American Coin-Op - November 2014

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Answering the Competition DRAFTING A BATTLE PLAN FOR WHEN ANOTHER OPERATION MOVES IN I N S I D IEN: S JI UD LE Y: N2 O0 V 0 5E M B E R 2 0 1 4 YOUR VIEWS: EMPLOYEE MANAGEMENT ʻNIGHTMARESʼ

PRODUCT SHOWCASE: MONEY-HANDLING EQUIPMENT

COIN-OP 101: STORE OWNERS SHARE STRATEGIES FOR SUCCESS

WWW.AMERICANCOINOP.COM

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CONTENTS NOVEMBER 2014 VOLUME 55 ISSUE 11 COVER STORY

Answering the Competition

When a new competitor moves into the market, what tactics should store owners execute to help them rise up to the challenge? We turn to industry experts for help on drafting the perfect battle plan.

(Exclusive audio content in Digital Edition)

10 INSIDE 22 PRODUCT SHOWCASE:

MONEY-HANDLING EQUIPMENT

26 8 THINGS YOU CAN DO NOW

TO PREPARE FOR 2015

Make 2015 “your best year ever” by taking advantage of these eight opportunities, advises business writer William J. Lynott.

28 COIN-OP 101: STORE OWNERS SHARE

THEIR STRATEGIES FOR SUCCESS

Speed Queen’s Dan Bowe interviews three entrants from his company’s recent national essay contest and gets their insights on “edging out the competition.”

Cover Image Licensed by Ingram Publishing

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COLUMNS 32 WHAT WOULD MAKE YOUR CUSTOMERS SWITCH? Sometimes a customer may choose to go to a less convenient, more out-of-the-way location after deciding that the coin laundry they’re using isn’t serving them well, writes columnist Howard Scott.

He outlines several scenarios to avoid, and best practices to follow, to prevent losing another customer.

DEPARTMENTS 4 VIEWPOINT 6 INDUSTRY SURVEY 18 WEB UPDATE

36 AD INDEX 38 CLASSIFIEDS 40 NEWSMAKERS

26 A CLOSER LOOK Setting specific goals and investing in more marketing are just some of the ways operators can prepare for 2015.

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viewpoint

editorial Charles Thompson, Publisher E-mail: cthompson@ americantrademagazines.com Phone: 312-361-1680

Bruce Beggs, Editorial Director E-mail: bbeggs@ americantrademagazines.com Phone: 312-361-1683

GOING HEAD TO HEAD ANSWERING THE COMPETITION Unless you’re among the fortunate few who have cornered the self-service laundry market in your little corner of the world, the specter of competition is always looming.

At some point, another laundry is going to open in what you consider to be your service area. When that happens, how will you respond?

Will you come out swinging, ready to attack any and all aspects of your competitor’s operation?

Bruce Beggs Will you sit back and take stock of the situation, biding your time to set your store apart from this invader?

Or will you quietly go about your business, comforted by the knowledge that your store is the best in the area and there’s really no reason to worry?

This month’s issue offers plenty of insight into answering the competition. For our lead story beginning on page 10, Editor Carlo Calma sought out various industry experts for tips on how to effectively respond, and to ensure your footing remains steady if you become involved in a proverbial tug-of-war.

One of the industry’s major equipment brands recently invited store owners to pen an essay about their personal success story and their tried-and-true marketing strategies. Contributor Dan Bowe interviewed three about their approaches to edging out the competition. (Hint: Do you treat customers the way that you would want to be treated?) Bowe’s Coin-Op 101 story begins on page 28.

What would make your customers switch? Columnist Howard Scott lays out several scenarios that could prompt a patron to look elsewhere to do his/her laundry. Circumstances to be avoided, certainly, especially if a new competitor has opened nearby. Check them out starting on page 32.

So, dig in, friends, and make yourself ready for the day a rival sets up shop.

Bruce Beggs Editorial Director CORRECTIONS Due to an editor’s errors, the main phone numbers for two distributors were listed incorrectly in the 2014 Distributors Directory, published in the October issue.

The correct phone number for ALWhite Co., Richmond, Va., is 804-245-0609.

The correct phone number for Douglas Equipment in Bluefield, W.Va., is 800962-8618.

American Coin-Op regrets the errors and any inconvenience they may have caused.

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Carlo Calma, Editor E-mail: ccalma@ americantrademagazines.com Phone: 815-768-7339 Roger Napiwocki, Production Manager Nathan Frerichs, Digital Media Director E-mail: nfrerichs@ americantrademagazines.com Phone: 312-361-1681

Advertising Donald Feinstein, Natl. Sales Director E-mail: dfeinstein@ americantrademagazines.com Phone: 312-361-1682

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

Subscriptions 630-739-0900 x100 www.AmericanCoinOp.com

American Coin-Op (ISSN 0092-2811) is published monthly. Subscription prices, payment in advance: U.S., 1 year $39.00; 2 years $73.00. Foreign, 1 year $89.00; 2 years $166.00. Single copies $7.00 for U.S., $14.00 for all other countries. Published by American Trade Magazines LLC, 566 West Lake Street, Suite 420, Chicago, IL 60661.

Periodicals postage paid at Chicago, IL and at additional mailing offices.

POSTMASTER, Send changes of address and form 3579 to American Coin-Op, Subscription Dept., 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Volume 55, number 11. Editorial, executive and advertising offices are at 566 West Lake Street, Suite 420, Chicago, IL 60661.

Charles Thompson, President and Publisher.

American Coin-Op is distributed selectively to owners, operators and managers of chain and individually owned coin-operated laundry establishments in the United States. No material appearing in American Coin-Op may be reprinted without written permission.

The publisher reserves the right to reject any advertising for any reason. © Copyright AMERICAN TRADE MAGAZINES LLC, 2014. Printed in U.S.A.

www.americancoinop.com

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INDUSTRY SURVEY

IMPROPER BEHAVIOR CAUSES MANAGEMENT ‘NIGHTMARES’ An employee stealing money (21.1%), mishandling a customer complaint (10.5%), and not showing up for a shift without notice (10.5%) were among the top employee management scenarios many coin laundry store owners and operators considered a “nightmare,” according to results of October’s American CoinOp Your Views Survey.

Close to 8% were most terrified by an employee “neglecting his/her daily responsibilities,” while 5.3% most considered employee tardiness a nightmare. No respondents consider “overhearing an employee bad-mouth your business” or “an employee becoming lackadaisical about his/her job” as such.

While 13.2% were not scared by any of the scenarios, the majority (31.6%) considered all of the examples a “nightmare.”

Roughly 41% of respondents are willing to give their employees two chances to correct their actions before dismissing them, while 35.1% are willing to give them three chances. Close to 11% are stricter, giving employees just one chance, while 13.5% say “other,” with one explaining, “It depends on their action; [if they are] stealing, for example, they get one chance.”

When it comes to handling employee management nightmares, the majority (65.8%) say having a one-on-one conversation is the best course of action, while equal shares of 2.6% say hosting a staff meeting reminding staff of employee rules and responsibilities; docking pay for tardiness; and “other” employee management strategies were the best solutions.

While no respondents consider a written warning the best course of action, roughly 26% say a combination of “all of the above” management solutions work well.

Roughly 43% say an employee handbook is “somewhat useful” when it comes to managing staff, while an even 27% find it “extremely useful.” About 16% say such handbooks are “neither useful or useless,” while 5.4% find it “somewhat useless.”

For 8.1% of respondents, a handbook is “completely useless.”

“Treat your employees with respect and establish a good relationship,” says one respondent. “If you respect and treat them right, they will take care of your business.”

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

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

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Answering the Competition How to respond when a new competitor enters the local market

by Carlo Calma, Editor

A

s business owners, there are many challenges coin laundry store owners and operators face on a day-to-day basis.

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and operators should have a plan of attack in place—from effectively handling customer concerns or complaints, to having a protocol to follow when a key piece of equipment goes out of commission.

But what is a store owner to do when a new competitor sets up shop

What are the ways 10

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▼

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to you? Is it an attended laundry? Do they offer drop-off service? What are their hours of operation? What kind of capacity can the facility do?

How safe and clean is the store kept, and what reassurances are there that it will continue to stay that way?” asks Rowen.

in which that established store can size up this new player, and what strategies should it have in its battle plan for when it comes time to face this new competitor?

American Coin-Op reached out to various industry experts for tips on how to effectively answer the competition, and to provide strategies for store owners to ensure they don’t lose their footing when they become involved in a proverbial tug-of-war with a new competitor.

SIZING UP THE COMPETITION Michael Finkelstein, president of Associated Services Corp., a distributor and owner of a chain of Laundromats in the mid-South marketplace, has extensive experience when it comes to facing competition.

Finkelstein, who has owned the Danville, Va.-based operation for 10 years, says the first step an established store owner should take when sizing up new competitor is to consider where the store is relative to his/her operation, and what type of Laundromat the new store is trying to be.

“You really have to determine what type of store it’s trying to serve and then see if in fact it’s serving some more customers of yours,” says Finkelstein, who adds that store owners should take notice of things, like how large the store is going to be, and the new store’s equipment mix.

“I have no problem going into my competitor’s store and introducing myself, and walking around [and making] a casual observation,” he says. “You’re not going to be, in essence, taking pictures, or anything like that, but you could obviously see what they’re doing and how they’re doing it, and form your own judgment as to what kind of an operation it is.”

Joel Jorgensen, vice president of sales and customer services for Continental Girbau, also stresses the importance of “[knowing] your competition,” and “[understanding] how they size up.” He suggests a similar tactic when scouting a new competitor.

“Visit the competition at different times of the day and days of the week,” advises Jorgensen. “What services, staffing, hours of operation, amenities and equipment do

GEARING UP FOR A PRICE WAR Perhaps one reaction an established store owner may consider in response to a new competitor is to lower their prices to match the new (Photo: © iStockphoto/domin_domin) store’s grand-opening promotions.

Despite the prospect of possibly attracting customers, John Olsen, vice president of vended products, Laundrylux, explains the pitfalls of entering into a price war with a competitor.

“A new store will typically run a pricing they have? Look at their pricing structure, promotion to attract customers to try their specials and marketing strategies.”

For Chris Brick, regional sales man- store, but this is usually only done in the ager, Maytag Commercial Laundry, taking beginning,” says Olsen. “If you hold your stock of equipment condition and efficiency prices, the new store will typically raise should be the first step store owners take prices after the promotion period and stay within the same range as others within the upon learning of new competition.

“Equipment is oftentimes the differentia- market.”

“Entering into a price war will squeeze tor among stores, and a review of current equipment is a must,” says Brick. “If the your profit and make it difficult for you units are not in great working condition, to maintain a high level of service,” adds this needs to be amended, as this factor Olsen.

Rowen agrees, saying, “Once prices are is imperative to long-term success when a reduced, it’s very difficult to raise them. new competitor joins the market.”

When it comes to observing competition, If you decide to reduce price, it should be Brick also advises established store owners done so on a ‘promotional’ or ‘special offer’ basis. Ultimately, it may be better to sell less to make a visit.

“An owner should visit the new store— at a higher profit margin, than more at a there’s nothing wrong with a healthy, com- lower margin.”

“Getting into a price war with a competitive business relationship,” he says.

“While at the store, the owner should peting store is frowned upon—it’s bad for analyze the capacity of the equipment, price both stores’ bottom lines, as well as the per vend for washers and dryers, additional industry,” says Brick. “If a store’s prices products and/or services offered and if the remain fair and the equipment and store store is attended or unattended. If the store are clean and inviting, most customers will remain loyal to their current store.” is attended, rate the quality of its staff.”

“Many times a new competitor will have Conducting a SWOT analysis—strengths, weaknesses, opportunities and threats—of a much higher debt load than an existing a new competitor is a strategy that Kathryn laundry. This might drive the competitor Q. Rowen, North American sales manager, to lower prices in order to entice customers Huebsch, advises store owners to utilize and/or to promote a grand opening,” says Jorgensen. “Most often, this will only be when analyzing competition.

“What amenities do they offer compared temporary. You don’t necessarily have

“There’s nothing wrong with a healthy, competitive business relationship.”

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▼

— Chris Brick, Maytag Commercial Laundry

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— Kathryn Q. Rowen, Huebsch

to follow suit.”

As a rule of thumb, from Finkelstein’s own experience, store owners should not be more than 25 cents off from a competitor if it’s the same “apples-to-apples” kind of operation.

“If he’s operating it partially attended … and you’re partially attended … you should be within a quarter of that price structure,” he says.

“If they’re opening the store and thinking of putting you out of business, and just doing promotions—in essence, free dry, or really cutting their prices to pick up all of your business—you should respond,” adds Finkelstein.

ADDING SERVICES? The owner of an established store may also feel enticed to mirror the same extraprofit center/service that his/her new competitor is offering, particularly if it had not 14

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previously been offered at the store.

Should store owners be quick to follow suit? The majority of the experts believe store owners should be a little more calculating.

“It depends on the town that you’re in,” says Finkelstein. “If you’re in a town where wash-and-fold is not a big piece of business, and the time and the expense that may cause you to pursue that is taking away from what you need to do for your base business, then the answer is no.”

“It’s good to consider the possibility, but it isn’t a necessity,” says Jorgensen. “It depends on your goals and whether or not you can execute that service/revenue stream profitably, and with excellence.”

Rowen agrees, advising store owners to see how receptive customers will be to the service first before making any investments.

“Rely on feedback from your customers about their willingness to use something new and analyze your return-on-investment potential and timeframe,” she says.

For Olsen, considering the location’s demographics is key when adding an extraprofit center.

“It really depends on the service and if the specific service is appropriate for the market,” he says. “Do it if it makes sense, but don’t just follow because they are trying something that may or may not work.”

BRIGHT AND SHINY Another investment that established store owners may look at in response to new competition is new equipment.

Should established store owners feel intimidated by the bright and shiny new hardware at their competitor’s store?

Before making an investment, Finkelstein advises store owners to make a few considerations.

“You have to determine, if you believe you’re going to be a player in that town for a long term, if you’re making money in that store prior to that opening of a competitor,” he says. “If you’re happy with the economics of that town, and you believe that’s the right thing to do, then you should consider investing in new equipment if you’re there for the long haul.”

He also cautions, however, against store owners “overextending themselves” from a financial standpoint.

“If the other guy is open and he has all brand-new equipment and you go and you plow a lot of money into all-new equipment because you think that’s going to keep

all your business, that’s not a good strategy if the equipment is only 5 or 6 years old, and there’s nothing really wrong with it,” adds Finkelstein.

But for those operating older machinery, many of the experts agree that established store owners should consider making an investment.

“If your customers have complained about ‘out of service,’ or cleanliness of the machines, it may be time to replace your equipment,” says Rowen, who touts the utility savings that newer machines can bring.

Brick, agrees, saying, “It’s most appropriate to invest in new equipment if a store owner consistently experiences machine failures, resulting in machines frequently being out of order and, therefore, loss of profit, or utilities costs continue to rise because of machines’ inefficiencies.”

Investing in new equipment in response to a new competitor can be beneficial, according to Olsen, both from a competitive and utilities costs standpoint.

“If the current store is operating with older, less efficient equipment, it may be what attracted the new store to the market in the first place,” says Olsen. “The new store with new equipment will also have a significant advantage over the store with older equipment because their utility cost will be lower.”

“Don’t wait for a competitor to build a store near you to decide that you should improve your store and lower your operating costs,” he adds.

“Business improvements, including equipment, should always be on the ‘radar’ of a proactive business owner,” Jorgensen says. “Consider ways equipment can be updated or replaced for more profit potential and to promote customer loyalty.”

MARKETING BOOST For many of the experts, stepping up marketing efforts is crucial for established store owners in answering the competition, making sure to highlight aspects like amenities, services offered and even cleanliness of a store.

“They should promote whatever makes them unique and appealing in the eyes of the customer,” says Jorgensen, who suggests marketing consistently to customers according to a yearly budget and plan.

Marketing becomes even more crucial, according to Brick, when a competitor is in close proximity to an established store.

▼

“New competition should recommit you and your employees to providing a clean, effective and safe environment...”

www.americancoinop.com

10/15/14 11:17 AM

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With an Electrolux Professional soft-mount installation, you will save time and thousands of dollars in construction costs. In fact, we have customers who have saved $25,000 in construction and their utilities are between 9-11%!

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“Location in reference to your customer tently gain feedback on what additional base is critical to any business’ long-term things they may want to have,” she says. success, coin stores included,” he says. “If “Your service level and customer satisfacthe majority of your patrons have to drive tion should be one of the most important by the new store to get to yours, for exam- indicators of your business’ current and ple, you’re going to need to increase your future health.”

“Every touch point counts—you may marketing efforts and push your store’s do 20 things right, but it’s that one issue amenities over the competition.”

“New competition should recommit you you may have not handled properly that and your employees to providing a clean, can spark a mercenary,” she adds. “With effective and safe environment for your the advent of social media, these people customers, and delivering excellent service are potentially toxic to your business. If with every touch point,” advises Rowen. you have happy customers who know their “You should promote something your satisfaction is important to you, there’s a store does well and always make sure your much higher likelihood they will remain customers know their business matters to loyal to your establishment.”

Brick agrees, in that providing consistent you.” service and a clean environment Finkelstein also stressed the is key to retaining an established importance of maintaining a customer base. store’s cleanliness and appear“People are creatures of habit. ance, both inside and outside.

If you can provide a clean store “Make sure that the outside of PLAY AUDIO with a safe, friendly atmosphere, your building is enticing to your quality equipment that is clean customers because, obviously, if it’s not well-lit or the sign is faded or it’s and in good working order, as well as fair dirty or in need of paint, that impression pricing, most customers will remain loyal goes to any potential consumer that is look- to your store,” he says. ing to do their wash,” he says.

“That is a reflection on the inside before DO’S AND DON’TS So, is there anything an established store they even take a step in the door. If it’s dirty on the outside or run-down on the outside, owner can do to keep their current client they feel that it might be that way on the base from trying out the new coin laundry?

“No, the bottom line is you can’t,” says inside.”

Finkelstein. “It’s up to the consumer, that Laundromat customer, to weigh [it] themTHE ESTABLISHED ADVANTAGE Though a bright and shiny new store selves, to say, ‘Is it worth it for me to drive in the area may seem intimidating, own- the extra two miles to that store?’ All you ers of established stores have a leg up on need to do is give your customers reason their competition in the form of familiarity, not to go to that new store.” “[Make] sure you’re offering the cusaccording to Finkelstein.

“The customer’s familiar with your tomers everything that you believe that store. They’re familiar with the personnel, they want and doing it the best you know and they’re familiar with the equipment, how. If you do that, your customers will your hours and just the environment,” he not necessarily try [the new store],” adds says. “What you need to do is play up on Finkelstein.

“Follow your business plan and keep all of those things.

“Make sure all of your equipment is providing a great customer experience,” working properly [and] your attendants are says Rowen. “Avoid making disparaging bright and cheerful and pleasant, and help- remarks about [the competitor] or their ing [customers], and your store’s appear- business in public. It’s very unprofessional.”

Jorgensen agrees, saying, “Avoid negaance is as good as it can be so customers tive interactions, confrontations or adverwill not want to go somewhere else.”

Rowen also highlighted the advantage tising. Don’t speak negatively about the of an established customer base, and the competition. Simply point out your launimportance for store owners in retaining dry’s positives and how those positives benefit the customer.” them.

In addition to immediately reducing “It’s imperative that you have a clear understanding as to why your custom- wash prices, another strategy to avoid is ers use your Laundromat, and consis- cutting staff to reduce overall costs, accord16

AMERICAN COIN-OP NOVEMBER 2014

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“All you need to do is give your customers reason not to go to that new store.”

—Michael Finkelstein, Associated Services Corp.

ing to Brick.

“A quality staff may be the main reason many of your customers are actually choosing your location,” he says. “Also, avoid immediately [trying] to lower your utility costs by eliminating wash or rinse steps that your customers have come to rely on.”

BENEFITS OF COMPETITION A new competitor in the market isn’t necessarily a bad thing, and can be healthy and ultimately benefit the end-customer, according to Rowen.

Finkelstein agrees, saying, “Competition is good, in general. It makes you a better operator. … You can learn from your competition [and] it allows you to reflect on what is it that you want your laundry to be. And then, you [can] look in the mirror and [ask] am I executing against the measures that I want my laundry to be? Am I serving my consumers the way they want to be served? It allows [for] some kind of reflection. And if you’re honest about it … it gives you an opportunity to re-examine how to get there.”

■ www.americancoinop.com

10/15/14 11:17 AM

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10/3/14 4:57 PM

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Most popular stories from AmericanCoinOp.com for the 30 days ending Oct. 15 —

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Top Five news Stories • Electrolux to Acquire GE Appliances (WE) • Former Pro Baseball Player Pitches New Laundromat to Philly • USA Technologies, Setomatic Systems Bring NFC Technology to Laundry Market • WASH Subsidiary Acquires Harco’s Multifamily Route Division (WE) • Kentucky Store Owner Wins $100K for Writing ‘Success Story’

Columnists/Features • Replace Equipment, Increase Profits • Attitude Check • What It Takes to Go Commercial

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Why did you choose an ESD system?

We obviously wanted a state-of-the-art card sys a competitive advantage, but we also wanted a c celebrated for their service and customer care a successful products. ESD is the gold standard superior products, well-trained personnel, and

What are the unknown challe with your new store? How helped you to overcome t

Brian Holland & Tyrone Akins of

The Laundry Café is lo location, but it is in a city. ESD exceede wireless networ internet provid team of IT prof to meet our ne

What comp did you c

Once a Machin machin

Is the

I was p and sea These a

www.

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10/15/14 9:20 AM

system?

art card system that would give us wanted a company that was as omer care as they are for their most d standard in the industry because of onnel, and outstanding customer service.

wn challenges that you faced e? How has ESD’s system ercome these challenges?

y Café is located in a fantastic destination ut it is in an internet challenged area of the SD exceeded all our expectations by creating a ess network even though none of the major rnet providers were available. ESD has an internal m of IT professionals who customized our system meet our needs, from design to installation.

hat company’s equipment and products did you choose to use at the new laundromat?

Once again, we chose as our distributor Metropolitan Laundry Machinery. Our Salesperson, Larry Vladimir, set us up with all new Huebsch machinery and the ESD Cyberlaundry system.

Is there anything that surprised you about the ESD system?

I was pleasantly surprised at the managerial utilities. The reports are thorough, comprehensive, and seamlessly integrated. I can produce performance reports that track nearly everything.

These are great for tracking your business and making informed adjustments for improvement.

www.esdcard.com

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Contact your local ESD distributor or ESD sales representative for more information.

10/15/14 9:20 AM 10/15/14 9:59 AM

PRODUCT SHOWCASE

Money-Handling Equipment SETOMATIC SYSTEMS

S

etomatic Systems provides drop-coin meters for many makes and models of laundry machines designed for Laundromats.

The company suggests replacing older turn-knob dryer meters with an up-to-date drop-coin meter that features a digital display and time countdown. The meters are adjustable in 15-second increments and are easy to install, the company says.

If you still have plastic drop coins, Setomatic has all-metal drop-coin replacements. The company also makes drop-coin meters to replace the coin slides on most machines.

Multipush insertions on Wascomat washers can be eliminated with a drop-coin meter, Setomatic says. The company also offers aftermarket drop-coin meters to replace factoryinstalled units on many front-load washers. www.setomaticsystems.com 516-752-8008

STANDARD CHANGE-MAKERS

S

tandard Change-Makers offers its MC600RL-DA Series and MC800-DA Series change machines.

The rear-load MC600RL-DA Series is available in three coin capacity configurations, the company says: two mega hoppers holding up to 18,000 quarters total capacity; one mega hopper and two standard hoppers holding up to 15,400 quarters; and four standard hoppers holding up to 12,400 quarters total capacity.

The machine includes two crank locks with Medeco™ lock plugs and Expanded Function Module. Two Coinco Vantage bill acceptors are the default validators, according to the company, but the Mars is also available.

The front-load MC800-DA series has the same coin hopper configurations as the MC600RL-DA. With the dual redundancy feature that allows the bill acceptors and hoppers to communicate with

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each other, store owners and operators do not have to deal with a jammed bill or a coin dispenser problem, the company says. www.standardchange.com 800-968-6955

www.americancoinop.com

10/15/14 11:12 AM

Imonex

I

MONEX® products offer a payment option for all coin laundry applications, the company says.

As prices rise, higher-valued payment systems are essential, IMONEX says, and the ability to accept both dollar and quarter values in a single inlet coin acceptor is the “obvious option.”

IMONEX’s manual multi-coin single inlet drops are dependable and profitable, the company says, providing numerous benefits. With the addition of tokens, coin laundry stores can operate without an attendant,

IMONEX says. Its patented design offers low maintenance and reliable coin acceptance, and the acceptance of higher-valued coins allows for extended collections.

The tokens are 100% recyclable, the company adds, and can be used as a promotional tool, as the tokens stay in the store and can also be utilized to issue refunds to customers. www.imonex.com 800-446-2719

SPORTS CAR SPEED CONTROL PERFORMANCE TECHNOLOGY

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KLOPP INTERNATIONAL

K

lopp International’s Model TC (Token Cleaner) is a tabletop vibratory bowl for cleaning and polishing tokens and coins that have become soiled or sticky through constant circulation.

Up to 500 tokens or coins can be cleaned in the bowl utilizing the included Dry Media cleaner; no water is needed.

Upon desired cleanliness, the tokens or coins can be strained through the included sift tray to any five-gallon bucket.

The machine has a 30-minute timer, or can be set to run continuously. The included cleaning media is reusable and lasts for multiple cleanings, the company says.

www.americancoinop.com

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Since 1931, Klopp International has been a manufacturer of coin counters, sorters and coin wrapper crimpers.

Distributed product lines include coin counting scales, token cleaners and currency counter/sorters. www.kloppcoin.com 800-356-9080

november 2014

American Coin-Op 23

10/15/14 11:12 AM

ESD

O

perators who prefer the economy and simplicity of coin slides can select from ESD’s four basic models, which include a four-coin, fivecoin, eight-coin and a 14-coin slide model.

The vertical slides can be configured to accept various quantities and denominations of coins, ranging from 5 cents to $3.50.

The company says it manufactures 72 different slides, which will accept coinage of most countries, for international markets. In addition to currency, ESD also builds slides designed to accept various tokens.

All slides are equipped with several security devices—designed with components made of stainless steel, magnets and case hard-

ened parts—that defeat attempts to slug, string, wrap, tape or any variation of “pull back” cheating, the company says.

ESD also manufactures a variety of money boxes, with security design features like case hardened steel face plates, a four-point locking system, and a cone that provides extra protection for the lock, which is additionally available.

Four different options of lock styles can be purchased with each of its boxes.

Coin trays are available in 6-, 8- and 9-inch lengths, with faces available in several finishes, including powder black, chrome and powder blue. www.esdcard.com 215-628-0860

SEAGA MFG.

S

eaga Mfg. fills the need for economysize changers with its CM1050 and CM1250 models.

The CM1050 is a tubestyle changer capable of holding $150 in quarters, dimes and nickels.

Holding up to $250 in quarters, the CM1250 accepts $1 and $5 bills, and can also be programmed to accept $10 and $20 bills.

Hopper-style loading, LCD display, dual locking system and coin cup are all features of the CM1250, which the

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American Coin-Op november 2014

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company says is easy to mount to a vending machine or wall.

Seaga has been providing vending equipment and accessories for the domestic and international vending markets for 26 years. The company provides service, parts and repairs from its corporate offices in Freeport, Ill. Seaga UK Ltd. and Seaga India Pvt. Ltd. expanded the Seaga group of companies to provide worldwide sales, manufacturing and service. www.seaga.com 815-297-9500

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www.americancoinop.com

10/15/14 11:12 AM

MONARCH COIN & SECURITY

M

onarch Coin & Security Inc. offers a vertical eight-coin slide that can accept up to eight quarters, “DD”-style tokens, or a variety of foreign coins.

The vertical 15-coin slide can accept up to 15 quarters in one push, the company says, while the Model 444 chute accepts one token or coin that lays down flat.

Token styles include standard round, “DD,” breakable plastic tokettes and Monarch’s proprietary security and lugged tokens.

All chutes are available in chrome or black powdercoat housing. www.monarchcoin.com 800-462-9460

BULLDOZER STRENGTH TOUGHNESS RELIABILITY WORKHORSE

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CUMMINS-ALLISON

T

he Money Machine 2 coin counter, from Cummins-Allison, offers 16 sorted-bag capacity, making it easy to manage and transport coins, and providing more flexibility for coin collection and pickup, the company says.

Four coin collection options include: 16 bags, able to capture 78,000 coins; 8 bags, able to capture 36,000 coins; single bin, with 70,000 mixed-coin capacity; and dual bins, with 140,000 mixed-coin capacity.

Its enhanced coin discrimination

www.americancoinop.com

1114aco_p22-25.FINAL.indd 25

technology is able to differentiate coins more precisely, providing accurate counts, while intuitive bag management screens reduce bag clearing to a single screen, providing ease of use, according to the company.

Four flexible procurement options let owners buy, lease, rent or place a machine, offering more choices for adding coin-counting machines to their business. www.cumminsallison.com 855-609-4802

november 2014

American Coin-Op 25

10/15/14 11:12 AM

8

Things

You Can Do Now to Prepare for 2015 (Image licensed by Ingram Publishing)

By William J. Lynott

W

ith the New Year just around the corner, this is the time to set your laundry’s plans for taking advantage of the opportunities that will present themselves in 2015.

Here are eight steps you can take right now to make 2015 your best year ever: SET SPECIFIC GOALS Your goals for 2015 must be specific if there is to be any chance of accomplishing them. General goals such as “reduce energy costs” or “improve profit” are almost certain roads to failure.

Specific goals include concrete and measurable criteria. For example, a goal to reduce payroll ratio should specify the target such as reducing the ratio from 10.8% to 10.5% instead of just “reduce payroll.”

A goal should also be timely. By setting a specific time for accomplishment such as year-end 2015, you generate a sense of urgency that helps to keep the goal on the “front burner.”

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Finally, your goals should be realistic and attainable. While you should avoid any goal that is too high to be realistic, you must set goals high enough to make the effort worthwhile. If it isn’t feasible, move on.

KEEP YOUR GOALS MEASURABLE As the old saying goes, “You can’t manage it if you can’t measure it.” When you’re able to measure your progress in tangible criteria, you’ll know if you’re on track to meet your target dates.

By knowing where you stand at any point, you’ll know what needs to be done, if anything, to keep you on track. To know whether the goal you’ve set is measurable, ask these questions: How much? How many? How long?

REPEAT YOUR 2014 STRENGTHS Take the time to review your 2014 performance in every measurable category in order to specifically identify what you did

especially well this year.

Plan to incorporate and improve those strengths in 2015. Conversely, take a look at those specific things in which you did not do well in 2014 (and why) and plan to avoid allowing them to creep back into your performance next year.

LEARN FROM YOUR COMPETITION Learn as much as you can about what other coin-op laundry owners are doing well, especially those who you feel are the best.

Study them to identify what they did best in 2014. Do you see opportunities to learn from them? Is there as much as a single program, idea or store design concept of theirs that you can put to work in 2015?

It’s easy to internalize all of your management efforts and thereby short-change your business by ignoring the accomplishments of others. Keeping a close eye on your competition is an important way to www.americancoinop.com

10/15/14 11:09 AM

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keep them from running away with top honors.

KEEP YOUR BEST EMPLOYEES Big companies spend lots of money every year in continual pursuit of new talent when it would be more profitable to concentrate on ways to hang on to their best performers.

While money will always be an essential ingredient in employee satisfaction, independent studies consistently show that other factors, such as recognition for a job well done, can be as important, or even more important, than money in employee retention.

While concentrating on customer satisfaction is an essential management philosophy, it’s important to remember that a high level of customer satisfaction is difficult

and dissension among those who can’t understand why the employee is being kept.

In short, once you identify a disruptive or unproductive employee, it’s best to face up to the unpleasant task of terminating the relationship; postponing it can only lead to a more serious problem later on.

PUT MORE TRUST IN YOUR PEOPLE No one knows the intricacies of a particular job better than the person who is doing that job every day. Most employees are anxious to make a positive contribution in their workplace, so establishing an atmosphere that encourages employees to offer suggestions for improvements is a worthwhile goal for 2015.

If you don’t already have one, consider installing a suggestion box for employee

You may already have a website for this purpose. However, social media can be used not only to complement your website, but to help build a dedicated and loyal customer base by reaching many more prospects than a website alone.

And social media doesn’t cost anything except the time spent by you or a staff member. Even more important, social media helps to build permanent relationships and loyalty through two-way contact with prospects and customers.

Traditional marketing provides one-way contacts with your customers and prospects. Social media provides a means for having a dialogue—a much more effective and profitable marketing technique.

With a dozen or more social media platforms now up and running, getting started may seem a bit overwhelming at first, but

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if not impossible without a high level of employee satisfaction.

TAKE ACTION ON POOR PERFORMERS Retaining valuable employees should be high on your priority list for 2015.

However, failing to take action on an unproductive or disruptive employee can be a costly mistake.

Keeping a problem worker around to create more trouble makes a bad situation worse. That’s not fair to you or to your other employees.

A single problem employee in a business with dozens of employees can represent a serious threat to productivity and profits; in a tiny operation it can be deadly.

Failing to terminate a problem employee can result in added stress on other employees who may have to take on more work, www.americancoinop.com

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use. Even better, put a program in place that will reward employees who make actionable suggestions with cash or other means of recognition.

Perhaps most important, take advantage of every opportunity to say thank you.

RATCHET UP YOUR INVOLVEMENT IN SOCIAL MEDIA Where does a prospect go to find basic information about your store? Up to now, you’re probably relying mostly on conventional media to satisfy this need.

That might include an expensive ad in the Yellow Pages.

Realistically, these platforms don’t work as well as they used to. More and more, today’s customer goes to the Internet to find an address, phone number or other important information about a business.

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one or more of the big three (Facebook, Twitter, LinkedIn) is all you need to start putting social media to work for your laundry business.

Facebook, with more than 800 million active users, is arguably most important of all social media platforms, and getting started on Facebook couldn’t be easier. Just log onto www.facebook.com and follow the directions to open your free account.

Whatever platform you choose, ratcheting up your presence in social media should be on your priority list for 2015. n William J. (Bill) Lynott is a freelance writer whose work appears regularly in leading trade publications and newspapers, as well as consumer magazines such as Reader’s Digest and Family Circle. You can reach Lynott at blynott@comcast.net.

NOVember 2014

American Coin-Op 27

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coin-op 101

store owners share their strategies for success

Q: Describe your background and store(s) demographics.

David Harbour, Harbour Laundry Systems, North Carolina: My wife and I own and manage three stores in the heart of North Carolina. Two stores are located in adjoining towns surrounded by resorts and golf courses.

The third store—our largest—is located about 25 miles from the others in a blue-collar town. I am the third generation in my family to work in the laundry business.

Mark Raukar, Little Valley Tub, Michigan: Little Valley Tub is located in southern Farmington Hills and serves primarily working-class families. Although the store has been in my family since the 1960s, I had little involvement in the day-to-day management until 2011.

While also juggling the responsibilities that come with being president of a factory-built housing company, I quickly learned the importance of being hands-on in the laundry business to be successful.

Rick Thompson, All-In-One Laundromat, Connecticut: Previously, I was a commercial fisherman in Alaska for 28 years. When my wife and I moved to Connecticut 10 years ago, I searched for a smart investment to support our small family. Successful friends, and my own personal research, pointed me to the laundry industry.

I leased a 4,500-square-foot empty furniture store in a shopping center.

We serve lower- to middle-class customers, as well as University of New Haven students. Customers from surrounding towns frequently use our wash-and-fold service. Since the beginning, it’s been my goal to keep the store in top condition.

Q: What is the competition like?

Harbour: There is little competition surrounding the 28

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Pinehurst and Southern Pines stores. In Raeford, two competitors entered our market simultaneously about five years ago. This was at the start of the recession, so times were already tough.

When the local turkey factory shut down, we lost 30% off our bottom line. We were still turning a profit and didn’t lose nearly as much as we anticipated, but we lost the “gravy off the top.” Having multiple stores helped us survive those years.

Raukar: There are six other Laundromats within four miles. These stores are much larger than our 1,800-square-foot store. We are fortunate to own the building, which cuts down on some overhead costs.

Thanks to this savings, we can offer more competitive pricing. However, that doesn’t negate the importance of providing a clean, pleasant and friendly atmosphere to keep customers coming back.

Thompson: Our main competition is a multi-store Laundromat chain (nearly 20 stores) that has two locations within a two-mile radius, and a much healthier marketing budget than we do. We’ve done advertising of our own, yet the strongest marketing remains word of mouth. Inside the store, we’ve posted signage that explains why customers get a better-quality wash and experience here than at competitors’ stores.

Q: What strategies help you retain and attract new customers?

Harbour: Customers love state-of-the-art machines with advanced features, and these same machines maximize our profits. These machines consistently bring in 45% more income than older models, thanks to cycle modifiers. We are excited about the additional income these machines produce with the help of marketing.

Raukar: I took over the management three years ago because current management was running the onceprosperous store into the ground. Once we began to build back a friendly reputation, foot traffic increased solely as a result of word of mouth.

We improved the store’s curb appeal, and on the inside, we improved the atmosphere with new paint, folding tables, televisions, Wi-Fi and making the store the cleanest around. We then began to focus our efforts on other forms of marketing, including a loyalty

▼

Dan Bowe

A national essay contest sponsored by Speed Queen® this spring invited store owners to share their success stories and tout tried-and-true marketing strategies.

From California to Connecticut, more than 50 store owners from across the country submitted their stories. In this month’s Coin-Op 101 column, three entrants share their insights on edging out the competition exclusively with American Coin-Op readers.

www.americancoinop.com

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Phone: 708•371•9595 Fax: 708•371•8777 www.millerlaundry.com

Store Hours: M-Th 8am-6pm, Fri 8am-5pm, Sat 8am-2pm

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coin-op 101 program, coupons and advertising. These strategies improved business by 26% in two years.

Thompson: I treat my customers as I want to be treated, and know many of them by name. I don’t think there are many business owners who can say they get hugs and homemade cookies from their customers regularly, but I am proud to say I can.

Customers also love how clean and bright the store is, and that machines are always in working order. With diligence each and every day to maintain these expectations—which might mean investing in new equipment—customers will come.

Q: What else do you offer to help your store(s) stand out?

Harbour: We have used every marketing tool available, including social media, print and radio advertising, direct mailings and e-mails. Another thing that keeps us competitive and profitable are the additional services we offer.

The Southern Pines location makes a huge business out of washand-fold, especially for equine laundry, such as horse blankets.

This location also has a self-service dog wash and a dog groomer to attract customers who would not have come in otherwise.

Raukar: After seeing how staff changes and upgrading the store’s aesthetics had improved business, it was time to invest in 0512aco_Wells Fargo 7/17/12 4:00 PM Page 1 new machines.

An additional 27% in traffic has boosted our bottom line, and more energy-efficient machines have lowered our utility bill. Also, due to our new hotter dryers and new washers eliminating excessive dampness in the clothes, which saves time on the drying cycle, our customers are able to get in and out quicker.

Moving forward, we will continue to purchase new equipment and build business by offering more ancillary services. Our journey and transformation is still not over, and we will continue to strive to provide a better experience for our customers.

Thompson: Our machines run on a card system only. Customers like that they don’t have to deal with coins, and it benefits my business because it’s easier to audit machines and allows me a more flexible schedule. We also run promotions, including free soap on Wednesdays; holiday specials; and bonus reward cards.

Although I know customers appreciate these features, they tell me the real reason they keep coming back is the small gestures we show them, like providing pizza on Christmas Eve or carrying bags to their cars. They reward me every day by showing me the same respect I show them. n Dan Bowe is the national sales manager of Speed Queen’s® Commercial division. For more information, visit www.speedqueen .com/coinop101 or call 800-590-8872.

Wells Fargo Insurance Services

Why do you think we have thousands of coin laundries insured?

Could it be that we are simply the best?

It’s easy to find out.

Image

Coin Laundry Insurance Program Jodie Millino ~ 1-916-589-8132 ' '!( "" ~ 4gc !

Ext. 8132 Steve Brodie ~ ' '!( "" ~ 4gc ! ( Ext. 8053

© 2011 Wells Fargo Insurance Services USA, Inc. All rights reserved.

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an outsider’s view

What Would Make your Customers Switch?

PERCEIVED CLEANLINESS A customer has been going to her Laundromat for a few years, but one morning, her husband says, “My pants still have dirt stains on them. What’s wrong with that Laundromat you go to?”

The next time she goes there, she looks around and sees a less-than-clean operation. The floors are scruffy.

The bathroom is dirty. The front windows are streaky.

For the first time, she thinks, “This place is a dump.”

She walks out, determined to find a new Laundromat.

In this case, the husband finding a stain on one pair of pants helped to trigger this decision. It could have been that the stain was permanent. He didn’t say, “All my clothes are coming out lousy.” He only complained about one garment. But that complaint made her look around the premises, and she found it wanting.

It could have been that the store is usually much cleaner, but this one look-around was enough to make 32

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her think that the place has lower standards. Lack of perceived cleanliness can turn a customer into an excustomer.

BENDING THE RULES One day, a customer wastes $4 in dryers that don’t work. Since the Laundromat is unattended, she calls the number on the bulletin board for service. But it takes three days for someone to get back to her.

When the service person hears her story, he tells her that he can only refund $2 because that’s the maximum refundable amount. She fights with him, but it is no use. He refuses and says the guidelines are posted in the Laundromat.

After she gets off the phone, she says to herself, “I don’t have to put up with this,” and decides that she will do her laundry in the attended store in the next town.

It’s not a lot of money, but the principle is important to her. If they can’t bend the rules for me, I won’t bend for them, is her reasoning. People switch when they’re not treated well.

People form habits of behavior as well as patterns of activity, so it takes something— dissonance—to break up those patterns.

A BETTER CHOICE A customer does his laundry Saturday mornings. But it is often crowded, and he has to wait to get machines.

A co-worker tells him that she does her laundry at XYZ Laundry because they’re open until 11 p.m., and that it’s quiet in the late evenings.

Unfortunately, the customer’s Laundromat is not open late at night. He gets to thinking that even though this store is a longer drive, it would be better if he could do his laundry in the evening. That would free up his Saturday mornings. Plus, he would have more choices, as any night would be fine. So, he switches.

Here, it’s annoyance at his regular laundry’s limited hours and crowdedness on weekends that get him ▼

Howard Scott

Did you ever think about this question? In urban settings, customers often have three or four choices of where to do their laundry. A few are farther away than the others. But even in suburban or rural settings, there are choices.

A person could decide to do his laundry two towns over where he works rather than in the town where he lives. Or a customer could do his laundry several towns away when he visits his mother. The point is there are choices.

Generally speaking, the customer will choose the most convenient location. The closest distance, the easiest to get to, and reasonable prices all go into the consideration.

But sometimes the customer will decide that this convenient Laundromat isn’t serving him well, and he will look for a less convenient, more out-of-the-way location.

Or he will do his laundry a different way—possibly use his neighbor’s machines. Why would the individual do that?

People form habits of behavior as well as patterns of activity, so it takes something—dissonance—to break up those patterns. In other words, change is not easy. And it helps to envision the basis of this change. Let’s examine several scenarios:

www.americancoinop.com

10/15/14 11:03 AM

earning From Prosperous Operators Like LBruce Page-Maytag Just Like Home Laundromat

IMONEX® “...always delivering the results you were hoping for.”

“My wife and I own a 60 machine Independent Laundromat in Bourbonnais, IL. We recently updated many of the washers and all our dryers. With today’s available technology, customers are always looking for the convenience of being able to get in and out of the store more quickly, so we now offer an ATM, credit card acceptance at our counter and still maintain a coin/cash system.

When we started our research on how to improve our coin drops to accept dollar coins as well as quarters one name kept coming to the top of the search, IMONEX. I put a call out to Butch and he was immediately able to guide me on my selection. The first coin mechanisms were made to retro-fit some older double stack dryers. Butch did a fantastic job, providing great communication, wonderful quality and tremendous follow through, and the mechanisms have worked like a charm.

The choice to go to dollar coins and also quarter acceptance has been a success with our customers. They can now choose their payment method with additional options, and they do not have to have a fistful of quarters. The dollar coin option also allows us a longer interval before having to empty the coin boxes.

We have once again added some additional dryers. Our first phone call again was to Butch and the wonderful folks at IMONEX to fulfill all our needs. It is always a pleasure to do business with people that take the time to get to know your needs and always deliver the results you were hoping for.

I would highly recommend IMONEX to anyone that wants a quality product built by courteous and qualified people with a true understanding of their customer needs.

Great Job IMONEX!!”

Contact IMONEX and see how to improve your Coin Flow.

Ph: (800) 446-2719 • www.imonex.com

MADE IN THE U.S.A.

Purchased At:

The legend in coin flow® IMONEX and The legend in coin flow are registered trademarks of IMONEX.

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AN OUTSIDER’S VIEW

to make a switch. You never know when someone will suggest an option that is a better choice.

PARKING PAINS Every time Joe goes to the Laundromat, it’s a pain to park.

There are only a few parking spots in front of the store and no extra parking.

He speaks to the manager, but the manager says that nothing can be done. Joe doesn’t like the way the attendant brushes him off. It seems that they don’t value his business.

On his way to work every day, he passes a Laundromat with a large parking lot. He decides that he will switch to this store, stopping after work to do his laundry.

The issue here is lack of convenience, as well as rude treatment.

The combination of annoyance pushes him over the edge. If the attendant could have offered Joe some solution or been more pleasant, possibly his decision to change might have been avoided.

BAD BEHAVIOR

Standard_half_horz 2/14/12 4:51 when PM Page 1 comes crying to A customer is doing her laundry her child

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her that the attendant was mean.

She goes to the attendant, who says that her child was pulling the knobs on the vending machines, which isn’t permitted.

When she suggests that he doesn’t have to scare children, the attendant tells her that she must keep an eye on her child and that she is responsible for the youngster’s bad behavior.

Her child is still inconsolable. Trying to comfort the child, she decides that she will switch to the other neighborhood Laundromat.

Lack of respect for parenthood is the culprit here. Suggesting that a parent isn’t doing his or her job is one surefire way to incur that customer’s wrath.

Certainly, children are not always perfect, but there are better ways to change their behavior than to say that the mother/father is a bad parent. A Laundromat must set up procedures for handling children with behavior problems.

Do these scenarios give you any insights into how you could possibly lose customers?

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

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10/15/14 11:03 AM

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advertisers’ index Advertiser

Page

Advertiser

Page

AC Power........................................................................ 36

Laundrylux ...................................................................... 15

Card Concepts.................................................................. 19

Maytag Commercial Laundry ......................................... 13

Coin-O-Matic................................................................... 29

Mountain Electronics....................................................... 38

Continental Girbau......................................................... IBC

n Supply............................................................................ 31

Dexter Laundry................................................................... 3

New York Laundry Equipment........................................ 37

ESD Inc............................................................... 20, 21, BC

NIE Insurance.................................................................... 7

Firestone Financial............................................................ 38

R&B Wire Products .......................................................... 1

FrontecStore.com.............................................................. 38

Royal Basket Trucks......................................................... 34

Gold Coin Laundry Equipment ....................................... 17

Sellers Manufacturing Co. ............................................... 18

Great Lakes Commercial Sales ........................................ 38

Setomatic Systems.......................................................... IFC

HHC Electronic Service................................................... 39

Speed Queen.............................................................8, 9, 11

Huebsch......................................................... FC, 23, 25, 27

Super Computer Boards................................................... 38

Imonex Services................................................................ 33

Vend-Rite........................................................................... 5

Laundry Concepts ........................................................... 35

Wells Fargo Insurance Services........................................ 30

AC POWER COMPANY, INC Commercial Laundry Solutions

77 Steamwhistle Drive, Ivyland, PA 18974

Industry Leading Distributors

For Over 37 Years!

Visit us at the 2014 Pennsylvania Health Care Association Annual Convention and Trade Show • Booth 521 • Nov. 11th 5pm-7pm & Nov. 12th 11am-1pm Valley Forge Convention Center • 1160 First Avenue, King of Prussia, PA 19406 Authorized Dealers for: • American Dryers • Card Concepts • Sol-O-Matic

• Vend-Rite • Internet Kiosks • All other accessories

The Best Equipment Available at the Best Prices 800.362.1900 • www.acpowerco.com • info@acpowerco.com 36 American Coin-Op november 2014 1114aco_AC Power.indd 1

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www.americancoinop.com 10/9/14 3:12 PM

10/15/14 3:04 PM

SERVING THE LAUNDRY INDUSTRY SINCE 1997.

5000 LONG BEACH RD ISLAND PARK, NY 11558

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PARTS

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Our Parts Department has thousands of products on over an acre lot.

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**6 MONTH PARTS WARRANTY** INCLUDES FREE COIN BOX & EPHOTOS OF MACHINE WILL BE SENT PRIOR TO SHIPMENT

We can help you with specifications, dimensions, illustrations of commercial and on-premise laundry equipment.

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We have a coin laundry financing solution to meet the needs of new store owners, and veterans alike.

ACRES OF HARD TO FIND USED WASHER & DRYER PARTS WASHER & DRYER FRONT & SIDE PANELS ALL MAKES AND MODELS STARTING @ $50 WASHER DOOR $35 & UP COMPLETE DRYER DOOR $35 & UP COMPLETE ANY WASHER TUB 18#, 35#, 50#, WITH NEW BEARINGS $175 & UP WITH EXCHANGE ALL DRYER BASKETS $75 & UP ESD CARD READERS $150 EA EMERALD SERIES COMPUTER BOARDS $575 EA LET US REFURBISH YOUR PANELS ~ FRESHLY PAINTED PANELS IN EITHER ALMOND OR WHITE ... $70 EA CALL FOR SPECIAL NEEDS

THERE ARE MANY INTERPRETATIONS OF THE WORD REBUILT—BE A SAVVY CONSUMER— TAKE THE TIME TO VISIT OUR WEBSITE @ www.nylaundry.com VIEW THE ILLUSTRATIONS THAT WILL SHOW YOU THE WAY WE REBUILD MACHINES— THE RIGHT WAY!!

VISIT OUR WEBSITE TO SEE MONTHLY SPECIALS

classifieds

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Phone or Fax 800-211-1066, 800-917-VEND. www.vendingpriceline.com

Computer Boards

Computer Boards Sold&Repaired

EQUIPMENT WANTED

USED LAUNDRY PARTS

WASCOMAT WASHERS & WASCOMAT DRYERS 704-592-2022.

Wascomat, Continental, Huebsch, Speed Queen, and many more brands Oren (954) 537-1643

NEED PARTS?

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(Lowest Prices in the U.S.) Hundreds of Computer Boards for Sale!!!

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Super Computer Boards 5484 McFadden Ave. Huntington Beach, CA 92649

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Equipment For Sale

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• Maytag • Whirlpool • Wascomat • Hamilton Heaters • American Dryer • Electrolux • Greenwald • Standard • Continental Girbau & MORE

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• Financing of acquisitions and upgrades of equipment • Competitive rates • Flexible terms • No prepayment penalty www.firestonefinancial.com 1-800-851-1001 ext. 44 | laundry@firestonefinancial.com

www.facebook.com/ greatlakeslaundry

Brookfield, WI Troy, MI Wyoming, MI Dayton, OH Indianapolis, IN

FOR SALE 1-800-236-5599 1-888-492-0181 1-800-821-8846 1-888-877-4382 1-800-577-7103

www.greatlakeslaundry.com Dexter Washers and Dryers: Late model-both coin and Easy Card ready Century Laundry 1-800-791-9321 Ask for Rod. DIRECT LAUNDRY SYSTEM 718-468-1119 / 917-678-2095 Equipment: W 185 $3000 W 125 $1700 W 75 $900 W 184 $2800 W 124 $1600 W 74 $800 JT 32DG $1500 Bearing Job: (Most States in the Northeast Service: CT, NJ, NY, PA, DE, MD, NH, RI, MA, VT) Wascomat, Alliance, Dexter, etc.

Modern air conditioned dry cleaners. 5 newly equipped Laundromats, 2 with call office.

All with real estate. Tomah and Sparta WI. Jerry Keene Owner 800-362-3305 x 202 or 608-343-2688

PARTS FOR SALE

Check Out More Listings ONLINE www.AmericanCoinOp.com

Motors, Baskets, Gas Valve, Computer, Doors, Front & Side Panels FL & GA. Call Victor 321-946-9890

EQUIPMENT REPAIRS Repair Front Load WASHER Bearings.

Call Tony P. 516-805-4193

to place your ad: classifieds@americantrademagazines.com 38 American Coin-Op november 2014

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www.americancoinop.com

10/15/14 3:14 PM

SERVICES AND SUPPLIES

SERVICES AND SUPPLIES

CARD READERS FIXED

WASHERS and DRYERS COMPUTER BOARD REPAIR Dexter VFD Inverter (Delta Motor Control) All Models (9375-xxx-xxx) . . . . . . . $225.00 VFD-A & VFD-B (9732-237-001) . . . . . . . . call Stack Dryer (9875-xxx-xxx) . . . . . . . . . $65.00 Coin Accumulator . . . . . . . . . . . . . . . . . $55.00 Wascomat / Electrolux Inverters (MotorControl) All . . . . . . . . . call Maytag Computers . . . . . . . . . . . . . . . . . . . . . . $65.00 23004118 . . . . . . . . . . . . . . . . . . . . . . . . . call W10343020 . . . . . . . . . . . . . . . . . . . . . . . . call 33001129 . . . . . . . . . . . . . . . . . . . . . . $85.00

HHC

ELECTRONIC SERVICE

14844 Las Tunas Drive, Hacienda Hts., CA 91745

626-961-8678 • 800-820-9888 E-mail: hhc168@hotmail.com

WASCO GEN 5 DOOR LOCKS & TIMERS REBUILT Door Lock $75 • Gen 5 & 6 Timer $85 Gen 4 Timer $75 • Continental Timer $89 DRYER COMPUTER BOARDS ADC Stack $60 • Single $45 Huebsch SQ Board $45 Huebsch Old Style Board $55 Stack Dexter/Continental $65 Washer Coin Boards $65 Some prices may vary!!!!

JECON INC. SUITE 272, 11064 QUEENS BLVD. FOREST HILLS, NY 11375 One-Year Warranty on All Parts Send Core Unit with S&H Fees Call Toll Free: 1-888-532-6677 (888-JECON77) Local: 718-525-3733 • Fax: 212-656-1913 718-525-2266 Visit: JECONINC.COM We Now Accept All Major Credit Cards

TIMERS REBUILT — IPSO main & reverse, Milnor, Dexter, Primus, Whirlpool, Speed Queen, Maytag & Continental Girbau, Wascomat Generation 4 and 5.

Call for price sheet.

Reeco Timer Co., 2860 Kirby Circle, N.E., Suite 14, Palm Bay, FL 32905, 888-952-1889.

www.americancoinop.com

1114aco_class.FINAL.indd 39

ADC 137213 / 137234 / 137240 . . . . . . . . . $65.00 Igniters (Fenwall only) . . . . . . . . . . . . . . $30.00 Speed Queen / Huebsch Computers . . . . . . . . . . . . . . . . . . . . . . $65.00 Motor Control . . . . . . . . . . . . . . . . . . . . $95.00 IPSO 209/00440/70 (Micro 20) . . . . . . . . . . $115.00

10% NEW CUSTOMER DISCOUNT Volume Discounts • One-Year Warranty Free Return Shipping El - Tech, Inc. 26 West St. Colonia, NJ 07067 For Complete Price List Please Call: 732-381-7620 or 908-510-6520 or visit us at www.eltechlab.com

WASHER AND DRYER COMPUTER BOARDS REBUILT Igniters repaired Washers: $70 - & up Dryers: $40 - & up Igniters: $25 - & up Rebuilt Timers - Wascomat, Huebsch, Speed Queen, IPSO, Laundry Center, Maytag Call for exact price which includes free return shipping METRO LAUNDRY TECH CORP. 1490 Boston Rd., Ground Floor, Bronx, NY 10460 ONE-YEAR WARRANTY ON ALL REPAIRS Please call 718-742-4137 Or 718-733-4313 Or Visit our website at www.metrolc.com e-mail us at metrolc@hotmail.com

www.AmericanCoinOp.com

STATEMENT OF OWNERSHIP 1. Publication Title: AMERICAN COIN-OP 2. Publication Number: 0092-2811 3. Filing Date: 9/22/14. 4. Issue Frequency: Monthly 5. Number of Issues Published Annually: 12 6. Annual Subscription Price: $39.00. 7. Complete Mailing Address of Known Office of Publication: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Contact Person: Charles Thompson, 312-361-1700. 8. Complete Mailing Address of Headquarters or General Business Office of Publisher: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. 9.

Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor. Publisher: Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Editor: Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. 10.

Owner: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Donald Feinstein, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Nathan Frerichs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

Suhler Family Investment Office LLC, 188 Long Neck Point Rd., Darien, CT 06820 Fairfield County. 13. Publication Title: AMERICAN COIN-OP 14. Issue Date for Circulation Data Below: September 2014 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=16,679, Y=14,360. 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=8,288, Y=8,735. (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=8,288, Y=8,735. (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=8,230, Y=5,467. (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=5, Y=5. (e) Total Nonrequested Distribution (Sum of 15d (1), (2), (3) and (4)): X=8,235, Y=5,472. (f) Total Distribution (Sum of 15c and e): X=16,523, Y=14,207. (g) Copies not Distributed (See Instructions to Publishers #4, (page #3)): X=156, Y=153. (h) Total (Sum of 15f and g): X=16,679, Y=14,360. (i) Percent Paid and/ or Requested Circulation (15c divided by f times 100): X=50.16%, Y=61.48%. 16. Publication of Statement of Ownership for a Requester Publication is required and will be printed in the November 2014 issue of this publication. 17.

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, Date 9/22/2014. november 2014 American Coin-Op 39

10/15/14 3:14 PM

newsmakers

Former Pro Baseball Player Pitches New Laundromat to Philly Retired professional baseball pitcher Ernest (Bo) Donaldson has opened the doors to Spin Off Laundry in north Philadelphia, reports Maytag Commercial Laundry. The Laundromat is part of Donaldson’s “long-term revitalization plan,” Maytag says, to help restore his childhood neighborhood.

Formerly a defunct Laundromat, the 22,000-square-foot building has been rehabbed to include an 8,500-square-foot coin store complete with Maytag Commercial Laundry washers and dryers, and a 1,200-square-foot lounge area.

(From left) Greg Paci, sales representative for distributor Equipment Marketers; Ernest (Bo) Donaldson, owner of Spin Off Laundry; Dick LaMaina, president of Equipment Marketers; and Katie Weitzman, assistant vice president of Equipment Marketers, celebrate the recent grand opening of Spin Off Laundry. (Photo: Maytag Commercial Laundry)

Connect Service, will support NFC mobile payments. The company says the program is the first nationwide mobile payments, offers and loyalty program for the unattended commercial laundry market.

The Softcard app enables mobile payments at NFC payment terminals using a “secure architecture and support” for card tokenization, while also serving up offers and loyalty programs, USAT says.

Kentucky Store Owner Wins $100K for Writing ‘Success Story’ Joe Dan Reed, owner of Lexington, Ky.-based Splash ’Em Out Laundromats, is the winner of Speed Queen’s inaugural “My Success Story” essay contest, the company reports.

Matt Westphal, relationship manager, Speed Queen Financial Services (SQFS), along with Speed Queen National Sales Manager Dan Bowe, Regional Sales Manager Tom Weisheipl, and Michael Davis of Star Distributing, presented Reed and his wife, Kelli, with the $100,000 grand prize. The Alliance Laundry Systems brand reports it has contributed the $100,000 toward Reed’s recent loan for new equipment provided through SQFS. “We are truly honored to have been chosen as the winners of this phenomenal prize,” says Reed. “Splash ’Em Out would not have grown from one to eight stores without the support of dedicated employees, a knowledgeable distributor and a manufacturer that understands our unique equipment and financial needs.”

“We are proud to be part of Joe Dan’s success story and pleased to recognize his accomplishments in such a significant way,” says Westphal.

“I’m really proud of the store,” says Donaldson, who spent eight seasons pitching in the minor leagues. “We have a winning combination—a viable business opportunity to help support the community, high-efficiency equipment and an incredibly supportive distributor, Equipment Marketers.”

“I opened the store to help people in the community understand their potential. I want to be an example to the community’s residents and inspire them to make a difference,” adds Donaldson.

“This area and its residents can thrive; I want to help provide the tools to do just that.”

USAT, Setomatic Bring NFC Technology to Laundry Market USA Technologies (USAT) has debuted a mobile payments, offers and loyalty program with Softcard that is designed for the commercial laundry market.

Under the program, consumers using Setomatic Systems’ SpyderWash Elite laundry machines, enabled with NFC (near field communication) and SmartTap mobile commerce technology, will receive a 25% discount on purchases made with the Softcard app, the company says.

Setomatic indicates that by the end of 2015, more than 25,000 SpyderWash Elite laundry machines, supported by USAT’s ePort 40

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Representatives from Speed Queen, Speed Queen Financial Services and Star Distributing recently surprised Joe Dan and Kelli Reed with the $100,000 grand prize for the winning entry in Speed Queen’s inaugural “My Success Story” essay contest. (Photo: Speed Queen) Between March 1 and June 15, Speed Queen store owners were invited to submit essays of 500 words or less describing their “unique and creative methods of retaining and attracting new customers.” Entrants were required to have financed at least $2,500 in new Speed Queen laundry equipment through SQFS during the contest period. n www.americancoinop.com

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