Marketing Strategies for Small to Mid-sized Laundries (Part 3)

CHICAGO — Marketing is a vital component for any business to succeed.

However, marketing to consumers is a different animal than marketing products and services to other businesses (B2B).

That’s true for commerce in industrial laundry. But there are even more differences between large, national laundry operations and more localized small to mid-sized facilities. How can smaller laundries compete in marketing against larger entities?

American Laundry News asked four professionals involved with industrial laundry marketing to share their expertise:

Carmella Cadusale, founder and chief strategist of MCC Marketing Consultancy in Cleveland and a media partner/ad sales rep for TRSA.
Katie Cox, social media and marketing specialist with the Association for Linen Management (ALM) in Richmond, Kentucky.
Rebecca Dutcher, president and CEO of RED66 Marketing in Grand Rapids, Michigan, which works with several industrial laundry clients.
Emily Hauber, director of communications for CITY Laundering in Oelwein, Iowa.

If you were working with a small to mid-sized operation on a marketing campaign/strategy, what would your recommendations be?

CADUSALE: One is to move away from broad messaging. Healthcare customers may be focused on compliance and infection prevention, while hospitality customers care about guest experience and consistency, and manufacturers may prioritize uptime and service. Taking the time to define these audiences and tailoring your messaging accordingly makes your marketing far more effective.

Second, don’t overlook your digital footprint. Ten years ago, referrals may have been enough. Today, even referral business often starts with an online search. Whether it’s your website, Google Business Profile, LinkedIn presence, or industry publications, every touchpoint shapes a prospect’s first impression before they ever reach out.

Finally, don’t feel like you have to do it all internally. Most laundries operate with lean teams. Take advantage of the resources already available through your suppliers, marketing tech stacks and AI tools. Always with the goal to consistently show up where your customers are looking.

COX: I would encourage them to stop thinking about marketing as simply promoting their services and start thinking about telling their story.

What makes customers stay with your company? It’s the relationships you’ve built, the responsiveness of your team, the problems you’ve solved, and the trust you’ve earned over time.

Invest time in social media. Share employee stories, customer success stories (when appropriate), community involvement, behind-the-scenes looks at your operation, and educational insights. People want to know who they’re doing business with, and those authentic moments often create stronger connections than polished advertisements ever will.

DUTCHER: Take time to invest in a strategy and a solid plan. Clarifying the voice, the brand message, and getting the sales, service, leadership, and marketing teams in agreement is really important.

Understand the research and work that a buyer may do, and that you’re in those key places. Ask newer customers why they choose you, where they found you, and even who else they may have been considering. That’s content gold, too.

Your website should be consistent with what your sales and service reps say you do and how you do it.

HAUBER: I’d start by nailing the fundamentals: a clear website, a fully built-out Google Business Profile, and a steady stream of reviews and testimonials. Then I’d pick one or two core industries or geographies and go deep instead of trying to be everything to everyone. And I’d build a simple, repeatable content rhythm so marketing keeps running even during the busy stretches, because consistency beats intensity every time.

What are some things small to mid-sized operations might overlook when they are trying to market themselves to potential business clients?

HAUBER: They often overlook responsiveness and being agile as a marketing tool. How fast you answer a prospect says more about your service than any ad. They also underestimate their own people and process, so they lead with price instead of the trust and reliability that actually win the account.

And many forget to ask happy customers for reviews and referrals, which is the cheapest, most credible marketing there is.

CADUSALE: The operators I meet are doing incredible work every day, but they’re often too busy running the business to talk about it. That’s understandable, but it’s also a missed opportunity. Your expertise, people, customer relationships, and operational excellence are what set you apart. If you’re not telling that story consistently, someone else is.

COX: Many operations focus almost exclusively on equipment, turnaround times and service offerings. While those things matter, they often overlook their biggest differentiator, the people.

Potential customers want to know who they’ll be working with. They want to see that your team cares, that you understand their business, and that you’re invested in their success. Sharing stories about your employees, customers and company culture helps people see the human side of your business.

DUTCHER: A strong inside salesperson who can call on prospects to introduce your company and services. Depending on your service mix — food and beverage vs. healthcare or industrial — the key contacts will vary. An outside sales rep isn’t always able to reach others.

Have strong follow-up communications via email, a PDF you can email or a link to the site. And, again, use social media, LinkedIn specifically. It’s a great tool for salespeople to stay engaged with their community and represent their company. Building their own brands and sharing information is great for sales and brand awareness. Plus, people generally have more connections and followers than a company profile.

Where can small to mid-sized operations go for assistance with their marketing efforts?

DUTCHER: Industry organizations like TRSA and CSC offer trainings/webinars/tools to educate operations about marketing. The American Marketing Association has chapters across the country and offers webinars and other resources. The membership is under $300 for a year and well worth it.

Local chambers of commerce can help plug them into other businesses, and many host small-business marketing programs as well. Local marketing professionals may know the ideal customers/prospects who can help with a strategy.

Agencies and teams with experience in the industry are certainly helpful because they eliminate guesswork and already have tools, campaigns, and things that work.

HAUBER: Beyond [industry associations], vendor partners will often share co-op materials and training. AI tools have also made it realistic for a small team to produce quality content and stay responsive without hiring a big department.

CADUSALE: Marketing starts with market intelligence. Spend time in the industries you serve. Follow their publications, attend their events when possible, and understand what’s driving their business decisions. The best marketing happens when you stop leading with your services and start connecting your expertise to the business challenges your customers are trying to solve.

For lean marketing teams, this approach also helps prioritize your efforts. Rather than trying to reach everyone, you can focus your time and resources on the audiences that matter most to your business.

COX: Marketing doesn’t have to be developed in isolation. Industry associations like ALM are a great place to start because they provide networking opportunities, educational resources, leadership development, and access to peers who are facing many of the same challenges.

It’s equally important to be actively involved in the communities you serve. Organizations like your local chamber of commerce, Rotary Club, and other community groups provide opportunities to build relationships, increase visibility, and establish your company as a trusted local partner. Those connections often lead to referrals and long-term business relationships.

The best marketing happens when you’re engaged both within your industry and within your community. The more people know your team, your values, and your commitment to serving others, the stronger your reputation becomes.

Click HERE to read part 1 with a look at the unique marketing needs of industrial laundries, and HERE to read part 2 about marketing challenges and effective methods for smaller operations.

Come back Tuesday for final thoughts about marketing for smaller operations.