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辛辛那提——戴夫·门兹 (Dave Menz) 将他对洗衣业务所有权的热情传播到了他的商店之外,与自助洗衣行业的其他人分享了他关于将商品业务提升到优质服务领域的想法和想法。
Multi-store owner Dave Menz has been in the self-service laundry industry for 12 years. He’s also an author and industry consultant. In Part 1, we learned how Menz’s involvement in laundry ownership and management has evolved since his arrival in 2010. Now, let’s continue.
多店老板 Dave Menz 已在自助洗衣行业工作了 12 年。他也是一位作家和行业顾问。在第 1 部分中,我们了解了 Menz 自 2010 年上任以来对洗衣店所有权和管理的参与发生了怎样的变化。现在,让我们继续。
FALLING DEEPLY IN LOVE WITH SERVITUDE
深深爱上服务
The experience gained from fixing up his first store taught Menz that his revenues grew in direct proportion to his improving the business.
门茨从修复第一家商店中获得的经验告诉他,他的收入增长与他的业务改善成正比。
“As I did that, my profits grew, and as I reinvested the profits back into the business, the community appreciated what I did,” he says. “They would go tell other people in the community, ‘Wow, you should go check out Queen City Laundry. It’s got a new owner and they’re fixing it up, doing things different.’”
“当我这样做时,我的利润增加了,当我将利润重新投资回企业时,社区赞赏我所做的事情,”他说。 “他们会告诉社区中的其他人,‘哇,你应该去看看皇后城洗衣店。它有了新主人,他们正在修复它,做一些不同的事情。”
He installed new equipment, changed operating hours and shifted from unattended to partially attended to eventually fully attended.
他安装了新设备,改变了工作时间,并从无人值守转变为部分有人值守,最后最终完全有人值守。
Getting back to the three ownership phases he mentioned in Part 1, during his first five years, he was “obsessed” with buying “zombiemats”—three in all—and fixing them up into plain-Jane laundromats. “I didn’t know that’s what I was doing, but that’s what I was doing. Trying to not make them horrible,” he laughs.
回到他在第 1 部分中提到的三个所有权阶段,在他的头五年里,他“痴迷于”购买“僵尸机器”(总共三台)并将它们改装成简单的自助洗衣店。 “我不知道这就是我在做的事情,但这就是我正在做的事情。尽量不让它们变得可怕,”他笑着说。
What he fell in love with was the concept of servitude. Menz was several months into laundry ownership when a teary-eyed single mother of three who lived nearby approached him in the store one day.
他爱上的是奴役的概念。门茨拥有洗衣店几个月后,有一天,住在附近的一位带着三个孩子的单身母亲泪流满面地在店里走近他。
“She came up to me and gave me a hug,” he recalls. “She said, ‘Thank you for fixing up our laundromat.’ I’ll never forget that as long as I live, because that was the day I realized the impact that revitalizing a laundromat had on a community.”
“她走到我身边,拥抱了我,”他回忆道。 “她说,‘谢谢你修好了我们的自助洗衣店。’只要我还活着,我就永远不会忘记这一点,因为那一天我意识到振兴自助洗衣店对社区的影响。”
‘FROM GOOD TO GREAT’
“从优秀到卓越”
“In the next five years, I wanted to take my business from good to great,” Menz says about his evolution as a laundry owner. “Over the first three, I kept investing all the profits. I call it keeping my hand out of the cookie jar. I took the bare minimum to be able to support my family and everything else went back into the business.
“在接下来的五年里,我想让我的生意从优秀走向伟大,”门茨谈到他作为一名洗衣店老板的演变时说道。 “在前三年里,我继续将所有利润进行投资。我称之为“把手放在饼干罐外面”。我拿了最低限度的钱来养家糊口,其他的一切都回到了生意上。
“You wake up three or four years later, the same four stores are significantly nicer than they were. We invested in furniture, in air conditioning where they didn’t have it. We invested in the beginnings of layers of management to keep people accountable, and training and empowering our team.”
“三四年后你醒来,这四家商店比以前要好得多。我们投资了家具和空调,而他们没有这些。我们在管理层的初期进行了投资,以让人们承担责任,并对我们的团队进行培训和授权。”
Menz had borrowed roughly $3.5 million to get his stores to the point they were and by year eight, he’d paid back some but still owed most of it.
Menz 借了大约 350 万美元来让他的商店达到现在的水平,到第八年,他已经偿还了一些,但仍然欠大部分。
“I thought, ‘I can keep doing this to 10 or 15 or 20 stores,’ which is what I thought I would do at one point, ‘or I shift my focus to how can I generate more revenue, which will allow me to serve my community in a better way from the four stores that I have.’ That required kind of the third shift for me, into this service-based economy.”
“我想,‘我可以继续对 10 家、15 家或 20 家商店这样做,’这就是我一度认为我会做的事情,‘或者我将注意力转移到如何产生更多收入,这将使我能够我拥有的四家商店以更好的方式为我的社区服务。”这对我来说需要第三次转变,进入以服务为基础的经济。”
OPTIMIZATION COMES INTO FOCUS
优化成为焦点
Menz knew he couldn’t grow his stores’ demographics, so it became about optimizing his facility and getting the most out of the equipment he had.
门茨知道他无法增加商店的人口统计,因此重点是优化他的设施并充分利用他拥有的设备。
Operationally, he decided to capitalize on a growing trend by offering drop-off laundry pickup and delivery. Meanwhile, he turned to some friends who were successful entrepreneurs outside the laundry industry.
在运营方面,他决定利用这一日益增长的趋势,提供洗衣服务投递服务。与此同时,他向一些在洗衣行业之外也是成功企业家的朋友求助。
“I had always kind of obsessed over my next level and what that looks like,” Menz says. “I couldn’t see anyone in the industry who could help me figure that out. So I went to these entrepreneurs. Most of them are restaurateurs.”
“我一直对我的下一个级别以及它看起来是什么样子着迷,”门茨说。 “我在业内找不到任何人可以帮助我解决这个问题。于是我就去找了这些企业家。他们大多数都是餐馆老板。”
Through lunches and meetings, these business owners asked about his laundry equipment, specifically how much it cost him to purchase, what vend price he charged its users, and how many times a day the equipment is being used.
通过午餐和会议,这些企业主询问了他的洗衣设备,特别是他购买的成本是多少,他向用户收取的销售价格是多少,以及设备每天使用多少次。
Based on those factors, Menz’s mentors pointed out that his machines were only being used 10% of the day. “Horrific” was one description of that usage, he says.
基于这些因素,Menz 的导师指出,他的机器一天中只使用了 10%。他说,“可怕”是对这种用法的一种描述。
The point of buying commercial business equipment, while expensive, is to wear it out as quickly as possible, they told him, not to make it last.
他们告诉他,购买商业设备虽然昂贵,但其目的是尽快磨损它,而不是让它持续太久。
“They helped me understand how underutilized our industry is,” he says. “And that helped me to understand that we, as an industry, need to attack this differently. If we keep doing what we’ve been doing since 1940, we’re probably just going to stay where we are, which, in my opinion, isn’t good enough.”
“他们帮助我了解了我们这个行业的利用率有多么低,”他说。 “这让我明白,作为一个行业,我们需要以不同的方式应对这一问题。如果我们继续做 1940 年以来一直在做的事情,我们可能只会停留在原地,在我看来,这还不够好。”
In Tuesday's conclusion: Value proposition, and finding one’s desired service level
周二的结论是:价值主张,以及找到所需的服务水平
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