Josh Says: Laundromat Happy Hour!

Article by Josh Chapman, Owner of Wash Bar Laundromats.

The Feature – HAPPY HOUR. Josh says your store runs 168 hours a week and most owners are only making real money during about 80 of them.

Now the fix. A few years ago at Wash Bar, they started asking a simple question: what would it take to get their weekend customers to come in on a Thursday morning instead (their slowest time of the week)?

Not permanently. Just long enough to change the habit. The concept came naturally from their name. They called it Happy Hour. Not because they’re a bar. They are definitely not that kind of bar. But because the name fit, and their customers got it immediately.

Here is what they actually did.

They used digital signage to run ads during their busiest weekend hours specifically targeting the people already inside the store, the ones waiting 30 minutes for a washer. The messaging was not typical laundromat advertising.

“Laundry sucks. Why are you here? It’s the weekend. Don’t you have better things to do?”

Then: “Come in Thursday mornings. No line. Half price washers. Open to noon.”

They programmed their FasCard readers to automatically cut washer prices 50% every Thursday morning from 7am until noon. No staff decisions. No manual overrides. The machines just ran cheaper.

Then they committed to 90 days.

The 90-day window was intentional. Getting someone to try something new is easy. Getting them to repeat it until it becomes their default is the goal. Three months of consistent reinforcement is what changes a habit, not a one-week promotion.

At that time, Thursday mornings their doing $175 to $250 in self-serve revenue. Some weeks were worse. After 90 days, they ended the promotion and watched what happened.

Over 70% of the customers who had shifted to Thursday mornings kept coming on Thursday mornings.

That same day now does $800 to over $1,000 in self-serve (keep in mind, this is a small town store, population around 18K). Every week. Multiply that by four and do the math on what one campaign did to the monthly number.

And the weekends did not collapse. Yes, some of that peak revenue moved to Thursday. But with more available machines on Saturdays and Sundays, people who had been skipping Wash Bar because of the wait finally came in. New customers. People who had been using a competitor or just dreading laundry day.

The weekends held. Then they grew.

They have now run versions of this at every one of the Wash Bar locations, each time using different days and different times based on the actual data from that store. The concept scales because the math is the same everywhere: find where you have empty machines and find where customers are waiting, then run a short campaign to permanently close that gap.

Right now they are looking at doing it again. At one location, Tuesday mornings have become their slowest window. On Sundays at that same store, they are running over 12 turns per machine with customers waiting 30 to 40 minutes. They are launching a Happy Hour campaign this summer with the goal of converting a meaningful chunk of that Sunday crowd to Tuesdays before fall. By the time school starts back after Labor Day, they want that shift locked in.

“That is The $100K Gap in four parts. One premise: your store already has more revenue inside it than you are capturing. You do not need more machines or more locations. You need to pay attention to what you already have.”, says Josh.

FROM THE FLOOR – THE NUMBERS THAT STARTED IT ALL.

Before they ever ran the first Happy Hour campaign, Josh pulled transaction reports by day and time for 60 days straight. Thursday mornings they were so slow they barely registered. That emptiness was the whole point. I was not trying to build on a strength. I was trying to activate dead weight.

If your store has a window like that, you already have everything you need to run this. The only question is whether you are looking at the data or guessing.

STEAL THIS: Pull the last 30 days of transaction data from your POS or payment system. Break it down by day and by time of day. Find the one consistent window where volume is lowest week over week.

That is your Happy Hour candidate. You do not need to launch anything today. Just find the window. The whole campaign starts with that one honest look at the numbers.

THE GAP. The Happy Hour concept is one part of a larger system.

Moving customers from peak hours to slow ones is not just a pricing decision. It involves messaging strategy, timing, how long you run the promotion, and what you do when it ends. Get one piece wrong and you get a temporary sales bump that disappears when the discount does.

Inside Laundry Advisors, members work through this in depth during group coaching calls and inside their cohort sessions. Operators share what worked at their specific store, what did not, and how they adjusted. The conversation that happens inside that room does not happen in a Facebook group.

Applications are reviewed individually. Direct competitors of existing members are not allowed into the same community. If someone in your market is already a member, the waitlist is where you wait.

Max Capacity subscribers move to the front of that line.

Source: Article by Josh Chapman, owner of Wash Bar Laundromats, a multi-store laundromat owner and the founder of Laundry Advisors. Josh helps laundromat owners build real-world systems for wash-and-fold, marketing, staffing and scale, so they can grow profits and stop guessing.

For more info email josh@laundryadvisors.com, or visit his educational website at: https://www.laundryadvisors.com/.