CHICAGO — It’s one of the first questions those entering the drycleaning field, or wanting to expand or rethink their model, need to ask: Should I buy into a franchise or go independent?
While franchising offers structured support and proven systems, some entrepreneurs find greater appeal in the independence and financial control that come with going it alone. For these operators, the ability to retain all profits and make autonomous decisions outweighs the benefits of brand recognition and corporate backing.
In Part 1, we examined the case for franchising, and today, we’ll explore the other side of the coin — striking out solo.
Going Independent
Ricardo Torres owns Tiffany Couture Cleaners in Las Vegas. He began considering the franchise route, looking at a Tide franchise in that city, but his calculations told him a different story.
“It all boils down to how much meat on the bone there is for you financially,” he says. “And there was less meat on the bones for a franchise than there was for an independent small business that was doing things the right way.”
When Torres looked at the numbers for the Tide franchise he was considering, the fees added up quickly for him.
“Tide was going to take their fixed cut of a franchise royalty fee, as well as an upfront fee, as well as set marketing fees,” he says. “I was already in with 4% there, and then 6% of net revenue for the franchise fee. I said to myself, ‘Man, there’s already 10%.’”
Beyond the financial considerations, Torres valued the operational control that independence would provide: “I wanted to run it the way I wanted to run it.”
Torres ultimately decided to purchase Tiffany, a company that has been in business in Las Vegas since the 1970s and caters to an upscale market.
That flexibility has allowed him to make strategic decisions that might not have been possible under franchise constraints.
“There are certain things that I’ve done with my business that I more than likely would have had to seek approval with Tide,” Torres says.
He’s added services like tailoring, developed creative customer-acquisition strategies, and implemented a pricing model focused on high-end clientele rather than volume.
“Price elasticity is very important,” Torres says. “You could put all the effort you want into identifying what the GDP is for a local area, but Las Vegas is booming. We have so many rich people in Las Vegas that the model I pursue is to essentially recruit and retain the highest level of clientele.”
This targeted approach has shaped his entire business philosophy.
“Often, most business owners look at this differently,” Torres says. “They say, ‘We want to be the best business for all the clients.’ But you could modify that, and you could say, ‘We want to be the best business for a specific client group.’ We’ve flipped the script a bit. We don’t do volume. We do couture work, and it’s worked out extremely well.”
Looking back, Torres believes his decision has paid off financially.
“I’ve been able to retain those earnings and then use them on whatever I want,” he says. “If it is 4% marketing, then awesome. If it’s a mobile application, then great. Whatever it may be, it just gives you more latitude and control as an owner, and I very much appreciate that.”
How the Industry Is Changing
Christopher White, executive director of industry consulting and plant design firm America’s Best Cleaners (ABC), sees industry shifts in progress that affect both franchise and independent operators.
“In many middle markets, franchise models have gained ground,” he says, “largely due to improved upfront market analysis and a stronger emphasis on omnichannel marketing.”
At the same time, changes in consumer behavior have created opportunities for both models.
“The shift toward casual wear, washable garments and high-volume wash-dry-fold services has slightly reduced the margin for operational error, giving both models more flexibility,” White says. “Independents with a strong community brand and quality control continue to thrive in urban and luxury segments.”
He sees both models as viable but fundamentally different in their approach to risk and reward.
“It often comes down to the owner’s skill set, risk tolerance and desire for control,” he says. “Some are drawn to the structure and brand equity of a franchise; others value the flexibility, authenticity and local connection that an independent model offers.”
What Makes Cleaners Successful
Certain essentials separate successful cleaners from those who struggle, White says, regardless of the business model.
“Whether franchise or independent, there are fundamentals that are non-negotiable for long-term success. The most successful cleaners are proactive.”
What does he see as key characteristics for success?
“Planning ahead; developing and retaining strong teams; creating and deploying a marketing strategy that is results-driven; measuring what matters (KPIs); communicating consistently with their team; and investing in both quality systems and labor.”
But culture is the most critical factor, according to White: “The owners are clear on who they are, why they exist and how they serve their communities. That cultural clarity creates alignment across customer experience, employee engagement and growth strategy.”
Come back Tuesday for the conclusion of this series, where we’ll dive into the realities both choices face in today’s business landscape. For Part 1, click HERE.
Have a question or comment? E-mail our editor Dave Davis at [email protected].
