National Clothesline

ome years ago, I wrote a about “Only a Drycleaner” (write me for a free copy) and I listed several dozen skills, talents, etc., a drycleaner must have just to stay reasonably successful. What it did was to make people aware what a struggling drycleaner had to accomplish to stem the tide of bankruptcy. Those who might have gone through the early 1970s might recall how polyester and wash n’ wear, permanent press, including double-knit and a few other

disasters, just about closed up 40 percent of the drycleaners nationwide! Those were indeed troublesome times, and the drycleaning businesses that were effected were the marginal operations that were poorly managed, in debt and weak to begin with. Truly a case of survival only for the strong and only for those creative enough and determined to survive.

How did they do it?

There were all kinds of reasons why failure hit so many drycleaners. The answers were saturation, high rents, poor help, low prices, etc. But the main reason was, of course, POOR MANAGEMENT! Or, I should say, “management with NO creative thought!”

If we look closely at today’s poor volume, we hear all kinds of similar complaints such as casual dress, restrictions on perc, stock market failures, the 9/11 disaster, along with the same complaints we’ve heard for over 25 years.

Are times so different?

They certainly are better when we consider the choice of new equipment, enormous strides in solvent mileage, filtration and complete hands-free automation. In pressing and finishing there’s higher quality, and higher production, all with a better profit picture.

Yes, the present problem is low volume, but I think that is an economic trend that is affecting all retail business. We can do something about! The average drycleaning plant has access to a constant retail trade and, from the mail I am constantly receiving, all operations are interested in expanding or starting a route service. Why?

For one thing, it opens the door to expose that plant to an unlimited area of new and potential business. That plant is no longer confined to its physical location, hours or weather conditions, and the investment is minimal. There’s the offer of hotel and office valet work. The old adage of “location, location, location” can be changed to “convenience, convenience convenience,” and the upscale customer is willing to pay for such a service.

Of course, the smart operator must raise his level of quality and be consistent. Fortunately we have automated equipment and with final inspection and the beautiful packaging that is being offered, there becomes no excuse for a conscientious management not to properly administer the business.

Does your plant have that consistent standard of excellence?

Here’s where a little imagination can come in and we can learn from that historic bad period of 1972. Some plants survived and rose to higher volume and grew, despite the economic conditions. Immediately, they cleaned up their act, and the faulty things that they once tolerated were tossed out, including personnel. New up-to-date equipment was brought in, all with new production lay-outs, improved work flow, new lighting, a new look, and better hours.

Once the right changes were made and assured for the continuation of quality, management added all the services that were lacking that would enhance the customer traffic.

Tailoring, alterations, shirt laundry, shoe repair, wedding gowns, fur storage, carpet and upholstery cleaning and leather cleaning were added either on premises or wholesaled out.

The list can go on to include other fabric related such as pillow cleaning, sales, cleaning removal and re-hanging of draperies, fire restoration, free shirt monogramming with large orders, uniform rental, etc. I am also amazed at the success of other ventures that are unrelated but the area and location needs with no immediate competition.

If the call office has a few extra feet, I have seen mail box stations, taxi dispatchers, watch repair and jewelry sales. The interesting thing about sharing a call office with another non-competitive firm is that many times your drycleaning business is introduced to a new clientele with the increased traffic pattern.

All it really takes is to glance through your Yellow Pages to see what your area could use and would be inviting and convenient for your business. The nice part is that the change does not have to be permanent, and remains only if it enhances your drycleaning traffic and profit.

The answer is that it’s time to be creative. The decision has no additional expense since it is within your present overhead, labor, rent and utilities.

I was also given a formula some time ago, rather simple but profound as well:“K + A = S “

The S is for Success.

The K is for Knowledge.

The A is forAction, which I leave entirely up to you.

Ray Colucci, a consultant to the fabric care industry, has revised and made available three timely pamphlets: “Up Front Is Where It Counts” for counter training; “Pressed for Perfection” for finishing techniques; the popular “Route to Success To the Home of Office” for complete route training. The pamphlets are $20 each or all three for $50. Immediate delivery with all postage paid is promised. Send requests and payment to to R. Colucci, 410 Warren Ave., Mamaroneck, NY 10543.