March
1, 2019

5 min read

For Fluer Marche´ co-founder, Meredith Schroeder, her cannabis awakening happened on a trip to Aspen, Colorado in 2016. The former Goop executive was visiting for a wedding when she suffered severe menstrual cramps. At her husband’s recommendation, she went into a dispensary and purchased a product. 

“It was the most effective pain medication I ever had,” Schroeder says, admitting that prior to that experience she’d not been cannabis enthusiast. “I pretty much converted right then and there.”

Back in California, Schroeder shared her story with her Goop “work wife”, Ashley Lewis, who at that time had been heavily researching the possibility of opening up a standup CBD shop for Goop.com — Gwyneth Paltrow’s hugely successful wellness company. 

Although Lewis had learned a ton about different CBD brands, and she also had a ton of positive experiences with the compound, she faced obstacles getting the initiative off the ground. “There are a lot of regulatory challenges for a company that is as big and successful and involved in so many different categories as Goop is,” she explains

That’s when the two decided to team up to start their own venture — Fleur Marche´, an online, curated CBD boutique focused on rebranding and repositioning cannabis as a wellness tool for the Goop customer and beyond. Here, we talk to them about their business, their challenges, and what they hope to achieve. 

Image Credit: Rodolfo Carlos

What problem are you solving with Fleur Marche´?

Schroeder: Coming from a background where I’ve bought for women and built out retail experiences my whole life, I didn’t feel like that there was anywhere for me to shop either physically or online for CBD. There wasn’t a destination where the experience was sophisticated, educational, elevated, and where the product selection was aggregated in a single place. It just felt like there was a huge white space in that area. And with Ashley’s background and her data research specifically for Goop and my experience in buying and curating and building retail experiences for women, we really thought we could be the dynamic duo.

How do you decide what products to feature on the site?

Lewis: I had spent a good year looking into various brands and there were some that rose to the top. But once we do decide that we’re interested in working with a brand, we have a really strict set of standards through which we vet them. Every brand on the site is required to submit product testing for both their CBD extract and the finished product. We look at everything from chemicals, residual solvents, to heavy metals, micro to make sure that we feel confident that this is a quality product.

How did your experience working at Goop impact how you’re running your company?

Lewis: Figuring out how to talk to an audience of women in a specific way that’s meaningful to them. Because of Goop, we have a really unique understanding of how to target that woman, how to speak to her in the right way, how to help her feel comfortable, and then answer the questions that are important to her. 

Schroeder: We’re really transparent about the effects of CBD in the various categories. On our site, we have a decent assortment of skincare versus tinctures versus transdermal. We really are clear about the benefits or effects of CBD in those specific formats. 

What’s been the biggest challenge working in the space that you’ve had to overcome?

Lewis: We heard from all these brands, colleagues, and peers in the cannabis space that we should be prepared for our site to be shut down at any minute, and that we weren’t going to get banks to process our payments. So we spent months diving deep into why that was happening and how we could avoid it. We got smart early on in those areas and started to understand that sites aren’t arbitrarily being shut down. Often times, people don’t understand the payment processing structure. We had to find a high-risk payment processor who deals specifically in cannabis with an underwriting bank that knows it is dealing in cannabis and is okay with that. While I think it’s important to move fast and know how to break things, there are a lot of areas that we just couldn’t afford to cut corners and had to be very methodical and tactical. We still have to pay no higher transaction fees than someone selling shoes. 

Schroeder: I think for anyone getting into the cannabis space, your first resources has to be a cannabis regulatory lawyer. The laws change every day, and it’s just so easy to not know if you’re doing something wrong.

February
28, 2019

3 min read

Jenna Meister left her senior Airbnb job in 2015 and cofounded a cannabis company. Its goal: Build a premium brand that felt antique, harking back to the 1960s, when Northern Californians grew cannabis next to their vegetable gardens. “These people thought, I believe in this, and am going to do it regardless of what the government says I should or shouldn’t do,” Meister says. To convey that sensibility, she hired the design firm Pavement — and then obsessed over the details for nine months before her product made it to shelves. Here were some of the big decisions.

Related: The Next Big Thing in ‘Green’ Packaging Is Hemp Bioplastic

Name

From the beginning, cofounder Jamie Warm wanted to call the company Henry’s Original. It was inspired by a farmer he met in Mendocino County, where the startup’s cannabis is sourced. Meister wasn’t sold at first; she worried the name Henry sounded too old and masculine. But after surveying potential customers, she discovered an unexpected plus: It made the brand feel instantly familiar. “Almost everyone has someone named Henry in their life and has an affinity toward them,” she says. “It brings the heritage aspect and antique feel.”

Related: A Comprehensive Guide to Packaging Concentrates

Sticker

Meister began studying antique apothecary and whiskey bottles, looking for details to import onto Henry’s packaging. One jumped out strongest — a hand-done element, be it a stamp or a number, that’s added at the end. To replicate that, Henry’s places a sticker on the bottom of each box to identify the strain of cannabis inside. “We wanted it to feel like it was applied just for this batch — and that it didn’t just roll off an assembly line,” she says.

Box

As Airbnb’s head of community development, Meister learned how customers are won over by great experiences. She wanted the same for Henry’s packaging, for it “to feel like you open and reveal something.” So rather than build a box that simply opened, she made it a tray and a sleeve, like a matchbox. Users would push out the tray to unveil the smokes. It cost way more than a regular box — but how much? “A lot,” is all she’ll reveal.

Related: These Social Justice Weed Warriors Are Making a Difference

Cork

Henry’s team wanted to keep its smokes fresh without using cheap-feeling bags, and a tube with a cork felt like an appropriately vintage solution. But its half-gram smokes were so small that standardized cork sizes wouldn’t cap the tube. “I contacted, like, every cork supplier in the world,” Meister says, and she eventually found one to make custom sizes, each order taking months to fulfill. An early batch was a millimeter off, forcing the team to screw them in by hand. “My hands were blistered and raw,” she says. But the result looked authentic.

February
26, 2019

11 min read

This story appears in the
March 2019
issue of
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Drew and Jonathan Scott were about to enter their first-ever escape room. This was a decade ago, before the rooms — containing a series of puzzles that must be solved before time runs out — had become an international trend. The identical twins and hosts of HGTV’s blockbuster series Property Brothers were traveling through Budapest, and their mother suggested they try the activity. So the brothers made their way into the basement of a building and apprehensively asked how it works. 

“We lock you in; you try to get out,” the owner replied, in what Jonathan describes as a menacing Eastern bloc accent. 

“We thought for sure we were being kidnapped,” he adds. 

Instead, the brothers became each other’s worst enemy. Drew barked orders at Jonathan, while Jonathan obsessed over small, inconsequential problems. They made it out — but barely. 

Related: The Craziest Plan That Worked: How Richard Rawlings Hustled His Way Into the TV Show ‘Fast N’ Loud,’ Then Used It to Build a Multimillion-Dollar Brand

The ironies here come in sizes small and big. Small: The Scotts’ brand is all about creating rooms you’d never want to escape. On their flagship show, Property Brothers, they help buyers purchase a fixer-upper and then spend a couple of months on renovation and design. The two are dynamic partners and charmingly goofy, which keeps viewers going until the end of each episode, when there’s a big reveal, TV-worthy gasps, and joyful tears. It’s a formula that has worked for 13 seasons and counting, and has inspired six equally hot HGTV spin-offs (the latest of which, Forever Home, debuts later this year).

And here’s the big irony: The brothers may have stumbled over each other in the escape room, but their entire professional success relies upon their strong sense of partnership. By moving together as one, they’ve been able to build upon opportunities like a bricklayer stacking bricks — turning a real estate business into a TV show, then that one show into six, then using those shows as a platform to launch a production company called Scott Brothers Entertainment, then using that platform to build Scott Living, a furniture, decor, and housewares brand that helped their company clear a half-billion dollars in sales in 2018, and now, launching a consumer-­facing design platform called Casaza.

The Scotts say they’ve done all this by treating their partnership as a gut check. “Sometimes you’re running toward your target so hard that you don’t stop to reassess,” Jonathan says. Together, they’re able to slow each other down, take a long, hard look at opportunities, and then make the right choice. Their partnership isn’t just about building; it’s about stopping to listen.

All of which is why they still go to escape rooms. In fact, they’re fixated on them — and they’ve found their groove. “Now we’re the Dream Team,” Jonathan says. “We’ve learned to look at problems in [fresh] ways, and we naturally divide and conquer. It’s funny, because it really does tie into what we do with our business.” 

Image Credit: Jake Chessum

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On a frigid Monday in December, the brothers arrive in New York fresh off a five-day Caribbean cruise — dubbed Sailing with the Scotts — in which fans paid to float around the ocean, attend design workshops, and perform karaoke with the brothers. Mere hours after they disembark, they cohost the Today show with Hoda Kotb and Kathie Lee Gifford, then head off to a meeting with Sunham Home, a textile company that’s helping them with some Scott Living products. 

There, they talk through patterns for pillow coverlets and towel thread counts — details they could easily outsource but insist on reviewing. They compromise and make changes in seconds. Drew questions the beading pattern on a pillow, and just as he’s about to scrap the design, Jonathan suggests an alternative idea. Drew approves, and they’re on to the next.

This is the Scotts’ life now: a fast, efficient, high-profile series of opportunities that keeps them constantly together. It’s a strange version of their childhood dreams. Though back then, their visions didn’t necessarily involve real estate — or, frankly, each other.

Both brothers dreamed of fame. Drew wanted to be an actor; Jonathan, a magician. But in 1996 they weren’t really either — just broke high school grads in search of a side hustle. As a way to make cash, they started flipping houses. It seemed like a good plan; the two were handy (they’d learned from their father, who built the family home in High River, south of Calgary), and a provision in Canadian real estate law allowed them to take over someone else’s mortgage without personally qualifying. They made $50,000 on their first flip. It was addictive. 

Over time, they honed a divide-and-conquer approach. Drew did most of the buying and selling, which suited his gregarious nature. Jonathan, who preferred to work behind the scenes, went back to school for construction and design. They picked up various acting gigs here and there, but the business was becoming too much of a cash cow to deny. In 2004, they made it official by creating Scott Real Estate, a one-stop shop for buying, selling, and renovating. 

Just more than a year later, though, Drew felt unsettled. “I remember thinking, Real estate isn’t my only passion,” he says. He had to give acting another shot, and announced he was moving to what’s known as Hollywood North: Vancouver.  

Related: ‘Bar Rescue’s’ Jon Taffer Isn’t Afraid to Call Founders on Their B.S.

Jonathan was blindsided. “When your business partner tells you he’s leaving the province, you freak out,” he says. “We’d never had this kind of money or success, and you want to move away and do acting?” Jonathan considered his options. He could guilt Drew into staying, or he could support his decision. He settled on the latter. Yes, Drew’s leaving might kill the business — or just kill Jonathan, who now had to work 18-hour days — but if Drew stayed and came to resent Jonathan, both the business and the relationship would be in peril. He couldn’t risk it. 

Drew went to auditions and networked his butt off for nearly a year but had secured just a few small bookings when he realized he’d racked up $140,000 in debt. “It was the first sleepless night I’d ever had,” Drew says. As he lay awake, a song by Jim Cuddy came on the radio: “Pull Me Through.” Drew realized he already knew how to pull himself out of this situation, and thought of his brother and their real estate business. “I went back to my roots, ” he says.

That very night, Jonathan received an email from his brother asking for Scott Real Estate’s marketing template. “That’s when I knew,” Jonathan says. “He’s back.” Acting, it seemed, was an ambition of the past. Whatever came next they would do as a team.

Image Credit: Jake Chessum

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To their surprise, Drew’s failed Vancouver expedition ended up being a huge win for the Scotts’ growing business. Those costly dinners and networking events left him with a fresh Rolodex of valuable contacts that allowed Scott Real Estate to expand to a new province — and their new clients’ proximity to the entertainment industry got the brothers wondering if they could merge their old dreams with their new success. 

They started pitching a cohosted renovation show. Despite promising meetings, production companies passed. Finally, they found a taker: Cineflix, a midsize Canadian production house that developed the idea for Property Brothers and sold it to Canada’s W Network after a female exec’s feedback: “Two young hot guys in tight jeans, renovating? Sold.” The show debuted in 2010 with strong ratings, HGTV picked it up in the U.S., and viewership skyrocketed. (Today, the majority of their audience is female.) 

Related: 5 Business Lessons From Taylor Swift

Some of what came next was the natural extension of having a hit TV show — the production company, the retail opportunities, and, frankly, the money. “There are probably less than 100 actors who make more than we do across our empire,” Jonathan says, surprised at how things turned out. “We thought it was the bee’s knees to be a successful actor, but pursuing that would have never opened up this world to us.”

To juggle it all, they share responsibilities fluidly. Drew has more downtime during filming, so he’ll work on Scott Living while Jonathan is on set. “Between shots, we’re always on email,” Jonathan says. “Our team knows that we divide and conquer; if Drew has responded [to an email], I don’t.” The success of that system has kept them keenly aware of the importance of partnerships. They’re better together — and sometimes, better with others as well.

Over nine years of making TV, Drew and Jonathan have come to rely on the scores of local contractors and designers they work with as they film in cities throughout North America. As a result, those entrepreneurs’ profiles have risen. And that, the Scotts realized, created a new opportunity worth capitalizing on.

In October, the Scotts launched a consumer-­facing design platform called Casaza. It showcases rooms designed by people the brothers have personally vetted. Every item is hand-selected and available for purchase. Eventually, the Scotts say, users will be able to hire the site’s featured designers along with local “Casaza pros” who will come to someone’s house for measurements, while Casaza will refer contractors to do the work. Unlike other home sites that charge designers for viewer eyeballs, Casaza showcases them free of charge. 

Related: How Venus Williams Is Serving Up Her Entrepreneurial Dreams

Featured talent is already seeing results. Jessica Davis is a Nashville-based designer whose firm has been featured on Property Brothers six times. She sees Casaza as a way to further legitimize her work. “Clearly, if these very successful professionals are willing to work with me, I might have an idea about this industry,” she says.  

Keia McSwain feels similarly. She’s the owner of Denver-based firm Kimberly + Cameron, as well as president of the Black Interior Designers Network. Casaza, she says, is one of the few platforms that seems explicitly interested in showcasing minority designers. “Who else has reached out to us as far as being inclusive?” she says. “Nobody.” The site has already brought her new clients and business partners. “They’ve given me confirmation and affirmation. With them it’s less about the ‘say’ and more about the ‘do’. ”

Image Credit: Jake Chessum 

The Scotts love hearing feedback like that. At this point, the value of partnerships just feels like a truism to them. “We want our company to be the easiest relationship anyone’s ever had,” Drew says. “A lot of talent on shows are high-maintenance jerks. At the end of the day, people want to work with who they like. We have the same thing between us.”

In an hours-long interview that stretched throughout their busy New York day — before and during breaks at the Today show, through their time at the textiles company — they were pressed repeatedly about the potential fault lines of their partnership. But the honest answer, they say, is that there’s no drama to speak of. They faced it already; they saw what it was like working solo and then what blossomed when they were together. 

“There is never one defined right or wrong brother,” Drew says. “We each have our individual truths. But together we’re the better truth.”

 

Listen to the Property Brothers offer up advice on building a business with a co-founder on this episode of Problem Solvers. 

February
25, 2019

2 min read

After Jose Fernandez sold his legal-focused software company in 2011, he jumped into a whole new industry: bottled water. It was all based on a hunch that alkaline water (with a higher pH level) would be the next big thing in H2O consumption.

He was eventually proven right, as his company, TEN Spring Water, has seen revenue grow by 100 percent year over year, with revenues expected to be between $7 million and $9 million this year, according to the company. TEN is now sold in 8,000 U.S. stores. But it was a slow start in 2012.

Related: After 10 Years of Unprofitability, 2 Breakthroughs Led This Entrepreneur to a $100 Million Brand

“Coming into an industry I knew nothing about, it was tough,” Fernandez said. “You need to have a very big war chest to pull it off.” He self-funded the company.

Fernandez became interested in alkaline water after seeing it on shelves in Florida, but he noticed all the products were either made with tap water or reverse-osmosis tap water. He figured spring water with a high pH would be a more appealing product. So he and his partners started calling natural springs who co-pack and label water for them. The company now employs four springs.

With product in hand, Fernandez started approaching small retailers to sell their water, eventually scoring a partnership with UNFI, a major food distributor.

Image Credit: Courtesy of TEN Water

“Getting an appointment is a challenge unless you know the right people and have a good story and product,” Fernandez said. “You’ve got to be able to prove that before they let you in the building. You’ve got to be patient, you’ve got to keep knocking on that door, and eventually the door will open.”

Related: The Company That Created a New Way to Drink Tea Is Truly a Product of Love

So what does he see as the biggest differences between his old business in software and selling water?

“I used to sell software for $1,000. I now sell a bottle of water for a dollar,” he said. “When you’re developing software there’s a long bug list that never ends. You can’t do that with this stuff.”

February
21, 2019

6 min read

Opinions expressed by Green Entrepreneur contributors are their own.

Jason Gann is either the least likely — or perhaps most likely — candidate to start a cannabis company.  

As the creator and titular character of the comedy Wilfred, which won awards in his native Australia before being reimagined for a healthy run on American TV, Gann has spent a good part of his adult life walking around in a dog suit. On the other hand, as the bong-ripping lead of a quintessential “stoner comedy,” it was almost preordained that he make his mark in the industry.  

Related: 23 Celebrities in the Cannabiz

In an exclusive interview with Green Entrepreneur, Gann talks about why he got into the business, what weed means to him, and the origin story of that canine costume. 

Wilfred was always considered a stoner comedy. In fact, your character smoked quite a bit on the show. So, Wilfred pre-rolls seems like a natural next step. When did you come up with the idea for the business, and what made you think you could succeed?

Wilfred was a stoner comedy because I was a stoner when I did the comedy. I never set out to do a stoner comedy. I wasn’t even aware that it was a genre. It was just that I was high when (co-creator) Adam Zwar told me about getting cock-blocked by his date’s dog. It’s a true story: He was on a date, they went back to her house, and there was a dog on the couch looking at him like, “What do you think you’re doing?” I thought it was really funny, and we figured it had to be a short film or something. I wasn’t trying to wave a banner for cannabis, though I’ve been using it and singing its praises for many years. But now, to live in a place where you have legal marijuana [California], I couldn’t even imagine that. And then to be able to enter the industry, it feels like I’ve gotta do it. I mean, who gets famous putting on a dog suit? But doing the pre-rolls makes perfect sense. And win, lose or draw, I’ve already won, just by getting to do it.

Image credit: Eric Weinberg

What differentiates Wilfred pre-rolls from whatever specials any local dispensary is offering this week?

For starters, it’s a sun-grown, outdoor flower, and it’s grown in the richest soil in Yolo County, California. When you think about the origins of pot growing, they had to go into the mountains to avoid being seen. But now we’re in the richest farming regions, and they’re fourth-generation vegetable farmers. I mean, there are cannabis-based religions that think plants have souls and they’re our partners, and I definitely believe that there’s such a thing as happy plants — so having an outdoor flower is very important to me. And I searched extensively to find the right flower.  I’ve been in analytics, in budgets, in sales… because I love it.

Why did you focus on pre-rolls?

You know, I didn’t really plan on doing pre-rolls. I was looking at vapes, edibles, pet CBD products.  But I did a lot of research — I’m a big fan of Lowell Smokes, they’ve got a great history, great packaging — and I ended up on pre-rolls, which in California are only 6% of the overall market.

When did you first start smoking weed?

When I was about 17, and I just loved it. I was in a rock band in Brisbane in the early ’90s, and I’d go to these musical festivals, and everybody was smoking, and making out, and you’d never see fights. There was such a great vibe everywhere. I’m a highly-functioning stoner, but too much of anything can be a problem. That’s why I think the introduction of CBD is fantastic, where you can enjoy the medicinal value without the psychoactive experience.

Related: This Week in Weed: High-End Hemp!

Has cannabis remained a part of your creative process?

I, 100 percent, don’t believe my creativity comes from weed, because there have been times when I’ve thought my writing is better when I’m not high. But my writing is definitely different when I’m high. I’d just say my relationship to creative writing and my relationship to cannabis are two different things. If I’ve got a deadline, I can’t go off on tangents, I’ve gotta stay fairly structured. But my relationship with cannabis is spiritual; I step outside of myself, it’s still me but it’s like another me, and sometimes when I haven’t smoked in a while, I feel the need to reconnect with myself and contemplate life in a different way. 

Image credit: FX Networks

​​​​​​Do you see more celebrity cannabis products coming out, like with all the boutique tequila brands?

We won’t really know until it becomes federally legal.  hen it’s gonna be very difficult to enter this business, as it is for tequila. If I didn’t believe I had a brand here, I’d get out.  Licenses are too expensive, you have to jump through too many hoops. Unless you’re a vertically integrated company, where you’re doing it all yourself, the margins just aren’t there. And anyway, Wilfred is the celebrity, not Jason Gann.

What would you say has been the most challenging part of being a cannabis entrepreneur?

Turning words into actions. To turn an idea into something physical, that’s a great feeling.

Any thoughts about expanding into other cannabis products?

I just want to offer the best pre-rolls, and at a more affordable price than they are now. Wilfred aired in 35 countries, so I could see expanding internationally, but I’d rather create an international cannabis brand than try to do, say, edibles or drinks; I’d have to spend another year studying just those. I want to do one thing well.

Related: 9 Business Ideas for People Looking to Cash in on the Marijuana Boom

February
19, 2019

5 min read

Opinions expressed by Entrepreneur contributors are their own.

LinkedIn Influencer, Bernard Marr, published this post originally on LinkedIn. 

If you find yourself in a little mid-week or mid-day slump, take a few moments to re-energize yourself with these inspiring quotes from some of the world’s greatest thinkers. Sometimes, all it takes is a little reminder to boost your spirits and refocus your day.

“Happiness is an attitude. We either make ourselves miserable, or happy and strong. The amount of work is the same.”

— Carlos Castaneda

“When one door of happiness closes, another opens, but often we look so long at the closed door that we do not see the one that has been opened for us.”

— Helen Keller

“You have brains in your head. You have feet in your shoes. You can steer yourself, any direction you choose.”

— Dr. Seuss

“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.”

— Steve Jobs

“Instead of wondering when your next vacation is, you ought to set up a life you don’t need to escape from.”

— Seth Godin

“The problem with the rat race is that even if you win, you’re still a rat.”

— Lily Tomlin

“A man should never neglect his family for business.”

— Walt Disney

“Don’t say you don’t have enough time. You have exactly the same number of hours per day that were given to Helen Keller, Pasteur, Michelangelo, Mother Teresa, Leonardo da Vinci, Thomas Jefferson, and Albert Einstein.”

— H. Jackson Brown Jr.

“Someone once told me that ‘time’ is a predator that stalks us all our lives. But I rather believe that time is a companion who goes with us on the journey and reminds us to cherish every moment because it will never come again.”

— Jean-Luc Picard

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

— Charles Darwin

“Opportunity is missed by most people because it is dressed in overalls and looks like work.”

— Thomas Edison

“You miss 100 percent of the shots you don’t take.”

— Wayne Gretzky

“Do or do not. There is no try.”

— Yoda

Related: Big Data For Small Business – Why It Matters! (LinkedIn)

“Those who say it can not be done, should not interrupt those doing it.”

— Chinese Proverb

“Whatever the mind of man can conceive and believe, it can achieve. Thoughts are things! And powerful things at that, when mixed with definiteness of purpose, and burning desire, can be translated into riches.”

— Napoleon Hill

“You are not your resume, you are your work.”

— Seth Godin

“Far and away the best prize that life offers is the chance to work hard at work worth doing.”

— Theodore Roosevelt

“Even if you are on the right track, you’ll get run over if you just sit there.”

— Will Rogers

“Yesterday’s home runs don’t win today’s games.”

— Babe Ruth

“If you work just for money, you’ll never make it, but if you love what you’re doing and you always put the customer first, success will be yours.”

— Ray Kroc

“When writing the story of your life, don’t let anyone else hold the pen.”

— Harley Davidson

“A professional is someone who can do his best work when he doesn’t feel like it.”

— Alistair Cook

Related: 10 Signs You Have (Or Are) A Great Boss (LinkedIn)

“Happiness is not something you postpone for the future; it is something you design for the present.”

— Jim Rohn

“Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude.”

— Thomas Jefferson

“I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”

— Michael Jordan

“People inspire you or they drain you — pick them wisely.”

— Hans F. Hansen

“The Pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.”

— John Maxwell

“Whether you think you can or whether you think you can’t, you’re right!”

— Henry Ford

“When you change your thoughts, you change your world.”

— Norman Vincent Peale

“A man is but the product of his thoughts. What he thinks, he becomes.”

— Mahatma Gandhi

“There are two primary choices in life: to accept conditions as they exist, or accept the responsibility for changing them.”

— Denis Waitley

I hope you find these quotes as inspiring as I find them. Let me know your thoughts and also please share your favorite inspirational quote in the comments below.

I have also put together this slide deck for you to share and download:

February
18, 2019

7 min read

Not many entrepreneurs can boast of not only staying with their company for 25 years, but creating an entire product category. Barry Turner has done both.

Turner is the co-founder of Lenny & Larry’s, which introduced the protein-packed cookie in 1993, years before eating protein-packed anything was mainstream. He and his co-founder, Benny Graham (they thought their names with L’s would be funnier on the label), hustled to convince stores to carry their nutritional treats for years, until they sold the brand in 2001. But Turner never left his brand fully behind, buying half of it back in 2007. He and his new partner, Don Crouch, then sold majority control of the brand to investors in 2017 “to reward ourselves for a job well done,” said Turner, who remains at the company as a shareholder and to focus on new products, PR and marketing.

Image credit: Lenny & Larry’s

Lenny & Larry’s continues to innovate; its latest product is Complete Crunchy Cookies — protein-packed vegan treats that come in chocolate chip, double chocolate and cinnamon sugar flavors. Their impressive retail door count is approximately 50,000 to 75,000 doors, per latest company figures.

Related: This Protein Drink Entrepreneur Was Able to Raise $8 Million — After Moving Across the Country

Entrepreneur spoke with Turner about his more than two decades in business, what he thinks of the current startup landscape and the strategy that almost never works.

This interview has been edited for length and clarity.

An entrepreneurial run with a company for 25 years is by any stretch an incredible accomplishment. How do you find ways to keep yourself excited and challenge yourself with this brand?

It’s a great question. The genesis of the brand was about fun. You can tell by the logo. I still attack this every day as if I’m just having fun and not working. It’s fun because of the category that we created, being protein fortified, fiber fortified baked nutrition. It’s easy just to be more of a mad scientist now and try to think of different ways to innovate.

You mentioned that Lenny & Larry’s created the category of protein packaged foods 25 years ago, and obviously now that’s a full-blown part of the food landscape. How does the company compete nowadays with all these upstarts?

It’s easy for us now because we did create the category, so we’re looked at as the leader. It’s OK that the upstarts come, but if they’re not different, if they’re only saying, “Hey, we’re better than Lenny & Larry’s because of this,” they don’t stay on shelves that long. I always live by this credo: you don’t make yourself look good by trying to make others look bad. Companies don’t last by employing that marketing strategy. Negativity is not a way to launch a brand or a product.

Are there any innovations that you see other brands doing that you say, OK that’s a great idea, here’s how we can absorb it into Lenny & Larry’s?

There’s some great innovation going on. I don’t know that the majority of it fits with how I see this brand, but I don’t feel like we’ve missed anything. The biggest reason we haven’t innovated even more is because when we got our hockey stick growth around 2014-15, our biggest issue was supply and demand. Everyone wanted our product and we could only sell about 70 percent of our demand. That really hurt us. You can’t be innovative when you’re just trying to keep up with demand.

How would you approach today’s market as a startup?

The main thing is just trying to be different. Don’t be a me-too product because they don’t last. Be innovative. I will admit it is harder because there is so much competition out there. You also have the advantage of what you have at your fingertips: access to capital if you need, all these amazing minds and groups out there and research. When we started in 1993, there was no internet or cell phones, we were doing it the old fashioned way of actually knocking on doors and talking to people.

Related: This High-Ranking Executive Quit Her Job to Reinvent Animal Crackers

Do you no longer see the approach of going into each store, trying to sell very slowly and then building up the brand as an effective strategy?

It is in the beginning, because you have to own your backyard. You can’t have national distribution until you actually have regional distribution. Retailers want you to prove yourself. So knocking on doors is a great way to get started, but you have to sprint these days because there will be people coming to knock you off and copy your success — even if it’s local success — if they’ve got the resources to take it to a whole different level.

So during your long career in entrepreneurship, have there been any challenges that vexed you that you’re still looking to solve today?

The biggest challenge was to educate the consumer on protein and the importance of protein. Now because it’s so mainstream people are putting protein in everything, even in water. I mean my gosh, it’s just crazy to think about that. But as a former bodybuilder and an athlete, we knew the importance of protein. The genesis of our brand was to educate people on protein — we didn’t know it would take two decades to do it. Fast forward to today, I don’t think we really have challenges today that we can’t meet, outside of the supply and demand issue in 2017.

What has been the most effective marketing tactic that you’ve employed?

For Lenny & Larry’s it was just organic or guerilla marketing. Our strategy back then was to get on shelf, but be on sale for a long time. What draws people to our product if they haven’t ever tried it is that the product is on sale. Plus we have the greatest logo in the history of logos so it made people want to try it.

What’s your goal for the business for the next three years?

To continue to build what I call a legacy brand. I always dreamed when I started this that it will be sitting between Oreo and Chips Ahoy, and that’s going to be taking place this year at a major retailer. We’re just going to be innovative and continue to be a legacy brand that people look to as a leader in a category that we created. We don’t have a dollar figure on where we want to hit sales wise. We want to continue to grow every year but we don’t have a clock ticking for us now because we have been successful over the past two decades.

Related: This Popular Cookie Company Was Started on a Whim by a Couple Out of Their Home

How does that affect your thinking now that you’re not in hustle mode?

What’s happened now that we have a good team in place, we have doubled our staff. When we did take on an equity partner we had less than 20 people and we were approaching $100 million in sales. We also had no investors and we had no debt. But what you had was entrepreneurial founders, my partner and I were actually the best salespeople. We did everything. We were very hands on. And a lot of times now brands say they’re going to hire people to do sales, etc.

If you can’t do it, no one can. If you created it, you should be the best at everything in your company. When you have a certain level of success, that’s when your team can start growing and you can start adding more proper pieces to it. We were in hustle mode for 20-plus years doing this. My hustle now is to try to come up with more and more products for our lineup and continue what we’ve built all those years ago.

February
15, 2019

15+ min read

Opinions expressed by Entrepreneur contributors are their own.

Editor’s note: This article was originally published on February 1, 2008, and has been updated. It was excerpted from our Coin-Operated Laundry start-up guide, available from Entrepreneur Bookstore.

The coin-operated laundry industry has undergone a revolution. No longer dingy, unsafe, boring places that customers must endure on a weekly basis, laundromats are becoming fun and attractive multiservice centers that customers may even enjoy visiting. “The industry is now getting a facelift,” said Brian Wallace, president and CEO of the Coin Laundry Association, a national association for self-service laundry owners. “There’s a trend toward coin laundries being more comfortable for the customer.”

Newer laundries have snack bars, a place to leave off and pick up dry cleaning and video games. Some of them don’t even use coins. Instead, customers use swipe cards that subtract the cost of the wash or dry, much like a phone card or debit card. Many laundry owners also employ attendants to keep an eye on the store and help customers use the equipment.

Laundromat Renaissance
The coin-operated laundry industry has changed in response to several trends. The first is that, for most of us, meeting the demands of work and our personal lives leads to a time crunch — there just aren’t enough hours in the day to accomplish everything we would like to. Laundry owners are capitalizing on this reality by offering their customers time-saving convenience in the form of wash-and-fold (drop-off service) and dry-cleaning service. Some are even picking up laundry from customers’ homes and delivering it back to them clean and folded.

In addition, owners have realized that they can maximize their profits by providing customers with access to multiple services. Since they’re paying a set amount of rent on their commercial space, they might as well use that space to its fullest potential. Many owners around the country are serving food, renting mailboxes and offering free internet access. Because newer laundries are bigger than in the past — often 3,000 or 4,000 square feet — overhead is higher, and owners are looking for ways to cover the cost. These additional services demand little increase in overhead because the rent is already paid for. Customers benefit by being able to use several services all in one convenient location.

Cindy Patel, owner of Mountain Wash Laundry in Shelby, North Carolina, at time of interviewing, said that she planned opening a snack bar and a minimart in her laundry. “I have a big space, 6,000 square feet,” she said, “and this will help pay for it.”

Paul Partyka, who edited American Coin-Op, a magazine devoted to self-service laundries, said Patel’s approach is the norm. “Trying to generate additional revenue per square foot has always been an issue,” he said. “But it’s even more so now with tighter competition and utility bills growing. Everybody wants to squeeze as much money as possible out of their space. Looking for an extra service that will work is always on their mind.”

Another trend laundry owners have recognized is that customers prefer to visit laundromats with a more pleasant atmosphere. Many laundry owners are building kids’ centers, holding music concerts, giving away coffee and hiring attendants who are friendly and helpful. “I don’t think we’ll ever cross that threshold into making laundry fun,” Wallace said, “but we’re making it more comfortable.”

Tom Leavitt, owner of Darcies Laundry in the Seattle area at time of interviewing, opened three new stores, all of them near older, smaller laundries, most of which have since closed. Darcies offers customers a better deal: bigger stores with play areas for children and attendants on duty at all times. “Our stores are very convenient,” Leavitt said. “They’re clean, they have a friendly environment, and they have a lot of machines, so you can get in and out of there as fast as possible.”

The Good News
As the population of the United States grows, the number of renters — your main market — is likely to grow, too. Other social phenomena, like the prevalence of two-income families, suggest that convenient services such as wash-and-fold will continue to grow in popularity as working parents have less time to attend to household chores like laundry.

According to a survey from the Coin Laundry Association, more than half of coin laundries offer wash-and-fold. “It’s by far the number-one extra service for laundries,” said Partyka. “It’s doing well.” Partyka also notes that even people with washers and dryers at home are using self-service laundries for the sake of convenience. With the regular capacity machines used in homes, it can take quite a lot of time to do load after load — and that’s where laundromats come in. “They just run over to the coin laundry, use a couple of the large machines and knock it off,” he said. In other words, although the majority of laundromat customers are low- to middle-income renters, some laundries are tapping into higher-income markets by offering convenience: wash-and-fold service and large machines.

In addition, office dress codes are growing increasingly less formal. And as more people wear casual clothing (which doesn’t require dry cleaning) to work and leave the nicer duds for special occasions, you may find that consumers will be making more trips to the laundromat.

The Bad News
While the trends we’ve mentioned are favorable for entrepreneurs entering the laundry business, they don’t suggest that business is booming. The industry is what experts describe as a “mature market.” Save for areas that are seeing high population growth, pretty much every neighborhood that needs a laundry has one — or two or three — that are competing vigorously. In some areas of the country, there are too many laundromats already.

However, there is room for new laundry owners. Many get into the business by purchasing an existing laundry and renovating it. Some also find that they can build a new laundry in an area with competing laundries and thrive by offering a bigger store, more services and better customer relations. Another way to get into the business is to locate your store where there is the best potential need for a new laundry: in an area that’s experiencing population growth.

As you consider getting into the laundry business, keep the words “mature market” in mind. Don’t buy a store just because it’s for sale or build a store just because you have a great idea for a new gimmick. You’ll need to be very careful to make sure there’s enough of a customer base to make your business thrive. You may be able to draw a little extra business from people who like using your store better because of its cleanliness or from people who use your wash-and-fold service, but the core of your business will be people who just want to get their laundry done quickly and conveniently. If there are already enough laundromats in the neighborhood to serve their needs, they’re not as likely to patronize your store.

Finally, you also need to consider that getting into the laundry business requires a large initial investment. The average-size laundromat could cost you in the neighborhood of $200,000 to $500,000 — whether you choose to purchase an existing laundry or build one in a retail space.

The Laundromat Life

If you’re planning on operating just one or two stores, you’ll be in good company. Three-quarters of laundry owners own only one store, and very few have more than two. While there are no national laundry chains, a few local chains are starting to grow in various parts of the country. These chains are still quite localized, though, and only a few consist of more than a few dozen.

For a little more than half of laundry owners, operating the store(s) is their full-time job. Others take the moonlighting approach-they manage other businesses or work a day job. But more laundry owners are starting to own larger stores and more than one store. These people are able to survive on the income larger stores or multiple stores generate.

The amount of money you can make from a laundry varies tremendously. According to the Coin Laundry Association’s Brian Wallace, the annual gross income from one store can range from $30,000 to $1 million. The expenses incurred while running a store range between 65 and 115 percent of the gross income. That means that for a store grossing $30,000 per year, at best it nets $10,500 and at worst it loses $4,500. For a store grossing $1 million per year, the profit could be as high as $350,000, or there could be a loss of up to $150,000, depending on expenses.

Wallace says these profit margins have less to do with the size of the store than with its owner. An owner who runs his or her store well-who keeps it clean, repairs its equipment quickly, uses energy-efficient systems and offers good customer service-will see profit margins of about 35 percent.

The steady income that a laundry generates is a plus for many people. If you’re looking for a business that will keep the cash flowing no matter what the rest of the economy is doing, you’ve found it in laundries. Clean clothes are a necessity, not a luxury, so people are going to use laundromats no matter how the stock market is performing. The business is also fairly steady month in, month out. So unless you draw on vacationers’ dollars in a place with seasonal tourism, you’ll find that you can count on a fairly steady income throughout the year.

No Experience Necessary
None of the entrepreneurs interviewed for the Coin-Operated Laundry start-up guide had experience in the laundry business when they first started out. One had a resume that included milking cows, another was a contractor, yet another ran a rental equipment business. Most just decided that starting a laundry was a good business opportunity. However, they all recommend that new entrepreneurs research the business by talking to laundry owners, joining associations and reading the trade literature.

Tom Leavitt put some time into planning the three laundries he opened in Seattle. “We traveled around the country, looked at a lot of other operations, and designed our prototype,” he says. “We took care to figure out what would work the best.” He and his partner also attended a Coin Laundry Association convention in Chicago and took a tour of laundries in the area.

Collette Clarkson knew nothing about the business before she started a laundromat in Evans, Colorado, with Kim Clarkson, her business partner. But the two got to work when Collette’s uncle, who was building a strip mall, asked if she’d be interested in operating a laundromat. “We did a lot of research,” Collette says. They spoke to a number of laundry owners about the business and read as many issues of trade magazines as they could find.

While no particular experience is necessary, a business background is always important. In addition, a background in machine repair or a knack for fixing machines helps. Owners who have experience with laundry equipment are able to cut down on the cost of repairs. But others have found that they can learn about the machines and make some repairs themselves, or hire a repairperson and avoid the headache altogether. The self-service laundry business is an open club. With enough enthusiasm, interest and business-savvy, you can join the club and succeed in the industry.

The Laundromat Personality
You may think that the laundry business is about clothes, but what it’s really about is people. It’s a service business, and like any service business, you need to treat your customers well if you want them to return to your store.

If you’re friendly, your customers will want to use your store. By taking the time to talk to them, you will also be able to learn about their laundry needs and their preferences for services. Ultimately, this kind of information will help you improve the quality of your business so that you can attract even more customers.

Even if you decide to hire employees and leave the customer relations to them, you still need good people skills to hire and supervise employees. The more closely you work with them and the better they know and like you, the better job they’ll do.

If you have an unattended laundry that you visit twice a day to clean and collect quarters, you still need to greet your customers with a smile on your face and an attitude that’s ready to help. So if small talk with strangers leaves you cold, and you can’t stand the thought of answering customers’ questions (often the same ones over and over), the laundry business may not be the one for you.

However, if you think you’ll like meeting new people, helping them work the machines, and listening to them talk while they wait for the dryers to finish, you’ll find this business rewarding. “Interacting with customers-that’s the best part,” says Collette Clarkson. “I can’t even imagine how many regulars we have who we know by name.”

The Daily Routine

So what’s it really like to own a laundry business? Whether you do all the work yourself or hire an attendant or a janitor, there are tasks you will need to take care of on a daily basis. You will need to open and close your store promptly each day, clean it, collect money, and fill vending and change machines. You will also need to keep track of which machines are being used and how often.

Those laundry owners who have employees will have other duties, too. They’ll be hiring and supervising those employees and overseeing additional services such as wash-and-fold.

The Hours You Shall Keep
Laundries are generally open between 6 a.m. and 10 p.m. seven days per week. Because weekends are usually the busiest days for laundries, you should definitely keep your doors open on Saturdays and Sundays. In some instances, you may want to adopt alternate hours, especially if the market you serve or the location of your store lends itself to having open doors at other times of the day.

Brian De Coster, who owns several unattended laundries in and around Iowa City, Iowa, keeps his stores open 24 hours per day. Three of his four laundromats are in a college town, and students are notorious for keeping odd hours. “You’ve got the machines; you’ve already paid the money for the machines and the rent and everything else,” he reasons. Because his laundry is unattended, he doesn’t have to pay employees to stay up all night with his store.

Tim O’Connell, who owns 24 Colonial Laundromat stores in the Syracuse, New York, area, keeps most of his stores open 24 hours as well. “The biggest problem we had was turning customers away,” he says. “Customers would come in late and employees would want to be leaving, so it was easier just to stay open.”

Other laundry owners we interviewed base their hours on surrounding businesses. Dave and Kris Anderson, who own an unattended laundry in New Glarus, Wisconsin, keep their store open daily from 5:30 a.m. to 10:30 p.m. They chose those hours because they’re the same hours the nearby gas station is open. “We feel it’s working out perfectly,” Dave says. “If we had kept it open later, we might have had more vandalism.”

Your first duty of the day is to open your store, and you must be on time because your customers may plan their day around getting their laundry done at a certain time. You can avoid having to be at your store early in the morning and late at night by installing an automatic lock system on a timer. A typical system like this will cost you between $1,000 and $1,500.

At night, of course, you must close down and lock up. If you want all the customers to be gone by 10 p.m., you should consider locking the door at 8:30 p.m., leaving enough time for the last loads of laundry to be finished. You can either let customers out yourself or install a lock system that allows them to leave but prevents others from coming inside.

Scrub-a-Dub-Dub
The first order of business for you or an employee you hire is to clean your store thoroughly, at least once a day. This will take about two to three hours. You or your employee will need to do the following:

• Mop the floors
• Wipe down the machines
• Clean the soap dispensers in your front-load washers
• Wash off the folding tables
• Clean the bathroom
• Empty the trash
• Wash the windows
• Clean the vending machines, change machines and video game screens

The best time to clean is after customers have gone-that way you or your employees can clean more efficiently. You’ll also avoid the risk of customers slipping on wet floors or tripping over cleaning equipment. If you have a large or busy store, however, you may find that it requires cleaning twice a day. You can wipe down the machines and folding tables easily while customers are in the store, but save the floor for after they’ve left or for a slow period of the day.

Collecting Coins
One chore you’re not likely to delegate to an employee is collecting money from the machines. If you have a card system, your job is much easier. All you’ll have to do is empty the card machine of the bills, count them and deposit them in the bank.

But if you have a coin laundry, you’ll need to empty each machine, preferably daily. You’ll want to pull (take out the coins) from one type of machine at a time so you can determine how often your customers are using each type of machine. Put a bag in one of your laundry baskets and roll it from machine to machine, starting with the top-loaders. Count these coins and record how much money you made on this type of machine, then follow the same procedure with the front-loaders and the dryers.

For recording purposes, you should draw up a chart with seven rows, one for each day of the week, and columns for each type and size of equipment: top-loaders, front-loaders, dryers and vending machines. Then record in your chart how much money you withdraw every day.

You should refill the change machine in your store on a daily basis, too. When it’s empty, your customers can’t do their laundry, and they’ll go elsewhere. If it’s empty more than a few times, they may never return. No one wants to lug several loads of laundry to a laundromat, only to find they can’t get change. De Coster says if his change machine runs out, “that’s like shooting myself in the foot. I check the change machine at least once a day.”

Let Us Vend
The last bit of daily business in your store is restocking the vending machines. If you own your own soda and snack machines, you will need to make sure they’re full every day. If you contract with a vending company, they’ll worry about filling them.

The most important vending machine in your store will likely be the soap vending machine, and since these machines are relatively inexpensive and rarely break, you should buy your own. Make sure it is properly stocked every day. Many customers will bring their own soap, but those who don’t will expect to find soap available. An empty soap machine is almost as bad as an empty change machine-it will cause you to lose business.

Keeping Track
When you’re done with the daily in-store duties, you’ll need to take care of some additional office work. Many laundry owners do this at home, though some may find it easier to work in a rented office or at the laundromat if they have space. Owners with other businesses, such as De Coster who has both laundries and an equipment rental business, can take care of everything in one office.

At your office, you’ll need to take care of your accounting and track equipment usage by customers in your store. It’s important to record how often each type of machine is used so that you can determine if you’ve got the right mix of equipment. For example, if you find that your front-loaders are getting six turns per day (the number of times a machine is used each day) and your top-loaders only two, you may need to add front-loaders and remove some top-loaders. Your customers are likely waiting for the front-loaders and possibly going elsewhere, so you could be losing money.

Startup Costs

You can expect to encounter a number of basic startup costs to get into the laundry business. Depending on whether you build a new laundry in a leased space or buy an existing one, your costs may include:

Market research (literature/subscriptions/association fees)
The cost of an existing laundry business

• Construction or remodeling (if you are building a new laundromat)
• Washer hook-up fees (sewer connection)
• Licenses/permits
• Equipment

Keep in mind that if you buy a laundry, you don’t pay for licenses or sewer connection fees (unless you decide to have additional washers installed). But you will have to pay for renovation and any new equipment you decide to install if you want to update the laundry.

In addition to these basic startup costs, you may also have a number of ongoing expenses. These include:
 

• Lease/rental costs
• Utilities (gas, sewer, water and electric)
• Insurance (fire, theft and liability)
• Employee payroll/benefits
• Miscellaneous supplies (cleaning supplies, soap, invoices for wash-and-fold, bathroom supplies, etc.)

Research and Development
Once you’ve completed your initial research on the laundry business, you will need to figure out how much it will cost to build your store-to remodel a space and fill it with laundry equipment-or to buy an existing laundry. Whether you decide to buy or build, you can expect to pay between $200,000 and $500,000 for an average-size laundromat (about 2,000 square feet).

If you’re buying an existing laundry, figuring out your major startup costs is simple-just determine the value of the business. If you plan to renovate the existing store by painting the interior or putting in new flooring, be sure to add these costs to your startup expenses.

Figuring out your startup costs involves a little more work if you decide to build. Since you’ll be leasing a space that was something other than a laundry in a previous life, the cost of the construction is going to depend on how much remodeling you have to do. If the space you’ve chosen was formerly a beauty salon, for example, you’re going to have to add enough water, sewer and gas pipes for the conversion to a laundry. You’ll also have to provide enough electrical outlets, possibly move a few walls, and completely redecorate before it will look like a laundromat. You should hire a contractor to help you do all this remodeling.

In general, you can expect to pay about $200,000 for the construction costs to remodel an average-size space (2,000 square feet). This includes the cost of installing your equipment and putting in folding tables and seating. The remainder of your major startup costs will be buying the equipment itself.

Licenses and Hidden Fees
The licenses and permits you will need depend entirely on your location. Check with your municipality regarding:

• Business license
• Health department license (if you are serving food)
• Fire department permit
• Air and water pollution control permit
• Sign permit
• Public improvement fees
• Impact fees

You should also be aware of a few lesser-known fees that will affect you as a laundry owner. In many areas around the country, municipal water districts charge sewer connection fees. These can cost you anywhere from $200 to $8,000 per washer. If the fees are $8,000 per washer, the owner of a laundry with 30 washers must pay $240,000 in hook-up fees-almost what he’ll pay for construction! Brian Wallace of the Coin Laundry Association tells us that high hook-up fees are one of the biggest problems facing the coin laundry industry today. “Before you get too far down the road, make sure you understand what if any impact fees, tap-on fees, wastewater fees-they call them lots of things-there are,” says Wallace. These fees are a major challenge to laundry developers. And in areas where operators are forced to pay these fees, the price of laundromats has also risen dramatically. If the fees are high in your chosen area, you may need to reconsider your entire plan.

In addition to sewer connection fees, you may find that you have to pay sewer and waste water fees, too-check with the local municipality. Don’t neglect to check on these charges when you’re researching a laundry business. After all, you will be using these utilities heavily, so you’ll want to know if the monthly charges will be manageable from the get-go.

The Goods
If you decide to buy a laundry, you will already have a full complement of equipment-unless you want to replace a few of the older machines or add a few more machines to meet customer demand. However, if you decide to build a laundry, buying equipment will eat up virtually all the rest of your startup costs. You can expect to pay between $150,000 and $300,000 to fill an average-size laundromat with washers and dryers.

Top-load washers cost between $500 and $700 each, and front-load washers cost between $3,500 and $20,000 each, depending on their size. One stacked dryer (which means two dryers arranged one on top of the other in a joined cabinet casing) costs between $5,000 and $6,000.

If you want to add a card system, it will cost you in the neighborhood of $40,000 to $80,000, including readers on the machines, a card dispenser and cards, and the software to compute equipment usage and let you change prices. It’s pricey, but take heart: With a card system, you don’t have to buy a change machine, which runs in the ballpark of $1,000 to $3,000.

A water heating system will run you between $15,000 and $40,000, and a soap vending machine will cost between $500 and $1,500. Those laundry carts that let customers transport their clothes from washer to dryer cost $50 to $75 each. Supplies such as soap, cleaning equipment, signs, clocks, and trash cans should run another $750 to $1,000.

Setting Yourself Apart

Consider giving your store a theme or a gimmick. For example, one store in San Francisco plays classic black-and-white movies on their TV, and the walls are covered with photographs of movie stars from the 1920s and 1930s. Another store in Texas displays the owner’s collection of antique laundry equipment. Iowa City, Iowa, laundry owner Brian De Coster chose humor: He plays comedy channels on his TVs and places signs with clever puns, such as “We have a dryer sense of humor” and “We never clothes.” (His store is open 24 hours.)

A theme gives your store more personality; customers will remember it, and they’ll find your laundry a more interesting place to come to. A clever gimmick may also get you some free publicity from the local press. If you want to create a gimmick for your laundromat, think about who your customers are and what sort of theme they will appreciate. One owner in Southern California, with customers from all over Latin America, hung his laundry with flags from several of his customers’ native homelands and started serving traditional Latin American food.

For the Little Kids
Many laundry owners are realizing that they can increase business by providing a play area for children. Often, customers need to bring their children to the laundromat, so giving little ones something to do makes the laundry chore much easier on parents. Having an area set aside for children can also help keep them from running around and possibly getting hurt or damaging equipment.

Collette Clarkson and her partner have a play area for children. They have a TV with a VCR, children’s videos and toys. “We wind up picking up a lot of toys,” she says, “but they love it.”

If you want to put in an area specifically for children, check with your insurance agent and your city or county officials regarding liability issues. These professionals should be able to tell you how to design the area to maximize safety and make sure you won’t be responsible in case a child gets hurt. In fact, you may need to place signs saying you’re not responsible for children’s safety.

For the Big Kids
Even adults will get bored at a laundromat. After all, mostly what they are doing is waiting around for clothes to wash and dry. Many laundries these days have one or more TVs mounted to the wall. Some laundries keep the TVs tuned to one channel, some play videos, and others let customers change the channels themselves.

If your laundry is unattended and you want to let customers change the channel, mount the TV low enough on the wall so they can reach the channel and volume buttons. Customers are likely to walk off with a remote control, even if it’s tacked to a table.

Many laundry owners also have pinball and video games for their customers. Clarkson says a video game vendor approached her about having a videogame console in her store. He put a machine in at no cost to her, and they split the profits 50-50. “We’ve seen as much as $300 a month off the video game,” Clarkson says. They change the game every so often to keep customers from getting bored.

Snack Time
It’s likely that your customers will get hungry and thirsty while they’re waiting for their laundry to finish. Even if your store is near a shopping area, many customers wisely don’t want to leave their clothes. So vending machines with sodas, chips and candy fit the bill. You can buy a vending machine, fill it yourself and take all the profits. Or you can contract with a vendor who will provide the machine and snacks and split the profits with you. Ask your distributor about vending companies in your area.

Clarkson and her partner decided to put in a snack counter rather than vending machines. They offer their customers-and anyone else who comes in-a soda in a glass with ice, along with candy bars and chips. The partners chose to go that route after talking with other laundry owners. “In interviewing other people, we found that [they] didn’t like cans, they liked a fountain drink,” Clarkson says.

They sell the snacks at a low cost because their store is next to a mini-mart. “If we had the same prices or higher, everyone would just go next door,” Clarkson says. Still, their snack business is brisk enough that it brings in $30 to $60 a day. “Our Pepsi distributor says we do more [business] than some of his restaurants.” Having the snack counter also improves customer relations, she says. “Our customers really appreciate the cheap prices.”

Coin-Operated Laundry Resources
Associations
Coin Laundry Association
International Fabricare Institute

Magazines and Newsletters

• American Coin-Op
• The Journal
• Coin Laundry News

Manuals

• California Coin Laundry Association Owner’s Manual
• California Coin Laundry Association Reference Manual

Websites

• Coin Laundry Association bulletin board
• Coinwash.com (a bulletin board for laundry owners and marketplace of laundries for sale)

February
15, 2019

2 min read

Innovations that are seemingly simple usually have a lot of power. For Keith Belling, his first big hit came after he asked why chips couldn’t come in a healthier, popped form. The result of that question, Popchips, became a hit snack under his leadership that is sold in more than 30,000 stores and has generated more than $100 million in revenue.

Today, Belling will launch his next product, RightRice, which also stemmed from a simple question: How do you make rice healthier?

“Most of the ideas that I’ve pursued in my career have come from solving a personal problem,” Belling told Entrepreneur. “RightRice evolved from consuming too many carbs and empty calories, and eating less and less rice, one of my favorite foods. Both [Popchips and RightRice] inspired me to think deeply about the opportunity that existed and what was missing in the market.”

Image Credit: Courtesy of RightRice

RightRice is available nationwide exclusively at Whole Foods stores as well as on Amazon in seven-ounce pouches at a suggested price of $3.99. Along with rice, the product is made from lentils, chickpeas and peas. Its four flavors are Original, Lemon Pepper, Spanish and Garlic Herb. Each serving contains 10 grams of protein and five grams of fiber and 40 percent fewer carbs than a bowl of white rice. The company says it cooks and absorbs flavors just like regular rice.

Related: Amazon Is so Powerful That Big Companies Are Producing Exclusive Brands Just for the Site

Rice is a popular staple food in many cuisines, and RightRice’s premise of packing vegetable protein into the traditional carby food offers a good alternative to rice or substitutes such as cauliflower or quinoa and other grains. Several staffers of Entrepreneur tried out the Original and Lemon Pepper varieties of RightRice and came away impressed with the texture and flavor.

“As someone who’s had a long love affair with carbs, I thought RightRice was a legitimately delicious substitute,” said special projects director Patrick Carone.