Fortunately for our industry most owners are operators. They are there most every day and keep an eagle eye on their business. They did not train Junior to run it after a couple of months. They continue to come in and oversee their creation. Sadly, a good number of owners don’t practice being at the plant every day. Sooner than later, business falls off and Mr. and Mrs. customer wander away. Why? Because they no longer see the one in charge. The big chief, head cook and bottle washer. What kind of owner are you?
I don’t want to think too long on the list of men or women who have turned their back on their plant and spent all their time in the office or somewhere, anywhere but the plant. Going somewhere that does not allow the customer to occasionally see them. Many a plant dropped off loyal customers and lost them to competition because of this. In the end in some cases, the plant went out of business because things got worse and worse. Junior was looking for customers in the back office on his computer all day. Sad but true. I honestly can name at least 20 plants off the top of my head that I saw suffer this fate in my days of the industry from 1970 through 2014.
Everyone wants to be an entrepreneur. I get that. According to Wikipedia, this idea goes back to the 1700’s. The main requirements, or I should say, necessity would be:
1. Management skills, all available at DLI. Managing a drycleaner/laundry business is unlike any other business out there. The skills vary. Crash course from previous owner won’t do.
2. Team building. Never “me” but always “we.” You can’t be a good manager/owner if you cannot say “we” did things instead of “I” did things.
3. Leadership. Be willing to jump in and show your people you know how to do the job.
4. Understanding your strengths and weaknesses. And be willing to do something about it!
5. Being creative.
6. Being well funded to carry you through the first few years. You should have at least one to two years capitol until the plant begins to prosper (new plant).
7. Commit to being active and there every day instead of on the golf course or running another business.
Being able to adapt to the science of pleasing customers is just one step, though probably the most important. Some say all the customer wants is a good pressed garment. Others say it is all about removing stains. Others claim it is about service. I always preached service and quality but one needs to understand what quality is. If you define it, you had better understand what a true quality cleaned and finished garment is. A newbie won’t know that unless they have been trained in the industry. Many people have entered into this industry with a lot of ideas and hopes. That is positive thinking, but we need not re-invent the wheel.
Simply to say you had nothing but bad experiences at your drycleaner (and you want to own a plant) is no reason to think you can do it better if you aren’t trained in the industry. I have heard a many a story about how bad a job we do. The new owner may think they know a better way but all of this comes down to using industry standards. Why else would your national association study these elements the past 100+ years if they did not know what is best?
You Can’t Have High Quality And Low Prices
Quality varies with price. If you choose to be in the discount price category (and most do) you will have to recognize the limitations. Quality takes time and requires trained employees. It does not come easy. Quality costs more money. You can’t have it both ways. If it were easy, the success rate would not be so low. They say that one in five new plants close within a year. They thought they had a better idea. Most likely they were severely underfunded too. None of this qualifies one to be an entrepreneur in this industry.
Back to plant ownership and management. You can’t manage a plant from your computer laptop or tablet hundreds of miles away. No one else will do it for you for less than an appropriate wage near $70K a year. Someone once said, “You pay peanuts and you get monkeys.” As I mentioned earlier, smart owners are in and out. They are not required to be around because someone did not show up that day. That is an employee that needs replacing if that is their work habit or trend. A conscientious owner is in and out every day so as to be seen.
Studies show that “an entrepreneur is a person who is seen as an innovator or a generator of new ideas and business processes.” I get that. It may very well be the key to being successful. However, when it comes to this industry, I fail to see where that is an advantage. Some folks claim that all one needs is a good head about business to succeed and that that is what is ailing our industry. I understand that and agree to a point. A combination of declined work ethic and disregard for quality work is what in my opinion has caused our troubles. Mr. Entrepreneur can’t fix that no matter what his zeal is.
You Need To Be Taking Care Of Business, As Elvis Said…TCB
Mr. and Mrs. Owner, I believe it is imperative that no matter what your philosophy is about entrepreneurial wisdom, all is for naught if you are not willing to mosey around the plant every day. You need not keep a schedule. In fact, it is better if you don’t. If you have enough labor that you are not required, that is. Your customers need to see you occasionally. You need to wait on a customer now and then. Require your staff to greet customers by their name. It is not that hard to do. Today you are lucky if a CSR evens grunts hello. Why? As Elvis used to say, you need to be “taking care of business.”
I’m headin’ to the wagon now, these boots are killin’ me!
