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April 2, 2013
Store Traffic: Finding a Better Balance

PEMBROKE, Mass. — Manage your store’s traffic with inducements and persuasion

PEMBROKE, Mass. — Sometimes, your store is overly busy. Other times, it is underutilized. You don’t want your customers walking into your facility, seeing it so busy and turn around to leave. You also don’t want customers coming in at odd hours and being so freaked out by the empty facility that they dare not enter your premises.

The perfect balance is to have eight customers in your store during every hour of operation each week. Of course, no one achieves this perfection. But one should try to better align customer use, which I call balancing traffic.

But your customers want to do their laundry at their own convenience. That’s why self-service laundries are open, on average, from 7 a.m. to 10 p.m. seven days a week. Let’s say that Saturday is a madhouse in your store. The suppertime hours are almost completely dead. Weekday mornings are steady, but afternoons crawl along with almost no one in the store. For some reason, Monday and Wednesday nights are quiet. How do you correct this imbalance?

Manage your store’s traffic with inducements and persuasion.

PROMOTIONS AND SPECIAL EVENTS

First, act only if you think there is a problem. Say your Saturday volume is so busy that customers trip over themselves. Children can’t play because every toy is in use and all the spaces are taken. Heavy use causes too many of your machines to break down. Customers walk around, their faces tense with aggravation. This is the perfect scenario to call for balancing traffic.

You would like to convert a number of customers to come in Sundays after 1 p.m. But how do you get these individuals to change their habits? Hand out a $1 coupon to every Sunday-afternoon customer. Do that for 10 weeks, and you’ll have more business in that time slot.

The good thing is that you don’t have to do this permanently. Ten weeks will be enough time to create a larger base of customers who will stay even when they are no longer receiving the $1 inducement. Or perhaps 80% of the changeovers will stay; they will have gotten used to their new hours. Of course, this coupon redemption requires an attendant on duty. If you don’t use an attendant, arrange for someone to be there at designated coupon times.

How much would this effort cost? Suppose you had 30 customers coming in on week one and now have 100 customers coming in on week 10. Splitting the difference, the average customer base is roughly 70 per week. That’s $70 “paid out” each Sunday multiplied by 10 Sundays for a total cost of $700. Is the traffic-aligning worth the cost? You probably will have won 40 to 50 more Sunday-after-1 regular customers. This frees up a busier time slot, plus you’ve earned some customer goodwill. They appreciate the $1. You have better balanced your customer traffic. Yes, it is worth the cost.

You can use this sort of tactic with any time period. Hang a sign in your store that reads, “Earn $1 if you clean your clothes after 1 p.m. on Sundays.” Use all of your marketing efforts to promote the offer. If a customer asks how long the dollar inducement will be in effect, be frank. Tell them you want to even out business, so the promotion will be in effect a minimum of six weeks but could continue for as long as a year. In fact, you are going to end the inducements after 10 weeks.

Another tactic is to have a musician come in and play/sing on a slow night. For instance, the musician plays from 7 to 9 on Wednesday night. You might pay him or her a token amount, and customers could be encouraged to tip the performer. This opportunity might be the inducement for a talented young man or woman to come in and reach a new audience. Of course, you or a staffer will have to be there to manage the traffic flow, keep out undesirables, and keep the music to an acceptable decibel level. In a short amount of time, Wednesday nights at your store could become the neighborhood event, a can’t-miss for the locals. Business will thrive.

Still another approach is to schedule a weekly drawing on a slow business day. The rule is that a customer must wash his/her clothes on that designated day to be eligible to win. Offering an attractive prize—free dinner for two, or a gift certificate to a local store—might shift traffic.

POWER OF PERSUASION

This approach simply asks customers to switch their washing day. This must be done by a knowledgeable person (you?), and it involves greeting customers and quietly talking to them. It could be accomplished simply by pointing out that the facility opens at 7 a.m. and one could get their clothes cleaned in only an hour at that time because most of the machines are available. Everybody wants to save time and avoid hassle. That information might just get them to try the early slot.

Or, you might be more aggressive. Say you have an overly busy Monday night. You might casually go up to several customers and speak to them. “You know, it is awfully busy around here Monday nights. Tuesday or Wednesday evenings are much less hectic, and customers can get any machine they want. They get in and out much quicker.” Everyone wants to save time. That might just plant the seed. Next week, you might see one or more of your Monday regulars on Wednesday night.

Another thing you might pitch during these conversations is the wash/dry/fold service you offer (if you do). It doesn’t hurt for you to sidle up to a customer and say, “Did you ever think about using our wash/dry/fold service? You’d bring clothes in the morning and pick them up that same night. You might spend $5 more a week, but, heck, your time is worth more than that.” Anybody you convince to use the wash/dry/fold service helps to balance store traffic.

Balancing traffic is another way to make your operation more efficient. Don’t ignore this tool.

January 22, 2013
The Elements of Being Customer-Friendly (Part 5)

CHICAGO — There are many levels of customer service, and thus customer friendliness

CHICAGO — How would your customers describe your coin laundry? Would they say it’s dependable? Clean? Secure? Comfortable? How about customer-friendly?

It stands to reason that customer-friendly stores—those that are welcoming, bright and offer a sense of security, for example—have a better chance of drawing business than the store down the block that’s dark, dirty and run-down.

But there are many levels of customer service, and thus customer friendliness. American Coin-Op reached out to some store owners, manufacturers and distributors this month and asked them for their analysis of the elements of being customer-friendly.

Q: PLEASE DESCRIBE HOW A STORE CAN BE MADE CUSTOMER-FRIENDLY BY ADDRESSING THE FOLLOWING:

Seating

Craig Kirchner, vice president of sales, marketing and customer service for Dexter Laundry: Your Laundromat customers are going to be spending plenty of time in your store and you’ll want to keep them comfortable so they’ll consider coming back. It’s important to have ample enough seating for your busiest times.

Dave Phillips, national sales manager, IPSO: It is important to provide just enough seating for the customers to be comfortable. But, it is about revenue per square foot — seating does not make owners money.

Dan Bowe, national sales manager, Speed Queen: Be sure to provide ample seating for customers. Most customers spend at least an hour in a Laundromat, so offering space where they can sit comfortably and conduct other business, like checking e-mails or reading, will be greatly appreciated.

Jose Fernandez, owner, Mily’s Place Laundromat, Coral Gables, Fla.: Seating should be in close proximity to the front of the store so customers can keep an eye on their car in the parking lot if so desired. If TVs are part of the customer experience, seating should be in close enough that programs are easily seen and heard throughout the store.

Children’s Area

Ken Hebert, Deep South Laundry Systems: A children’s area will be welcomed and appreciated by your customers, and it will likely reduce unnecessary wear on your equipment.

Bowe: Some newer stores offer a children’s play area that is equipped with televisions, books, arcade games and computers. While this isn’t necessary, it may give you an edge over the competition for those customers with small children.

Kirchner: While it might not work for all store layouts or customer demographics, a children’s play area can make your store more inviting to mothers and families. It can also help keep children occupied while their parents do laundry.

Dawn Nagle, marketing director and VP of creative services, Laundrylux: Parents need help when doing laundry. If you have an area where their children can watch movies or play, this goes a long way in showing how much you care about your customers. Parents will come back to a laundry where their children are occupied and that they can get their laundry done without being pestered.

Phillips: Dedicated children’s areas are nice if the store is large enough to provide them. Areas dedicated to children need to be situated toward the back of the store for safety and security reasons (assuming there is no rear ingress and egress), and it is important that the parents have good visibility of the areas.

Availability of Extra Services

Bowe: If you have an attended store, you have the ability to offer “Fluff and Fold” services. Customers will greatly appreciate this service, especially if they have extremely busy work or school schedules. It allows them to drop their laundry off, get it cleaned and pick up at a later time. In addition to being a customer-friendly component, it’s also a revenue enhancer.

David Cabral, vice president, New England Coin Laundry: Depending on the market demographics, additional services can enhance the overall business – but it is very important to look at the specific demographics of the area before offering any additional service. Examples include alterations, check cashing, receipt of utility payments, tanning, nail salon, café, cell phone sales, etc.

Fernandez: We do have drop-off service, which accounts for a substantial portion of the store’s revenue. We are currently working out the details to provide drop-off dry cleaning service and in-store ironing to increase revenues and attract new customers.

January 15, 2013
The Elements of Being Customer-Friendly (Part 4)

CHICAGO — There are many levels of customer service, and thus customer friendliness

CHICAGO — How would your customers describe your coin laundry? Would they say it’s dependable? Clean? Secure? Comfortable? How about customer-friendly?

It stands to reason that customer-friendly stores—those that are welcoming, bright and offer a sense of security, for example—have a better chance of drawing business than the store down the block that’s dark, dirty and run-down.

But there are many levels of customer service, and thus customer friendliness. American Coin-Op reached out to some store owners, manufacturers and distributors this month and asked them for their analysis of the elements of being customer-friendly.

Q: Does an attended store automatically have an advantage over an unattended store in being customer-friendly?

Karl Hinrichs, president, HK Laundry Equipment: Definitely – there’s no doubt about it. If you have a good attendant, they’ll be an asset to the store because they can immediately address any issues or problems. Some of the better-managed stores have attendants who are trained to really help the store. For example, some Laundromats offer a feature called “Mother’s Little Helper,” where the attendant will move the laundry from the washer to dryer. This allows the customer to take longer shopping errands and complete shopping and laundry at the same time. This is a huge, customer-friendly benefit that only takes a little bit of the attendant’s time.

Craig Kirchner, vice president of sales, marketing and customer service for Dexter Laundry: Both attended and unattended stores can be successful and customer-friendly if owners take care of the basics and make sure their stores are well-maintained.

Jose Fernandez, owner, Mily’s Place Laundromat, Coral Gables, Fla.: Absolutely. An attended store has a distinct advantage in being customer-friendly. In addition to 24/7 attendance, we have security cameras throughout, and I’ve arranged for the local police department to have patrol cars drive through the parking lot several times between 11 p.m. and 6 a.m. These extra measures bring more and more customers from other laundries near and far.

Ken Hebert, Deep South Laundry Systems: Attended stores are generally kept cleaner and therefore are more inviting.

Q: Should a store owner poll his or her customers to determine what they like or don’t like about the store? If yes, how often should they approach customers, and how should it be handled?

Kirchner: Not sure what your customers are looking for? Ask them! Offer a suggestion box and hold a contest where submissions can enter to win a prize like free detergent, free washes, etc. You might just get some great ideas!

Fernandez: The best way to obtain honest feedback is via a suggestion box. Provide customers with the opportunity to anonymously make recommendations or respond to a specific question. This ensures more honest feedback, and it also serves as an incentive to keep the attendants alert knowing that their performance and attitude are being evaluated.

Hinrichs: Yes. There’s no downside to surveying your customers. It gives the owner an opportunity to correct any issues that might be occurring and enhance customer satisfaction. Customers like to be asked their opinion.

Dave Phillips, national sales manager, IPSO: Feedback from customers is always good, and I would suggest a personal approach. It offers the owner an opportunity to get to know the customers and to perhaps instill a sense of community. I am of the opinion that an owner should be constantly reaching out to the customers for feedback.

Check back next Tuesday for the final installment of The Elements of Being Customer-Friendly!

January 3, 2013
The Elements of Being Customer-Friendly (Part 1)

CHICAGO — There are many levels of customer service, and thus customer friendliness

CHICAGO — How would your customers describe your coin laundry? Would they say it’s dependable? Clean? Secure? Comfortable? How about customer-friendly?

It stands to reason that customer-friendly stores—those that are welcoming, bright and offer a sense of security, for example—have a better chance of drawing business than the store down the block that’s dark, dirty and run-down.

But there are many levels of customer service, and thus customer friendliness. American Coin-Op reached out to some store owners, manufacturers and distributors this month and asked them for their analysis of the elements of being customer-friendly.

Q: SO, WHAT DOES BEING “CUSTOMER-FRIENDLY” MEAN IN THE CONTEXT OF RUNNING A COIN LAUNDRY?

Karl Hinrichs, president, HK Laundry Equipment: The basics of a “Customer-Friendly Laundromat” are clean, bright and safe, and are equipped with reliable, high-quality machines. These are the basic minimum requirements. However, in today’s world, owners should go above and beyond. Many Laundromats have added attractive décor that caters to their customers, like earth-toned colored walls with trendy art and clocks, comfortable seating with tables, entertainment that includes free Wi-Fi, high-definition flat-screen TVs, magazines and even children’s lounges that offer video games and computers.

Dave Phillips, national sales manager, IPSO: A customer-friendly store is one that is owned by someone who lives and breathes good customer service. And because of this, people want to come to their Laundromat and do laundry. The owner will monitor and be aware of and adapt concepts and ideas that customers want in a Laundromat to make sure the customers’ experiences are positive. Additionally, the Laundromat’s employees will embrace and be committed to the same customer-friendly principles.

Craig Kirchner, vice president of sales, marketing and customer service for Dexter Laundry: Customers and especially families are looking for a clean, well-lit environment where they feel safe for themselves and their children. They look for ample parking and sliding doors that make it easy to enter and exit with big baskets of laundry and plenty of equipment that’s available when they need it.

Dan Bowe, national sales manager, Speed Queen: The most customer-friendly stores are attended. When owners make the investment in good employees, they help elevate the customer experience. Attendants should be properly trained, friendly and helpful, but also feel confident in their position and enjoy what they do. Since attendants represent the store, they should be well-groomed, and greet customers, thank them for their business, help carry laundry out to cars if customers need assistance, and be there to answer general questions when they arise.

Ken Hebert, Deep South Laundry Systems: Being customer-friendly is defined by understanding your customer base and providing them with the environment/equipment they need to simplify their laundry time.

Q: WHAT RESPONSIBILITY DOES AN OWNER HAVE FOR MAKING HIS OR HER COIN LAUNDRY CUSTOMER-FRIENDLY? WHAT RESPONSIBILITY DOES A MANAGER AND/OR ATTENDANT HAVE?

Bowe: Customer friendliness starts with the management. If you don’t position your business to cater to your customers, you won’t be as successful as you hoped. Employees follow the examples management sets, so it’s essential that good customer service is an integral part in the business’ philosophy. For example, if a customer requests a refund, provide one without question. Offer to assist customers who are first-time visitors, and strike up a conversation to make them feel like they made the right decision in choosing the store.

Steve Koumaras, owner of four coin stores in Pennsylvania: Customers need to understand that although my stores aren’t staffed, the lines of communication are open. I have a way for customers to leave comments and suggestions, and I provide a phone number where I can be reached. If I miss a customer, I call them back and talk through the comment or problem with them. As an owner, I have to be customer-focused to really succeed in this business.

Hinrichs: Good customer service starts with management. If they want the store to be successful and generate revenue that will make them profitable, owners have to be customer-friendly. Otherwise, customers will go to another store that will provide them with the amenities they desire.

From an operations point of view, attendants should be welcoming, friendly and helpful. They represent the Laundromat and, indirectly, the owner. Attendants should greet all customers, ask if they need help, and if a problem arises they should help resolve it as soon as possible – whether it be soda spill clean-up or refunding money; if there’s a problem, they should do all they can to correct the problem and create a happy customer.

Jose Fernandez, owner, Mily’s Place Laundromat, Coral Gables, Fla.: It is imperative managers and attendants keep the store clean at all times. My attendants know it is a fundamental part of their jobs to pick up trash, clean up any detergent spills, etc. Also, it is our responsibility to maintain the equipment, check lint trays and ensure the washer and dryer drums are clean for the next customer.

Hebert: Owners are responsible for choosing the right location and equipment mix. They are also responsible for regularly updating/replacing paint, equipment, signage and furniture. The customer’s first impression of the Laundromat will determine whether they will use it in the future. The manager is responsible for keeping the equipment running and (for) handling customer suggestions/complaints. The attendant is responsible for keeping the Laundromat clean and inviting.

David Cabral, vice president, New England Coin Laundry: An owner should always want the customers that visit his/her laundry to feel welcome and comfortable. You can’t simply assume your customer feels safe and welcome. You need to make sure first-hand.

Kirchner: Managers and staff play an important role in attracting and maintaining a customer-friendly laundry. They need to work regularly to keep stores clean and attractive, handle maintenance issues or down machines immediately, and keep the store a pleasant place to do business and for customers to visit.

Check back Tuesday for more on The Elements of Being Customer-Friendly!

July 16, 2012
CLA Designs Unique Conference for ‘Top 100’ Laundry Owners

RANCHO MIRAGE, Calif. — Fall event hopes to draw self-service laundry industry’s best

RANCHO MIRAGE, Calif. — The Coin Laundry Association (CLA) has put together an event Oct. 11-13 that it hopes will bring together the self-service laundry industry’s most successful people for unmatched educational sessions, networking, exhibits and a unique opportunity to share best practices with their peers.

The Excellence in Laundry Conference is designed specifically for those laundry industry entrepreneurs who want to grow their business and succeed, CLA says. Attendees will rub elbows with some of the most successful laundry industry professionals and learn some of their most coveted secrets to success.

The agenda includes:

  • Robert Spector, author of The Nordstrom Way, will walk attendees through the principles of world-class customer service cultures, such as Amazon.com, Starbucks and Nordstrom. “Everything I do is based on the concept that all business practices should be driven by customer service,” he says. “You have to understand that customer service is provided by all employees. You need to offer consistent, multi-channel customer service and learn to retain your customers by establishing long-term relationships with them.”
  • Alan Beaulieu, president of economic consulting firm ITR Economics, will provide accurate, understandable and actionable economic forecasts to the laundry industry. He will talk about strategies and tactics that should be undertaken now if businesses are to maximize their profit potential for the future.
  • Industry professional Jeffrey Barman will host a roundtable discussion featuring some of the country’s most successful multi-store owners. They’ll share insider secrets to successfully adding multiple laundries, growing from being an owner with two or three stores to owning five, 10, 30 or more stores. Attendees will glean insights into real estate, acquisitions, finance, operations, staffing, accounting and other challenges that are faced by those looking to grow big.

The Rancho Las Palmas Resort and Spa will play host to the conference. More information about the event is available at coinlaundry.org/conference2012.

November 22, 2011
Alliance Laundry Promotes Bittner to VP of Customer One, Appoints Bowe to Lead Speed Queen Commercial Sales

RIPON, Wis. — Alliance Laundry Systems has promoted William Bittner to vice president of Customer One, the company’s global initiative focused on customer service and satisfaction, and selected Dan Bowe to replace Bittner as national sales manager of Speed Queen’s commercial division.

“Bill has been a valuable asset to this organization for many years and his experience with sales and customer relations made him an ideal candidate for this role,” says Mike Schoeb, president and CEO of Alliance Laundry Systems. “I am confident that Bill will be a positive driving force leading Customer One on a global scale.”

Customer One is the cornerstone of Alliance’s customer service strategy, demonstrating a commitment to maintaining a customer-focused culture by bill bittnerconsistently meeting customers’ demands for superior product quality and reliability while providing comprehensive and responsive service. The program ensures best practices in manufacturing, provides essential services and offers continuous training.

Bittner has been with the company for more than 13 years, holding various senior positions. He was instrumental in reclaiming Speed Queen’s position as the premium brand in the vended laundry space, Alliance says.

“I look forward to leading one of Alliance’s most highly regarded programs,” says Bittner. “Putting the customer first is more than a slogan; it is the way we do business.”

dan boweBowe will oversee regional sales managers, develop policies and procedures, cultivate distributor partnerships, and participate in the development of new Speed Queen products and services.

Since joining Alliance in 1996, he has held a variety of senior sales and marketing positions. He has particular expertise in manufacturing, distribution services and advancements in card technologies, according to Alliance.

“We welcome Dan’s broad experience and in-depth industry knowledge and look forward to having him at the helm of the Speed Queen brand,” says Jeff Brothers, senior vice president of North American sales.

August 20, 2010
The Best Laundries

August 10, 2010
Survey: Watching That Customer Base

August 12, 2009
The Customer Is Always Right — Sometimes

January 17, 2008
Adopt Those Orphans

July 15, 2007
Being Part of a Team

April 25, 2007
Attracting Customers

March 28, 2007
Why Customers Choose You