American Coin-Op - February 2024 by American Trade Magazines

Employee Compensation

Finding means beyond the dollars to attract, keep good workers INSIDE: FEBRUARY 2024 SURVEY: YEAR OVERYEAR BIZ UP FOR MANY STORE OWNERS

ESTABLISHING EXPECTATIONS, ENCOURAGING ACCOUNTABILITY

PRODUCT SHOWCASE: FRONT LOADERS

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CONTENTS FEBRUARY 2024 VOLUME 65 ISSUE 2

COVER STORY

EMPLOYEE COMPENSATION Even as laundry businesses offer competitive wages that are frequently well above their local minimum wage, they can find it increasingly challenging to attract and retain good employees. It can take some creative thinking to come up with ways to incentivize attendants beyond their wages.

(Cover image: © londondeposit/Depositphotos)

INSIDE 14 JAEGER FAMILY FOCUSES ON

CONTINUOUS LAUNDRY IMPROVEMENT

Multi-store owner Art Jaeger advances the stores he and wife Eve started and grew by investing in innovative equipment, technologies and services. Recently, his son, Alex, and daughter, Natalie, got in on the game.

8 DEPARTMENTS 4 VIEWPOINT 6 YOUR VIEWS SURVEY 22 CLASSIFIEDS

23 AD INDEX 24 NEWSMAKERS

16 IT’S OUR POLICY...

We poll some laundromat owners around the country to learn a little about the policies and procedures they produce, how they inform and educate their workforce about them, and what these owners say could happen if clear guidance in operations isn’t given to a laundry’s employees.

18 PRODUCT SHOWCASE:

FRONT LOADERS

2 AMERICAN COINOP FEBRUARY 2024

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DID YOU KNOW... American Coin-Op has released podcast episodes on a variety of industry-related topics? Give one a listen at AmericanCoinOp. com/podcasts.

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VIEWPOINT Charles Thompson, President Donald Feinstein, Publisher E-mail: dfeinstein@ATMags.com Phone: 312-361-1682

Bruce Beggs, Editorial Director

PAY, POLICIES AND PROCEDURES

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

Bruce Beggs

California store owner Sharon Sager has had successes in hiring good team members. Having a clear understanding and vision of what she’s looking for in a new employee—customer service skills, a good attitude and a solid work ethic—has contributed, she believes. So has using her interviews as opportunities for both she and the applicants to decide if moving forward with hiring would be a good fit. She’s learned to be patient, especially when her business is shortstaffed, because she knows getting someone who isn’t a good fit often causes more challenges in the long run. Meanwhile, the higher wages being offered by other small businesses in today’s tight labor market present her with a real hiring challenge. Like many other laundromat owners, Sager has only so much budget to devote to labor, so she looks for means beyond the dollars to incentivize her attendant positions. In “Employee Compensation,” starting on page 8, I polled Sager and several store owners around the country to ask about some of the ways they use incentives beyond base pay to attract and keep good employees. You’ll find another human resources-related topic at the heart of “It’s Our Policy...,” opening on page 16. Learn about the policies and procedures that some store owners produce, how they inform and educate their workers, and what the owners say could happen if clear guidance isn’t provided to a laundry’s staff. Kenny Majers, also a California store owner, says a good attendant is the lifeblood of a laundromat, and that they can make or break a business. Here’s to your efforts to see that your pay, policies and procedures all lead your staff to greater performance. Bruce Beggs Editorial Director

4 AMERICAN COINOP FEBRUARY 2024

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Douglas Pratt Tony Regan Sharon Sager

Michael Schantz Matt Simmons

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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 65, number 2. 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, 2024. 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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INDUSTRY SURVEY

YEAROVERYEAR LAUNDRY BUSINESS UP FOR MANY STORE OWNERS W

e’ve just entered 2024, which means it’s the perfect time to review your business performance of last year and look ahead to what might be in store for your laundromat this year. After all, a little benchmarking never hurt anyone! So, American Coin-Op’s final Your Views survey of 2023, conducted in mid-December, focused on year-over-year business. The opening question: “How did your self-service laundry business do (in 2023) compared to 2022?” A whopping 77% of respondents say their business improved to some degree: 30.8% described it as “much better” and 46.2% classified it as “somewhat better.” About 15% say it was the same or similar. The smallest shares—just 3.8% each—call their business performance for 2023

How did your self-service laundry business do (in 2023) compared to 2022? How did your self-service laundry business dobetter (in 2023) compared to 2022? Much 30.8% Somewhat better 46.2% Much better 30.8% Same or similar 15.4%

Somewhat better Somewhat worse 46.2% 3.8% Same orMuch similar worse 15.4% 3.8% Somewhat worse

3.8%

Much worse

3.8%

If your business improved in 2023, what factors were responsible? (Click all that apply)

If your business improved in 2023, what responsible? (Click all that apply) Customerfactors base increasedwere 55% Competition decreased

20%

Raised prices Customer base increased Installed new or additional equipment Competition decreased

45% 55%

Costs/expenses decreased Raised prices Offnew er new service(s) Installed or extra additional equipment Improved marketing efforts Costs/expenses decreased Other Offer new extra service(s)

55% 20% 15% 45% 25% 55% 20% 15% 5% 25%

20% To read other Your Views survey stories, visit www.americancoinop.com

Improved marketing eﬀorts Other

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“somewhat worse” or “much worse.” Those who saw better business in 2023 attribute it largely to a) an increased customer base or b) installing new or additional equipment (equal shares of 55% of respondents selected these options from among several offered). Raising prices was also seen as an important factor by 45%. Some other supporting factors were offering new extra service(s) (25%), facing decreased competition (20%), improving marketing efforts (20%) and decreasing costs/expenses (15%). The small minority whose business declined in 2023 attributed their performance to things like rising costs, customers visiting less, and extra services income being down. Looking ahead, 69.2% of laundry owners surveyed believe their 2024 business will be better than 2023’s. Roughly 23% say it will be the same, and 3.8% think it won’t be as good. Another 3.8% are unsure. When asked what they have planned for their laundry in 2024, 69.2% of respondents intend to raise prices, while 61.5% say they’ll spruce things up. Roughly 39% say they’ll add new washers and/or dryers, while 19.2% intend to add other types of equipment (water heater, payment system, changer, etc.). About 35% say they’ll do more marketing this year, and 19.2% intend to add a service. Approximately 8% are planning no changes. What’s your greatest business concern looking ahead? Among this survey’s respondents, the majority (34.6%) say it’s the prospect of hiring or retaining good employees remaining as difficult. About 31% say it’s that utility costs will rise. The specter of more competition opening nearby is of greatest concern to 15.4%, and 7.7% worry about the need to update equipment. Roughly 12% say they have no concerns. For a final question, the publication asked respondents what makes them most proud about their laundry operation today. Here are some of their answers: • “Our employees are well-trained, pleasant, and can handle just about any issues in a professional manner, as evidenced by so many comments from our customers.” • “We have completed our three-year upgrade plan for all our stores, with the last equipment being installed in November.” • “I took a zombie—I mean, really, really bad—location and turned it around.” • “Longevity.” While American Coin-Op’s Your Views survey presents a snapshot of store owners’ viewpoints at a particular moment, it should not be considered scientific. Subscribers to American Coin-Op e-mail blasts are invited to participate anonymously in the industry survey.

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Employee Compensation Finding means beyond the dollars to attract, keep good workers by Bruce Beggs, Editorial Director

day doesn’t go by that today’s laundromat owners aren’t competing with other small-business owners to hire capable, dependable workers. With unemployment rates reaching record lows in various locations during the last few years, the competition for workers has intensified. Even as laundry businesses offer competitive wages that are frequently well above their local minimum wage, they can find it increasingly challenging to attract and retain good employees. In an American Coin-Op Your Views survey conducted in December, the majority of store owners polled—34.6%—say the prospect of hiring or retaining good employees remaining as difficult as it is now is their greatest business concern looking ahead. Job seekers may be “all about the money” but the average small business can devote only so much budget to labor. It can take some creative thinking by the laundry owner to come up with ways to incentivize attendants and managers beyond their wages.

WHAT’S YOUR SUCCESS RATE? “My attendants and I are a team. We depend on each other to operate a well-oiled machine,” says Kenny Majers, who manages a staff of two at his Majers Coin Laundry in the Los Angeles area; one attendant has been with him over 20 years. A good attendant is the lifeblood of a laundromat; they can make or break it, he believes. Kristyn Van Ostern, who has co-owned Wash Street in Manchester, N.H., for seven years, says it’s only been in the last three that the owners feel like they have “figured out hiring and retaining good employees.” “I know we focus on it a lot and that it continues to improve,” 2ULaundry Operations Director Mark Vlaskamp says of his company’s 8 AMERICAN COINOP FEBRUARY 2024

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(Photo: © londondeposit/Depositphotos)

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Employee Compensation hiring performance. “I saw a stat: 54% of QSR [quick service restaurant] employees do not make it six months. If that is the standard, we are doing fine. However, it feels like there is a lot of improvement to be made.” Cathy Neilley says she’s had “some” success staffing her Spin Doctor Laundromat in Hamilton Township, N.J., with one full-time and five part-time workers: “The pool of applicants for our job posts is deep, but the quantity of good candidates is small. Once we snag a quality candidate, we ensure that they are aware of their total compensation package and benefits so we can retain them.” “We have a very solid base and foundation of employees, strengthened by our management team,” says James (Clark) Sowers, who co-owns four South Dakota laundromats with son Randy. “But it is the newer employees, as we try to complete our team, that are giving us difficulties.” Hiring for his Brio Laundry in Bellingham, Wash., has improved, Travis Unema says, since the brand created and implemented its own online training resources. “Brio has had better success in the last 12-18 months after using the Laundry University to train the new (and old) team members,” he says. “Having an effective training program instills confidence in your team and gives them the tools to perform by taking pride in their work.”

HIGHER WAGES OF CONCERN? Have higher wages offered by other small businesses presented a real challenge to your laundry operation? “For a time, it was, but I think around mid-year we kind of hit parity,” says Neilley. “Nationwide, hourly wage increases have slowed. What I keep my eye on now is where the state is with minimum and ‘living wage.’” Wage is certainly important, offers Vlaskamp, and his company has had to increase theirs to be competitive. “But, it isn’t everything,” he adds. “I figure, if there is one hour I am going to work on this per day, instead of focusing on wage, I focus on everything else besides wage. Wage is a market rate that I really can’t control. What I can control is the rate at which we convert top-of-funnel recruiting leads and the tenure at which they stay at the company. Those things matter so much more than market wages.” “Staying ahead of the lowest wage is important to me,” Unema says. “Higher wages draw in better workers. As expenses rise, make sure you pay your team appropriately. Their expenses are rising as well, so being able to increase their wage in different ways can help.” “We have to pay competitively to stay at market rate and we do,” says Van Ostern. “We also have to raise prices as our labor costs increase.” Higher wages for similar jobs have been an obstacle to his hiring, according to Sowers, “but we mean what we say in our wage offer and (that) doesn’t appear to be true with those advertising on billboards, etc. And we try to offer definite hours per week. That matters to many.” James Radovic says he hasn’t found reported higher wages to be challenging in staffing his two Florida stores: “We have offered the highest starting wages, provide annual evaluations, and offer increases to those who are the best.”

STAFFING TACTICS So what kinds of tactics can a laundry owner use to make their openings attractive to job seekers and to strive to hire the best people available? Compared to large corporations, a small business can provide a more personal connection to their staff, says Sharon Sager, who owns the Sierra Madre (Calif.) Laundry. “I like making my staff feel appreciated and recognized for their efforts. I have found that this type of feedback from my management and me can be motivating to our team members and develops loyalty.” 10 AMERICAN COINOP FEBRUARY 2024

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As far as incentives, she offers a SIMPLE IRA retirement plan to which the employee can contribute and her business matches up to a certain percentage. Staff can earn tips for “Drop and Go” service and for fluff and fold orders, and Sierra Madre Laundry offers more flexible hours than other companies, she says. Beverly Kay Blank, a former laundromat owner turned fluff-and-fold consultant, says there are a few ways to compensate employees beyond their base pay. Allow them to do their family’s laundry each week without charge. Offer a monthly bonus incentive if a pre-set drop-off service goal is met. Award a gift card for every new fluff and fold customer an attendant signs up. And throw a regular (quarterly or semiannually?) staff recognition dinner party. “We are much more clear up front in the interview and training process about what we expect from employees,” says Van Ostern. “We also let employees go more quickly if it’s clear they won’t be reliable and efficient. Finally, we incentivize our employees with increased pay for more efficiency.” “It’s easier to keep good attendants when stability of having work and a regular schedule is always consistent,” Majers says. “During the heart of COVID when business was way down, my attendants kept their same hours. It was some pretty trying times during that period. But we came out stronger and better than before. “I try to compensate my employees fairly for the work I ask of them. I would never ask something of them I wouldn’t do myself. At the end of the year, they receive bonuses if the numbers exceed the previous year; the percentage they receive is larger.” “We have tried placement services, but we usually get our best employees by asking current good employees to recommend someone they know (who) would be good for our business,” Radovic says. Neilley offers referral bonuses to staff for hire, coupled with sponsored ads online. Vlaskamp’s company treats hiring like it treats marketing to customers, he says, using the same funnels and communications that engage customers to engage employees. “On the day before their start date, did they receive a digital orientation? After their first day, do they have any questions? After their first week, can they pass a basic pop quiz on standard operating procedures? These need to be automated or they won’t get completed.” “Be sure to include everyone to ensure your team is functioning well together,” Unema suggests. “Setting clear expectations for what they are responsible for and holding everyone equally accountable. Don’t play favorites or treat anyone different (except to praise someone!). Be proud of your team and make sure that customers know you appreciate your team. If a customer tells you that a team member was just awesome, get the team some coffee and pass the compliment along.” “We have some benefits, retirement, limited health,” Sowers says. “We offer a $2 an hour bonus over and above their wage if they make simple goals that once were expected just to get hired. But we try to promote a healthy culture and climate.” And as much as you’re willing to sweeten the pot to land a needed worker, be ready to cut someone loose if things aren’t working out. “Base wage plus soap sales commissions plus loyalty card commission plus shared gratuity on WDF orders plus Aflac insurance plus SIMPLE IRA plus phone bills are what I do to increase wages,” Unema lists. “Paid vacation days for team leads and managers. Take care of them and they will take care of you. “And if they don’t reciprocate back to you by being on time, in uniform, performing by your standards, or (they have a) detrimental attitude toward team/customers, make sure they move on quickly. Don’t let a bad apple bring the team down.” www.americancoinop.com

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Jaeger Family Focuses on Continuous Laundry Improvement Phasing in new soft-mount washers in its California stores Art Jaeger (left), working in concert with son Alex (right) and daughter Natalie (inset), is always looking to advance the family’s businesses by investing in innovative equipment, technologies and services. (Photos: Girbau North America)

by Haley Jorgensen

ulti-store owner Art Jaeger arguably leads the industry in vended laundry firsts: the first to own a high-speed laundry, first to offer ozone sanitization as a vended addition to the wash cycle, and first to test and equip his stores with the new Continental Girbau Genius Series soft-mount washers. He not only strives to provide customers with the ultimate laundry experience, he advances the stores he and wife Eve started and grew by investing in innovative equipment, technologies and services. Recently, his son, Alex Jaeger, and daughter, Natalie Jaeger Rozen, got in on the game. All told, the Jaeger family owns four vended laundries in California: Valencia Express Laundry Center, Simi Valley Laundry Center, Santa Clarita Express Laundry Center, and The Oaks Express Laundry Center in Sherman Oaks. In addition to self-service, through a stand-alone company, they offer pickup and delivery for residential and commercial accounts, as well as in-store drop-off wash/dry/fold. “Our philosophy is that we want to be the biggest and best in whatever community we serve,” Art Jaeger says. “We constantly upgrade our stores; we think it makes the customers feel they know we are engaged. We base a lot of my improvement decisions on how we can market and differentiate ourselves from the competition.”

TESTING AND INVESTING He was first to test and invest in Continental’s new line of high-speed, soft-mount washers featuring a large 10-inch touchscreen user interface and exclusive 360° Vision corner status light. 14 AMERICAN COINOP FEBRUARY 2024

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“Art believes in the benefits of high-performance equipment and works closely with our people and engineers to help us innovate machines with features that set laundries apart,” says Joel Jorgensen, vice president of sales at Girbau North America. “Then, he tests the machines in his laundries before they’re introduced to the market. His feedback is invaluable.” “Aside from an excellent relationship with GNA staff, I became a major part of their reach out to customers to provide feedback on what operators and customers are looking for in equipment,” says Jaeger. “I’ve had the privilege to talk with Girbau engineers over the years and have seen so many of my suggestions become reality.” The Genius Washers, in capacities from 23 to 80 pounds, reach extract speeds up to 450 G-force for greater moisture removal during extract, reduced dry times and amped customer-rotation rates, according to Jaeger. This means customers can complete laundry faster than ever before. The large touch screen—resistant to water, impacts and scratches— allows for customized cycles and “Extras” that allow customers to better control how their laundry is washed. There is programmability and owner control over every variable of the wash process, including number of baths/rinses, water temperature/level, rotation action, time and extract speed. The touch screen can display up to three languages and comes with four, six or eight pre-set cycle options that are customizable. Store owners can design unique “Extras” to fit specific customer needs. The Jaeger family offers “Extra Prewash” and “Extra Ozone,” for example. When a customer selects one, the vend price increases 50 cents. The “Extra Ozone” option automatically injects ozone into the washer www.americancoinop.com

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Customers are moving through cycles faster for greater customer rotation rates and revenue per day. “The No. 1 comment from customers is that they wash better,” according to Jaeger. “The No. 2 comment is how dry the extracted clothes are at the end of the spin. The No. 3 comment is that the touch screen is innovative and easy to use.” The “Extras” are paying off, too, he adds. Forty percent of customers choose an “Extra Prewash” or “Extra Ozone,” compared with the 20-30% before the switch. Yes, Jaeger increased the vend prices 15% on the Genius machines, but customers still flock to them: “Our weekend usage is over the top with 10-12 turns per day,” he says. Unlike other washers on the market, Genius Washers can switch from a self-service user interface and programming to a full-service user interface and more sophisticated programming, according to Jaeger, who adds, “There’s a tremendous upside to the touch screen in terms of marketing.” The Jaegers are executing their continual improvement plan and striving to bring the best in everything to their customers. In coming months, they’ll phase in more Genius Washers, with 23-pound models already on order. They’ll replace the 20-pound ExpressWash Washers at Simi Valley. “There’s no better way to differentiate your laundry from the competition or set it up to process full-service work or pickup and delivery than by investing in advanced equipment,” says Jaeger. “Everything I’ve talked about ends at the Genius Series. It makes wash/dry/fold more functional and self-service easier.”

at the end of the wash cycle. It sanitizes the laundry by eradicating 99% of viruses, bacteria and molds in the load. It also works to loosen fabric fibers for improved dirt and stain removal. Each “Extra” generates more revenue opportunity while bringing peace of mind to customers, according to Jaeger. The 360° Vision light found on the washer’s top corner illuminates in different colors to indicate machine and load status. Green is “machine available.” Steady blue means “in-cycle,” while flashing blue indicates “2 minutes to end.” Flashing orange signals “unloading required.” Red is “machine alarm.” The light was the brainchild of Jaeger. “I wanted a way for customers to see from a distance when machines were available or in use,” he says. “The … idea came from the parking garage concept that displays a green light for empty spaces.”

PHASEIN AND RESULTS The Jaeger family initiated a phased plan to replace 20- and 40-pound ExpressWash Washers in use with 23- and 45-pound Genius Washers. The 45s are in place in Santa Clarita and Simi Valley. Using the Genius Washers, customers enjoy a 25-minute wash and 20-minute dry, which saves them 5-10 minutes compared with the previous machines. “Customers immediately feel like their clothes are cleaner,” says Jaeger, “and line up waiting to use the new (equipment).” At Simi Valley, the ExpressWash 40s were the preferred machine. Jaeger says replacing their customers’ favorite washer with the Genius “took a leap of faith.” “I’m happy to report that the Genius Washers continue to be the driver of that store and have achieved a 31% increase in daily turns,” he adds. Meanwhile, the Santa Clarita store has jumped 22% in daily turns.

Haley Jorgensen is a freelance writer operating from her business, Public Image, in Green Lake, Wisconsin.

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FEBRUARY 2024 AMERICAN COINOP 15

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It’s Our Policy… Setting policies and procedures helps laundry owners establish expectations, encourage accountability by Bruce Beggs, Editorial Director

rom the moment you contemplated opening a laundromat, you probably had at least a vague idea of how you wanted to operate it: the work schedule, the level of service, the cleaning and maintenance, you name it. And if your laundry was going to be attended in some manner, you’d need some way to organize your thoughts about its day-to-day operation, how certain tasks were to be performed, and whose job it would be to fulfill those responsibilities. The time would come for you to establish your policies and procedures. Workplace policies are statements that help establish a clear understanding of the behavior and performance standards that a business expects of its employees. Workplace procedures are step-by-step instructions for performing routine tasks. American Coin-Op polled some store owners around the country to learn a little about the guidelines they produce, how they inform and educate their workforce about them, and what these owners say could happen if clear guidance in operations isn’t given to a laundry’s employees. As a veteran, Cathy Neilley, owner of Spin Doctor Laundromat in Hamilton Township, N.J., says she likes to keep things buttoned up and efficient for her employees. “There is an Operating Manual, a Training Guide, and lots of rules for staff to follow—the contents of which are tweaked and updated as needed. I get a bit of ribbing on it, but no one can argue with the benefits: the store wins ‘Best of’ awards every year.” 16 AMERICAN COINOP FEBRUARY 2024

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(Photo: © andrewde/Depositphotos)

“We have both a Terms of Service that our customers agree to and an Employee Handbook that our employees agree to,” says Kristyn Van Ostern, who co-owns Wash Street in Manchester, N.H.; it employs a team of four full-timers and five part-timers. “We also have a training manual that our managers keep updated for new hires.” For the approximately 110 front-line 2ULaundry workers, the company documents “anything worthwhile” as operating procedures in its Notion Wiki online workspace, says Operations Director Mark Vlaskamp. It connects everyone from “Product/Tech” to “Laundromat Operations” to “Franchisees” through the site, and all can share links and easily search for the topic, training or standard operating procedure that they need. “We have an extensive Employee Handbook, including their personnel work rules and operating procedures for laundry work,” says James Radovic, who owns two fully attended stores in the Florida communities of Jupiter and Stuart that combined employ a dozen people. In Bellingham, Wash., Travis Unema oversees Brio Laundry and Brio Cleaners, which together employ 21 people in either part-time (under 30 hours per week) or full-time work (30-40 hours). Team members must read and sign a 40-page employee manual before they’re hired, he says. “I have them read it, ask questions and sign it in my office. It takes time but is worth it. Setting the expectations up front to the newest hire means they know exactly what to expect. And it defines rules that you/your manager can use for accountability. “(We have) monthly staff meetings with required attendance to provide updates and news about what’s going on. Whether it’s policy updates, new uniform, new store hours, price increases, etc., keep them informed and stick by what your policy is!”

GETTING EVERYONE ON THE SAME PAGE Setting policies and procedures is only a first step to seeing that your workforce conducts your business in the manner you want it conducted. The usefulness of these guidelines and rules can be limited if they aren’t openly and often shared with—and acknowledged by—your personnel. www.americancoinop.com

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“Communication is always integral, and it is just as difficult to communicate as always,” says James (Clark) Sowers, who with son Randy co-owns four laundromats and two drycleaning plants in and around Rapid City, S.D. They employ 22. “Too many distractions. We have worked with our managers to make sure (they) communicate policies, especially with new hires, actually going over the policy book word by word to make sure they understand how things roll.” “I communicate policies and procedures via the Employee Handbook, during job training, and by modeling expectations,” says Sharon Sager, who employs six people part-time at her Sierra Madre (Calif.) Laundry. “We also have a whiteboard in the office for communication between staff and management. Here, we share information, tips, suggestions, requests and kudos.” “Printed and digital copies are available 24/7 to (our staff),” Unema says of Brio’s policies and procedures. “Reviewed in person during hiring. If someone goes against store policy, meet with them and show them exactly where in policy they went wrong and then explain why that policy is in place.” “The Employee Handbook is on our payroll portal. The Terms of Service is on our website,” Van Ostern shares. “We also discuss these policies as needed in our weekly staff meetings and more regularly if necessary through our Slack (productivity platform) channels.” “We meet annually face-to-face individually with each person,” Radovic says. “We discuss the work rules, the laundry procedures, and their performance.” “For new hires, these items (are) incorporated into the onboarding and orientation presentation conducted one-on-one,” Neilley says of her approach. “With existing staff, reminders are posted on a whiteboard, and discussed at either an impromptu or formal staff meeting.”

“Recently, the SOP that I made to help the stores is a winterizing checklist,” Vlaskamp says. “All of our stores are slightly different: different operators, buildouts, climates, etc. When the recent winter storms came through, we realized all stores knew what to do but there wasn’t one source of truth to connect all the stores under the same expectations and standards. “The SOP is not the important part, in my opinion. The plumbing that you have to distribute the information to your workforce is the important part. Distribution of the content is more important than the content itself.”

LACK OF GUIDANCE CAN BE PERILOUS So what can happen if there is no clear guidance in place for employees? “Lack of focus, misunderstanding, and dysfunction,” says Sowers. “Confusion from customers, staff, and even for yourself,” adds Van Ostern. “Chaos will ensue if you have no clear guidance,” asserts Radovic. “Dropoff customers will be confused as to what to expect as the final product, and what to expect when they drop off their clothes. Walk-in customers will ask for help, sometimes asking us to watch their clothes while they run errands, or help them fold their clothes, etc. One employee may help and another may not and the customer will wonder how far they can push to get help. You need to have every employee operating off the same page.” “Retention is likely to suffer, triggering a myriad of repercussions for the business,” Neilley says. “No hire wants to feel vulnerable, embarrassed, (continued on page 21)

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Front Loaders HUEBSCH

B DEXTER LAUNDRY

exter Laundry says it is committed to building more than just laundry equipment. It’s here to help selfservice laundry owners achieve long-term success while providing dependable laundry solutions. The company offers a full line of U.S.-made washers, dryers and management systems backed by warranty and live, lifetime technical support. The company says it continues to invest in providing the machines, tools and resources necessary to make its customers more successful, which entails larger-capacity and higher-extract equipment, including its large Dexter T-1450 washer. With a 200 G-force and the ability to handle up to 90 pounds of laundry, the T-1450 is the perfect solution to increase a store’s efficiency and get customers in and out, Dexter says. The large capacity allows for higher vend prices, which translates to more profit for store owners. Plus, the T-1450 comes ready to connect to DexterLive and DexterPay, making it easy for customers to pay for their laundry via mobile app. The Dexter T-1450 provides the efficiency, flexibility, performance and durability that laundry customers need to get the job done while making the laundromat owner’s business more profitable, the company says. https://dexter.com

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igger is definitely better when it comes to the laundromat business, and Huebsch believes it doesn’t get any better than its HC80. The washer-extractor boasts an 80-pound capacity to match customers’ desires to launder all items in one load. Its high-speed extract also delivers exceptional moisture removal to get them in and out of the store fast, the brand adds. And Huebsch says it takes this profit producer to the next level when equipped with the Galaxy Touch control. The touchscreen control takes the ambiguity out of laundry with real-world descriptions of cycles and 30 language options. Galaxy Touch offers customers premium cycles as they step up to cycle start. Huebsch believes this elevates the options from just additional offerings to attractive, featured value-adds, which leads to more people selecting the cycle modifiers, garnering more profit for owners. https://huebsch.com

B&C TECHNOLOGIES

&C Technologies has introduced its newest line of vended washer-extractors, the HX Family. Built with water and energy savings in mind, the HX Family is designed to save thousands of gallons of water per year due to its unique drain valve arrangement, B&C says, eliminating unusable water in the drain hose. All components, even the bearing housing, can be serviced from the front or top of the machine, meaning no rear access is required for service. The water seals that protect the bearings are physically separated from the bearing housing, meaning that the wash solution can never contaminate the bearings, a typical failure mode on competing machines, B&C says. Available in capacities of 22, 35, 50, 65, 85 and 110 pounds, the HX vended washerextractors are the “perfect machines” to retool a current store or for new construction, the company adds. B&C Technologies says it will remain beside store owner customers “every step of the way” through its service and parts departments capable of helping owners handle any issue that may arise. https://bandctech.com www.americancoinop.com

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PRODUCT SHOWCASE

MAYTAG® COMMERCIAL LAUNDRY

he Maytag® Commercial MHN33 Single Load, Energy Advantage™ Front-Load Washer model has been a coin/vended laundry workhorse, Maytag® Commercial Laundry says. Key features and benefits of the MHN33 washer include the advanced DuraCore Drive System with triple-lip seal, robust shaft sleeve, premium bearings and die-cast trunnion. The advanced spin technology delivers more accurate cycle times and better unbalanced performance, Maytag says, while its six-point suspension features four dampers and two springs for greater stability. In late 2022, engineers ended a seven-year lab test on the washers. Testing of the DuraCore Drive System started in 2015 with 10 machines running daily, receiving proper use and care while adhering to the recommended maintenance schedule. Throughout the lab test, three of the 10 machines were removed and used at trade shows to demonstrate the results achieved, while the remaining seven machines reached over 60,000 cycles individually (individual washer dependability may vary in actual use, Maytag says). This was based on lab testing of the DuraCore Drive System up to 60,000 consecutive 34-minute timed cycles using an 11-pound laundry load on the “Heavy Load” setting. Maytag invites readers to visit its website to learn more. https://maytagcommerciallaundry.com

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PRODUCT SHOWCASE SPEED QUEEN

L CONTINENTAL GIRBAU

irbau North America’s Continental Girbau Genius Series Washers — in capacities of 23, 30, 45, 60, 70 and 80 pounds — feature a 10-inch touchscreen user interface that can quickly switch from a vended, self-service customer interface and programming to a commercial full-service operator interface and programming. “This dual-function control drives profitability with flexible base and premium extra-cycle combinations, including options for monetized sanitation with ozone-charged rinses,” says Girbau North America Vice President of Sales Joel Jorgensen. “The simple Genius control allows quick access to advanced commercial cycle programming with automatic cleaning product-injection capabilities for wash/dry/fold and commercial work.” The energy-efficient Genius Washers generate 450 G-force extract speeds for shorter dry times, lower utility costs and amped customer turnover; are Bluetooth-, WiFi- and IoT-ready; feature a 360° Vision Light, enabling customers and staff to know with a glance their load status; and offer a freestanding design for simple installations, even in second-story laundries. Other features include the large touchscreen that resists water, scratches and impacts; a soft-mount design; hybrid vended/commercial programming and interface; and customizable marketing/ messaging screens to promote services and specials at the point of sale. www.gnalaundry.com

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aundromat customers have increasingly gravitated toward larger-capacity washer-extractors, with 60-pound units becoming workhorses. Speed Queen 60-pounders equipped with the Quantum Touch control can help owners maximize return on investment for these popular machines, the brand says. Quantum Touch features an intuitive touchscreen and 30 language options to ensure all customers can easily obtain their desired wash results. To boost revenue potential, the control positions attractive and profitable premium-cycle options up front with detailed descriptions of what customers get by selecting the adders. The result is a higher percentage of customers choose to add one or more options, Speed Queen says. The machine features a rugged hard-mount design for superior out-of-balance tolerance, high-quality stainless steel, and inverter drive for reliable performance, the brand adds. The quality is backed by a 10-year warranty on the seals, and bearings, and a five-year warranty on other components. https://speedqueencommercial.com

PELLERIN MILNOR CORP.

ellerin Milnor Corporation’s MCT27E5 washer, with a 60-pound capacity, is an ideal choice for any vended laundry, the company says. Built for high profits and long life, its 9.0-cubic-foot cylinder volume allows for oversized loads, and the stainless steel cabinet design promotes durability. The MCT27E5 is equipped with an easy-to-use control that provides instructions in English and Spanish. This control delivers two sets of seven wash formulas with programmable vended prices, set by the store owner. The first set features standard formulas ranging from “Quick Wash” to “Heavy Soil” options, whereas the second set uses Milnor’s GreenTurn™ programming decisions, featuring fewer rinses, less hot water use, and faster processing times, the company says. The machine is also designed to wash without tangling or knotting through the reversing washing action. The single-motor inverter drive delivers a wash speed (reversing), load distribution speed, and final extraction. The overflow pipe at the rear of the machine sends excess water and suds to the drain, preventing suds overflow and promoting dry floors. Milnor says it believes the MCT27E5’s quality will keep any vended laundry running smoothly. www.milnorcoin.com www.americancoinop.com

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(continued from page 17) used, and incompetent—especially today, when virtually every customer feels entitled to better treatment than others; demands a timely and accurate response, along with perceived competency. At some point, it may seem wiser for the employee to leave than be subject to complaints and/or retaliation.” “Employees do their best. I don’t love the ‘bad employee’ excuse lots of laundromat owners use,” Vlaskamp says. “Bad employees are like bad kids, there’s no such thing. There are only bad bosses like there are only bad parents.” And that’s where guidance that’s easily understood, especially in the early stages of laundry employment, can keep everyone on track. “Clear guidance helps management enforce rules equally,” says Unema. “Having no reference point for rules won’t work. Clear guidance sets expectations and assists management to make sure the expectations are set.” “Clear guidance reduces stress for all parties,” adds Sager.

(Photo: © Wavebreakmedia/Depositphotos)

www.americancoinop.com

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Creating a policies and procedures handbook can seem daunting, Sager adds, but there are resources available that can make the task attainable. “You can get templates for both a terms of service and employee handbook from your insurance company,” suggests Van Ostern. “They want you to have policies in place and usually help you build a framework out if you don’t already have one.” Unema recommends getting assistance from a legal team to draw up an employee manual. “Most boilerplate manuals can work as well,” he says. “Don’t be afraid to update policies! Make sure you get rid of polices that don’t work or are outdated. Include social media rules, uniform, attendance, performance.” Policy in text is the easiest to make as the business owner but the hardest to consume as an employee, Vlaskamp cautions. “Nobody wants to read a 100-page instruction manual. But short videos, infographics and photos help. Consider making your documentation more consumable and easier to send, view, text or email. The days of a printed binder of SOPs that you can only read on-site are gone.” And the nature of today’s workforce and tightness of the labor market could mean having to relax your policies just a bit to attract more candidates. “Policies can be especially fluid these days,” Sowers says. “‘No tattoos or facial hardware,’ etc., has gone out the window when we need to round out our staff in all of our different stores.” By setting and communicating your laundry’s policies and procedures, you establish from the outset how you want your business run and help identify and train the employees that you’ll lead into the future.

FEBRUARY 2024 AMERICAN COINOP 21

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NEWSMAKERS ALLIANCE LAUNDRY SYSTEMS NEGOTIATING TO ACQUIRE DISTRIBUTOR Commercial laundry equipment maker Alliance Laundry Systems and equipment distributor REM Company Inc. have entered into an exclusive agreement, subject to due diligence, for Alliance to acquire REM’s distribution assets. At press time, a Feb. 1 closing was targeted. REM’s history in the industry dates back more than four decades to its founding in Bob and Carol Moore’s Lexington, Kentucky, apartment. Since then, the couple and their son, current President Mark Moore, have built the business into a laundry leader covering Kentucky and Tennessee. “From the very beginnings of the company, the Moore family made customer service the No. 1 priority,” says Craig Dakauskas, senior vice president, Americas Commercial, Alliance Laundry Systems. “That commitment remains just as strong today and is a driving factor in our desire to bring them into our direct distribution family.” Upon closing, REM will become part of the Alliance Laundry Systems Distribution South Region, while maintaining its Versailles, Kentucky, office. “As a UniMac distributor for years, I know, without a doubt, that Alliance’s values mirror our own,” Mark Moore says. “I’m optimistic that we will arrive at an agreement and that our customers will continue to be well taken care of.”

Gregg Schantz (left) has been promoted to president of Setomatic Systems Inc. SpyderWash effective immediately, the company reports. Michael Schantz (center) will transition into the role of company CEO. Also pictured is General Manager Frank Palladino (right), one of Setomatic’s longest-serving employees. (Photo: Setomatic Systems)

GREGG SCHANTZ NOW SETOMATIC SYSTEMS  SPYDERWASH PRESIDENT Gregg Schantz has been promoted to president of Setomatic Systems Inc. - SpyderWash, the company reports. He has been with the laundry payment technology provider for over a decade and represents the third generation working in the family business. During his tenure, Schantz has worked in all aspects of the business and was vital in the successful certification and deployment of Setomatic’s newest product, SpyderWash EMV, the company says. With this promotion, Michael Schantz, who has been leading Setomatic Systems for over 40 years, will transition into the role of CEO. “Gregg has been essential in the growth of (our business) over the last 10-plus years,” Michael Schantz says. “His extensive knowledge and technical abilities have been critical in the development and implementation 24 AMERICAN COINOP FEBRUARY 2024

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of new products at our company. In addition, his management and communication skills have enabled the Setomatic team to work cohesively together to meet all our customers’ needs.” “I am grateful and honored to be given this new responsibility,” says Gregg Schantz. “I have been lucky to have the guidance and mentorship of Michael throughout my career and none of this would be possible without him or our amazing team of employees. “I look forward to continuing to work closely with our distributors, customers and employees in pushing innovation, collaboration and remaining the leader in laundry payments for decades to come.”

NJ LABOR DEPT. FOCUSES ATTENTION ON STATE’S LAUNDROMATS In January, the New Jersey Department of Labor and Workforce Development (NJDOL) mailed packages of materials to owners of the state’s 950 laundromats to help ensure they start the new year in compliance with the state’s labor laws. The mailing is part of an ongoing Strategic Enforcement initiative in the retail, coin-operated laundromat industry by the agency’s Division of Wage and Hour Compliance to make sure employers are aware of—and in compliance with—earned sick leave, minimum wage (now $15.13 for most employees), overtime and other labor laws. Strategic enforcement focuses on industries with a history of noncompliance with existing laws and on those whose employees are less likely to file complaints with the Department. The retail, coin-operated laundromat industry employs many vulnerable, low-wage workers who have experienced violations of their work rights, and NJDOL holds noncompliant employers accountable for labor violations. At the same time, the Department believes that providing outreach and education to all laundromat employers and workers about labor rights is a key component of Strategic Enforcement. The mailing is designed to equip New Jersey laundromat employers with the knowledge to understand their responsibilities so they meet their obligations. It includes the Employer’s Guide to Wage and Hour Laws, the Earned Sick Leave Compliance Checklist, and the required Earned Sick Leave employment poster. Laundromats will continue to be a Strategic Enforcement focus in 2024, NJDOL says. Any New Jersey business or organization that would like to engage with NJDOL to ensure they maintain a lawful workplace is encouraged to email wagehour@dol.nj.gov to learn more.

SPEED QUEEN LAUNDRY FRANCHISE EXPANDS INTO LOUISIANA Commercial laundry equipment brand Speed Queen reports its Speed Queen Laundry franchise’s latest expansion with a new location in Baton Rouge, Louisiana. The Speed Queen Laundry located on Florida Boulevard in central Baton Rouge covers 3,829 square feet and features cutting-edge laundry equipment and ample space to spread out, the franchise says. Each Speed Queen Laundry’s bright, open design enhances the aesthetics and increases overall safety, it adds. Free high-speed internet; comfortable seating and tables; and a kid-friendly lounge area featuring complimentary use of iPads are intended to keep everyone entertained and happy. Speed Queen Laundry locations are cashless and mobile paymentfriendly. They offer a drop-off wash and fold service and retail items. According to the franchise’s website, there are 24 Speed Queen Laundry stores in the United States. www.americancoinop.com

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