Super Wash 27 | Application Preview
Super Wash 27 is applying for government grants to alleviate the burden of two vehicle loans. By eliminating these monthly payments, the owner plans to reinvest the saved funds into business expansion.
The business has a five-year growth plan focusing on the pickup and delivery service, particularly for table linens and napkins. The owner has noted a lack of competition in this niche since acquiring a commercial iron, which has been in high demand, operating for an average of ten hours daily. To meet this demand, she intends to purchase a second iron and possibly even expand by opening a second laundromat.
The owner emphasizes her dedication and work ethic, having left her stable nursing career at Mayo Clinic to pursue this venture. Her journey over the past two years has involved developing leadership skills, financial management, and marketing strategies that will position her business for success.
In terms of competition, Super Wash 27 faces challenges from larger companies like Tide, which can offer lower prices due to their scale. Additionally, corporate factories with advanced machines can process linens more efficiently. To compete, Super Wash 27 focuses on exceptional customer service, such as personalized gestures like providing lunch to clients and faster turnaround times for laundry services. The business prides itself on being responsive to customer emergencies and needs, setting it apart from larger competitors.
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General Information
Business Registration Number: 852211275
Location: GILBERT, AZ, United States
Length of Operation: 1-5
Number of Employees: 1-10 Employees
Annual Gross Income: $100k to $250k
Annual Gross Expense: Less than $100k
Open to Loans: NO
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Funding Usage
I would use the funding to help pay off the two vehicle loans. Without the cost of these loans each month, I could use the the money saved towards growing my business.
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Business Plan
In the next five years I plan on growing the pickup and delivery side of the business, specifically with the table linens and napkins. I have found that since I have purchased my commercial iron to better serve the wedding industry, that this niche is very small. I have very little competition allowing our customer base to grow significantly. Luckily for me, there are very few commercial irons in the valley. Currently my iron is running on average about ten hours a day, seven days a week. So my plan would be to purchase a second iron to fulfill the demand and possibly a second laundromat as well! I understand that choosing someone deserving enough to receive this award is difficult. But I promise, I am not an individual that is nervous, hesitant or lazy. I am a 34 year old woman that is not married and I have no kids. I was, and am still a Registered Nurse for Mayo Clinic and have been for the bast 13 years. Two years ago I decided that although I loved nursing, I wanted to make a risk. I wanted to feel scared. Working as an employee was the safe route, and I was ready for an adventure. So I decided to sell my home and take the profits to purchasing my laundromat. I saw the potential in it and new I could grow it! In the past two years I have learned to be a leader, manage finances, become a salesman, market, and be flexible enough to pivot when necessary. I have become a stronger person since owning my business and I look forward to the future of what my business and I will become!
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Self Identified Competition
One of my competitors is Tide. The famous laundry detergent also has several locations where they also service residential laundry, Because of their large company, they are able to charge a much lower price than me and still profit. Because of this, we try to make up for our higher cost with great customer service! Another competitor are large corporate factories that have machines that can fold linens in about 1/4 of the time than any employee can. Theses machines not only can fold more quickly, but they can also do much larger volume. And because of the large volume, the company can charge a significantly cheaper price than we could while still staying profitable. We try our very best to do the small things that the larger companies are unable to provide. I personally make an effort to build strong relationships with each of my customers. For example, I provided each of my customers lunch for them and their employees for the holiday as a gesture of gratitude for using us. A few other things we do is pickup and delivery with a two day turnaround. Majority of our competitors have a 1-2 week turnaround, and only some of them provide the pickup and delivery. And lastly, my team and myself try to remain flexible when one of our customers has an emergency and need an unexpected pickup or a specific linen needing returned for an event that night. We understand that in the service industry, there are always unexpected emergencies that can come up, and we try to cater to our customers needs when they happen.
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