CHICAGO — Dry cleaning has always been a business of rhythms — busy months that push the company’s capacity, followed by slower periods that test financial flexibility. Understanding these seasonal patterns and preparing for them can mean the difference between thriving year-round and simply surviving the industry’s natural cycles.
In Part 1 of this series, we explored the patterns that can affect a dry cleaner’s business and the methods successful owners use to maintain staffing levels through the seasons. Today, we’ll examine the role of marketing, pricing and technology in leveling out seasonal business.
Marketing Through the Seasons
When it comes to marketing, Norman Way, vice president of Puritan Cleaners in Richmond, Virginia, takes a customer-centric approach.
“We try to align with where the customer’s mindset is,” he says. “For example, we highlight formal wear and wedding services in the spring and early summer, and then more of the cozy household items in the fall. And we use our various channels of social media to deliver timely and relevant reminders based on the season.”
Mark Scott, president of Bakkers Fine Drycleaning & Laundry in Kirkland, Washington, leverages data-driven marketing.
“Through our POS system, we partnered with a marketing firm that helps us monitor customer behavior and purchase history,” he says. “It allows us to send some personalized promotions based on untapped services.”
This approach, he’s found, helps him “reengage with our customers while educating them on other full services of what we do.”
Mark Hatch, manager of French Cleaners in West Hartford, Connecticut, takes a more cautious approach to seasonal promotions at French.
“I don’t run a lot of special promotions for the busy months,” he says. “If I run a huge promotion in the middle of my busy season, I could run into issues. I market to be available, present and build my brand every day.”
Making the Most of Slower Periods
While they should be minimized as much as possible, slower periods can offer valuable opportunities for business improvement.
“We try to schedule whatever maintenance we can in the offseason,” Hatch says. “Any major infrastructure improvements, like flooring projects, painting projects or major equipment upgrades, we try to do in the summer or (on) the weekends.”
“Routine maintenance is the big thing that’s scheduled during those slow periods to help avoid disrupting operations during the peak periods,” Scott agrees. “It’s also a good time for staff development. It allows us to cross-train employees with new skills that would benefit both them and the business. When it gets slow, they become very excited about learning something new and becoming more valuable.”
Way prefers to reframe the concept altogether: “I guess I’d say slower periods are opportunities, not setbacks. We focus on team training, updating procedures, performing preventive maintenance, and tackling projects that would be disruptive during the busier times.”
Pricing Strategies and Promotions
Approaches to pricing and promotions during slower seasons can vary significantly among operators.
Way emphasizes quality over discounting: “Rather than deep discounts, we focus on minor promotions that highlight our quality. We want promotions that build long-term loyalty, not just one-time transactions.”
Scott leans into targeted, time-limited campaigns: “One of the more successful ones that we’ve done is a targeted three-day sale. We would send out exclusive email promotions to our existing customers, offering them a discount on the days that we know will be slow.”
Using Technology to Predict Patterns
Looking at past performance through point-of-sale systems and historical data can be valuable for anticipating seasonal fluctuations.
“Our POS system gives us the ability to generate sales reports down to the week and day,” Hatch says. “I’m able to now see what my sales were last year at this time, and I can track how my sales are trending this year versus last year. I can tell you two weeks from now that our piece count is going to be X with pretty high confidence.”
Scott similarly relies on historical data: “With a good POS system, you can quickly generate reports, looking at the same-store sales trends. And we use those to anticipate the downturns and proactively plan promotions, staffing and equipment maintenance.”
“We recognize that there’s a rhythm to the seasons,” Way says. “But we also use our POS and QuickBooks to track volume trends. Route optimization has been a tremendous tool for us to adjust for light and heavy days or accommodate for vacations. It helps our routes run smoother through the variances. But frankly, when you’ve been in the business for a while, there is a rhythm that is predictable without the technology.”
Come back Tuesday for the conclusion of this series, where we’ll look at the importance of increasing customer loyalty and taking the human element into account. For Part 1, click HERE.
Have a question or comment? E-mail our editor Dave Davis at [email protected].
