SARASOTA, Fla. — In today’s laundry and textile rental industry, consistency is no longer enough to ensure customer satisfaction. Customers expect more than clean, on-time deliveries; they expect us to understand their business and adapt to their specific needs.
That is where tailored solutions come in.
After more than 45 years in this industry, I have seen a clear shift. The most successful operators are those who move beyond standardized service models and intentionally design their service around each customer. This approach not only improves satisfaction but also drives retention, growth and long-term profitability.
START BY LISTENING — NOT SELLING
Tailored solutions begin from the first conversation and continue until the agreement is signed by both parties.
Too often, sales representatives focus on products and pricing. High-performing laundries and textile rental companies focus first on understanding the customer’s operation before proposing a solution.
Four questions to ask:
- Where are you experiencing service challenges today (either doing your own or with another supplier)?
- What does your ideal laundry service partner look like?
- What internal issues does your current program create?
- What would you change if you could?
These conversations uncover what truly matters. Each segment, whether it is healthcare, hospitality, industrial uniforms, or a mat customer, requires a different approach.
The key is simple: do not sell a program — design one.
THE RSR: FROM DRIVER TO ROUTE SERVICE REPRESENTATIVE
Once the program is in place, we must execute to determine success. No role has more influence on execution and is more important than the route service representative (RSR).
RSRs in our industry are commonly referred to as “drivers” by our customers and us. I really do not like the label “driver” since they are the “face” of our companies. That mindset limits their impact.
The company I am currently assisting has called them drivers for over 30 years. So, I went about to change that mindset by “charging” anyone using that word $1. We had a few weeks of fun with it and had a pizza party once everyone was on the same page; we now all call them RSRs.
They are the face of the company and the primary touchpoint with the customer. RSRs are in the best position to identify both issues and opportunities.
When properly developed, RSRs become proactive service leaders who:
- Identify and resolve problems before they escalate into something more.
- Recognize opportunities for additional products or services (add-ons).
- Strengthen relationships with key people in our customers’ facilities.
- Reinforce the company’s commitment to service.
INVESTING IN RSR DEVELOPMENT
Transforming the RSR role requires intentional training. Organizations such as Performance Matters (www.performance-matters.com) service training with Ray Shabadarian are investing in structured service programs that emphasize communication, accountability and customer engagement.
Core training areas include:
- Customer communication and relationship building
- Problem identification and resolution
- Product knowledge
- Sales awareness and add-on identification
- Route efficiency
Equally important is empowerment. When RSRs take ownership, issues are resolved faster and relationships grow stronger.
At my company, we gave the RSR total autonomy to make decisions on the spot; if there was an issue, the RSR would make the call, it was their responsibility. There were weekly discussions on the proper methods, and whether any adjustments that needed to be made were addressed. This resulted in our RSRs staying with our company 20, 30, and, in two cases, over 40 years. They felt it was also their company and took pride in the fact that we trusted them to look after “their” customers. Your best growth opportunity is already on your route.
ALIGNMENT ACROSS THE ORGANIZATION
Tailored service cannot be delivered in silos. Sales, service, customer service, production and leadership must all be aligned.
Breakdowns occur when this alignment is missing. High-performing organizations eliminate these gaps through communication, shared metrics and accountability.
Everyone understands what success looks like — and their role in delivering it.
UNLOCKING GROWTH THROUGH EXISTING CUSTOMERS
One of the most overlooked opportunities in the industry is the existing customer base.
A dedicated customer development (CDR) role focused on current accounts can:
- Identify unmet needs.
- Increase add-on sales.
- Strengthen relationships.
- Surface hidden service issues.
Customers frequently purchase products from multiple vendors that could be consolidated through their textile rental provider — often at a lower cost and with better service consistency.
At one of my clients last year, we promoted one of our highly performing RSRs who loved the customer interactions and adding on facility services. We tailored this position to meet our customers’ needs.
This approach increased revenue while improving customer experience. After six months in the position, our CDR consistently averaged over $100 per week in add-on sales.
CULTURE DRIVES SERVICE
Tailored service reflects company culture. How you treat your team members is how they will treat your customers. It is that simple.
Laundries that excel in customer satisfaction share a common philosophy: treat team members like owners. One of my clients, after about a month working with them, gave me a fist bump when everyone was leaving for the day. I told them, “Thank you,” for a job well done.
I built this culture through leadership, communication, training and accountability. When employees feel respected and engaged, that energy carries directly to the customer.
BALANCING EFFICIENCY WITH FLEXIBILITY
Efficiency remains essential, but we must balance it with flexibility.
Tailored solutions require operators to adapt:
- Delivery schedules
- Product mixes
- Inventory programs
- Service models
Customers should feel that their program is designed specifically for them.
LEADERSHIP SETS THE STANDARD
Delivering tailored solutions starts at the top. People, not processes, define the customer experience.
Leaders must:
- Champion customer focus.
- Invest in training.
- Empower teams.
- Reinforce accountability.
A well-trained, engaged workforce will consistently outperform even the best-designed systems.
Check back Thursday for the conclusion about moving forward with flexibility with tailored solutions and the importance of delivering results.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
