consider

(Photo: © sandstik/Depositphotos)

POINTERS FROM PAULIE B

opening early, staying open late, or even being open 24/7.

Being open around the clock not only attracts shift workers, you’ll also do more business during the day. Why? It’s easier for people to choose a 24/7 mat simply because they do not have to memorize or look up operating hours. It’s well known that people will choose the path of least resistance.

All Ethnic Groups Welcome — Many neighborhoods have residents from multiple ethnic groups these days. The times of serv ing English and Spanish customers alone are waning. Learn what languages are spoken in your mat’s neighborhood and make an effort to accommodate those ethnic groups with some multilingual signs.

Try to hire a mix of people who can match your area’s ethnic makeup. People usually feel more at home patronizing a business where there are employees from their own country. It may be ethnocentric, but that’s human nature, so why not work with that? Just don’t exclude any other eth nicity or group who may need a job. That’s wrong, and it’s illegal.

When the Chinese began to move into my mat’s neighborhoods, I had communication problems. I could speak English, Italian, even a little Spanish, but I didn’t know Chinese. Chinese customers rarely acknowl edged me, even though they knew I was the owner. It’s wasn’t until I hired a great Chinese woman that they started respond ing. This employee told me that they asked if I was a good boss, and she told them she was happy to work for me. Lo and behold, after that, not only did they acknowledge me, they started smiling at me! I responded by learning some simple phrases in Chinese and how to count money in the language for them; it was a win-win.

For those customers who spoke a lan

guage no one on my staff could, we could use our cell phones to translate! That was a game changer, and of course, the customers felt much more comfortable about using our mat.

High-Income Patrons — Normally, mats don’t do as well in high-income areas because most living there have washers and dryers in their homes. The most I saw coming from these customers were some king-sized comforters they dropped off because their home machine was too small. This was our opportunity to convert them to dropping off their entire laundry.

Hard-working career-minded people don’t have the time or patience to do their own laundry, but they do have the extra disposable income to pay for you to do it. Even though they own the equipment, they love the service convenience. Offering pickup and delivery expands this opportu nity even more.

Less-Prosperous Areas — If your mat is located in one of these, make sure you have a larger store with great equipment. Big washers and dryers are a must nowadays. Lower-income areas sometimes have more crime, so make sure you have good light ing inside and out, and a good surveillance system to make customers feel safe.

Limited Parking — If your mat is in a dense neighborhood with limited parking and people are using shopping carts to lug their laundry a few blocks to your loca tion, try screen-printing your store name and logo on laundry bags to sell. Why? I discovered that folks lined their shopping carts with the bags facing straight out. It was such a great sight to see people walking down a busy street pushing their cart with our store name. Not only was it great local advertising, it was a subliminal endorse ment. I sold such bags at cost and even gave

some away to reward good customers.

Speaking of logos, if multiple languages are spoken in your area, a logo that looks like a washing machine is universal and can be understood by just about anyone.

Commercial Work — There is all sorts of potential work available. Hairstylists need their towels done. Restaurants need clean tablecloths. Fire restoration companies may want to partner with you.

You’ll need commercial washers in order to effectively clean stubborn stains from tablecloths, kitchen towels or salon towels. Ask your distributor.

No special washer needed for fire restora tion. My stores did a lot of smoke-damaged laundry when I teamed up with a dry cleaner who reached out to insurance com panies. If an apartment building is partially damaged by a fire, there could be lots of smoke-damaged laundry. Insurance compa nies would rather pay to clean the laundry than for an entire apartment’s worth of brand-new clothes, towels and more.

The key is to wash the laundry twice before drying. Add a stain fighter like Oxyclean or its equivalent (sodium percar bonate) to your detergent mix. You won’t need chlorine bleach, but wash with warm or hot water. Hydrogen peroxide works well, too, but it’s more expensive to use.

So, there are all sorts of ways you can reach out to smaller shares of your overall customer base. Just remember that not everyone has the same needs and they could be looking to you to fill theirs.

Paul Russo owned and operated mul tiple Laundromats in New York City for more than 40 years before retiring in 2018. You’re welcome to direct any questions or comments for Russo to Editor Bruce Beggs at bbeggs@atmags.com.

EASTERN FUNDING PROMOTES ROBLES TO PRESIDENT

Financial lender Eastern Funding LLC has promoted Chief Operating Officer Nancy Robles to the position of president, the company reports.

“Nancy has distinguished herself in holding our teams account able for performance,” says CEO Michael Fanger. “She has led Eastern to an ethos of organized policies and procedures. Nancy has been instrumental in the phenomenal growth of our portfolio all while ensuring our company culture and values are upheld.”

During her 17 years of service, Robles has served Eastern Funding in multiple roles ranging from documentation specialist to chief operating officer.

“Eastern Funding’s success is built on pro viding best-in-class service and products to our customers, as well as providing a work environment that embraces and promotes diversity, equity and inclusion of all team members,” Robles says. “I am excited to continue working with all of our stakeholders to make Eastern Funding an even more successful company.”

Beyond her work at Eastern Funding, Robles serves on boards or committees for the Equipment Leasing & Finance Foundation, Berkeley College Scholarship Foundation, Coin Laundry Association, Brookline Bank, and Equipment Finance Cares.

GIRBAU NORTH AMERICA WELCOMES SISTHELA

TO STAFF

Laundry equipment manufacturer Girbau North America (GNA) recently hired Muzi Sitshela as inside sales associate. Sitshela inter faces with GNA staff, distributors and customers; manages GNA’s lead qualification process; and handles inside sales and customer relations duties, including some reporting and product pricing responsibilities.

Sitshela, who is bilingual in English and Spanish, earned a bachelor’s degree in mar keting from the University of Wisconsin Oskhosh this year. He’s also certified in social media marketing by LinkedIn Learning.

“It’s amazing to have such a talented new member as part of our team,” says Director of Strategic Business Efficiencies & Solutions Pam Kuffel. “The customer compassion he brings to all our new customers will help grow GNA to new levels.”

“I’m very fortunate to have this opportunity to be part of a hardworking yet caring atmosphere here at GNA,” Sitshela says. “Everyone here has mutual respect for one another, which makes the work environment quite inviting.

“Furthermore, my role as an inside sales associate is far more interesting than I had anticipated. I get the opportunity to speak and work with people from all over the world.”

(continued

on page 24)

Robles

Sitshela

Office

Publisher: American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. 9. Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor. Publisher: Charles Thompson, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. Editor: Bruce Beggs, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. 10. Owner: American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. Charles Thompson, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. Bruce Beggs, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. Donald Feinstein, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. Nathan Frerichs, American Trade Magazines LLC, 650 West Lake St., Suite 320, Chicago, IL 60661-1036 Cook County. John S Suhler, 200 Long Neck Point Rd., Darien, CT 06820 Fairfield County. 13. Publication Title: AMERICAN COIN-OP 14. Issue Date for Circulation Data Below: September 2022 15. Extent and Nature of circulation: (average number of copies each issue during proceeding 12 months = “X”) (Number copies of single issue published nearest to filing date = “Y”) (a) Total Number of Copies (Net press run): X=11,538 Y=11,540. b. Legitimate Paid and/or Requested Distribution (By Mail and Outside the Mail). (1) Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X=7,264, Y=8,049. (2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X=0, Y=0. (3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS®: X=0 Y=0. (4) Requested Copies Distributed by Other Mail Classes Through the USPS (e.g. First-Class Mail®): X=0, Y=0. (c) Total Paid and/or Requested Circulation (Sum of 15b (1), (2), (3), and (4)): X=7,264 Y=8,049. (d) Nonrequested Distribution (By Mail and Outside the Mail). (1) Outside County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources): X=3,775 Y=3,017. (2) In-County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources): X=0, Y=0. (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (e.g. First-Class Mail®, Nonrequestor Copies mailed in excess of 10% Limit mailed at Standard Mail® or Package Services Rates): X=0, Y=0. (4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources): X=2, Y=2. (e) Total Nonrequested Distribution (Sum of 15d (1), (2), (3) and (4)): X=3,777 Y=3,019. (f) Total Distribution (Sum of 15c and e): X=11,041, Y=11,068. (g) Copies not Distributed (See Instructions to Publishers #4, (page #3)): X=498 Y=472. (h) Total (Sum of 15f and g): X=11,539, Y=11,540. (i) Percent Paid and/or Requested Circulation (15c divided by f times 100): X=65.79%, Y=72.72%. 16. Electronic Copy Circulation: (a) Requested and Paid Electronic Copies: X=103, Y=101 (b) Total Requested and Paid Print Copies (Line 15c) + Requested/Paid Electronic Copies (Line 16a): X=7,367, Y=8,150. (c) Total Requested Copy Distribution (Line 15f) + Requested/Paid Electronic Copies (Line 16a): X=11,144, Y=11,169 (d) Percent Paid and/or Requested Circulation (Both Print & Electronic Copies) (16b divided by 16c x 100): X=66.11%, Y=72.97%. I certify that 50% of all my distributed copies (electronic and print) are legitimate requests or paid copies. 17. Publication of Statement of Ownership for a Requester Publication is required and will be printed in the November 2022 issue of this publication. 18. Signature and Title of Editor, Publisher, Business Manager, or Owner: I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties): Charles Thompson, Publisher, Date 9/7/2022.

POSITIONS AVAILABLE

Position available in the caribbean on the island of St. Kitts. Looking for a experienced laundry and drycleaning professional to train and supervise staff for a minimum of six months. Send inquiry to Proclean.ltd@noisiv.ca

HUEBSCH HONORS TOP DISTRIBUTORS AT AWARDS EVENT

The recent Clean Show in Atlanta was the optimum time for commercial laundry equipment manufacturer Huebsch to honor its top distributors of 2021. Awards were presented during an event at the Omni.

tips, organizers say.

Industry pioneers Jeff Gardner and Wally Makowsky will join forces in a special “Ask the Legends” presentation. They will share advice and answer questions in an exclusive panel session that’s sure to energize and motivate guests.

Event topics include “Training Employees and Drivers for Maximum Efficiency and Productivity,” “Best Folding & Packaging Techniques, including Live Demonstrations,” “Best Practices for Delivery Routes,” and “Ask Us Anything: The WDF All-Stars.”

For more information or to register for the paid event, visit www.coinlaundry.org/wdf2022

CURBSIDE LAUNDRIES OPENS NEW OFFICE, ADDS STAFF

To meet new business demands, onboarding clients, and hard ware set-up, Curbside Laundries, a full stack SAAS company for full-service laundromats that specialize in wash-and-fold and pickup-and-delivery services, has opened a new facility in Los Alamitos, California, southeast of Los Angeles.

Centralizing business operations and equipment warehousing in a larger location enables Curbside Laundries to work seamlessly across all departments, the company says.

Bringing home Distributor of the Year, the night’s top honor, was Aaxon Laundry Equipment of Fort Lauderdale, Florida. Aaxon also garnered the Huebsch Finance Partner of the Year award for driving awareness about the benefits of in-house financing, as well as increasing customer participation in Huebsch finance programs.

Aaxon has been serving its area’s laundromat, multi-housing, and on-premises laundry needs since 1980.

“There’s a reason Aaxon is so prolific in new laundromat devel opment,” says Eric Meyers, general manager of the OPL and laun dromat segments for Alliance Laundry Systems. “This team is so skilled in helping current owners maximize profits with Huebsch equipment and get new investors off to fast starts.”

Huebsch also honored several other distributors, including H-M Company, Cincinnati, Outstanding Growth Award; Rhino Laundry and Dry Cleaning, Salt Lake City, Outstanding Performer; and Ace Commercial Laundry Equipment, Westminster, California, Outstanding Performer.

CLA, DLI PLAN WASH-DRY-FOLD AND DELIVERY WORKSHOP THIS MONTH

The Definitive Workshop on Wash-Dry-Fold and Delivery, a twoday event created for all segments of the WDF, pickup and delivery, and commercial laundry industry, is scheduled for Nov. 16-17.

The event produced by the Coin Laundry Association and the Drycleaning & Laundry Institute will provide access to innova tions and cutting-edge practices that enhance the WDF market and offers nationwide networking with laundromat owners and company representatives in one location, organizers say. An Oak Brook, Illinois, hotel will host.

The Definitive Workshop on Wash-Dry-Fold and Delivery has a lineup of powerful education sessions with industry experts, peer-led best practice discussions, and training and professional

“With our growth projections on a record pace, we needed a larger space to not only handle the additional team members but to house point-of-sale hardware so we always have inventory in stock for our new customers,” says Matt Simmons, co-founder, market ing and sales for Curbside.

The expansion further enables the business to respond more quickly to laundromat owners’ needs.

“A core promise to our customers is to answer every call that comes in and respond to customer requests within two hours,” says Aaron Simmons, co-founder, software and operations for Curbside.

To ensure a high level of personalized service for its growing list of customers, Curbside Laundries has hired Damien Winkler and Christian Velasco. Both have frontline responsibility for supporting the more than 500 laundromat owners on the company’s platform.

“Damien and Christian come to us with tremendous customerservice background and business understanding,” says Aaron Simmons. “They are a vital addition to our expansion plans.”

The Curbside Laundries staff poses outside its new facility in Los Alamitos, California, southeast of Los Angeles. (Photo: Curbside Laundries)

Aaxon Sales Director Frank P. D’Annunzio (second from left) and CEO Frank D’Annunzio (holding award) accept the Huebsch Distributor of the Year award from (far left) Alliance Laundry Systems’ Craig Dakauskas, senior vice president of North America Commercial, and (far right) CEO Mike Schoeb. (Photo: Alliance Laundry Systems)

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“As the operator of a large, high volume, Los Angeles based full service 24 hour laundromat, we did extensive market research on payment systems. Our management team selected the ESD Wireless SmartLink System because of many factors which streamlined and increased our operational efficiencies. The ESD systems performance has far exceeded our corporate expectations and if you value your time, the ESD wireless system will help you quickly complete your collections as well as protect your company against machine theft and shortages. In my opinion, there is no better payment system available on the market today, especially if you are seeking to develop more stores, create operational efficiencies or enhance your stores overall control and reporting systems.”

Jerry Jamgotchian, Coast Laundry