OAKBROOK TERRACE, Ill. — The self-service laundry business is stepping into 2026 on solid footing, yet the landscape around it is shifting quickly. Store owners are adapting to rising customer expectations, intensifying competition, expanding technology choices and ongoing investor interest that continues to influence how laundromats are financed, designed, branded and marketed.
Those dynamics framed a recent CLA webinar that examined key trends shaping the coming year. CLA President/CEO Brian Wallace moderated the discussion that included Randy Radtke, senior manager of content and creative services for Alliance Laundry Systems; Dennis Diaz, president of laundry digital marketing firm Spynr; and Rob Maes, a four-store operator based in Houston.
Together, they characterized the industry as resilient but moving through one of its most accelerated periods of change in memory.
According to Wallace, the pace has been striking. He noted that the amount of transformation seen over the past year rivals — and may even exceed — what occurred over the previous decade.
Among the primary catalysts, he cited consolidation across markets, new waves of investment capital, rapid technological advancement and a growing number of first-time entrants. Meanwhile, panelists stressed that the fundamentals — strong customer engagement, sound operational practices and thoughtful reinvestment in facilities and equipment — still underpin long-term success.
In short, the discussion underscored that 2026 will favor operators who reinforce proven strengths while carefully integrating new ideas and innovations into their business strategies.
CONSOLIDATION AND SCALE GAIN MOMENTUM
As investment interest grows, the concept of scaling operations is becoming more realistic. Multi-store ownership is becoming more common, and technology is making remote management easier.
Radtke says the tools now available allow owners to keep a closer eye on their businesses even when they are not physically present.
“With things going cashless, with systems that can remote-start a machine from anywhere in the world, the technology is leading in that direction,” he shares.
Still, he emphasizes that large operators and independent owners can co-exist.
“It’s another flavor,” he says. “If they’re both providing a service that people want and doing it at a high level, they’re both going to be successful.”
That diversity has long been a hallmark of the industry, and panelists expect it to continue.
THE HUMAN ELEMENT STILL MATTERS MOST
Despite all the talk of automation and data, the panel repeatedly returned to a simple truth: People still drive success.
Radtke encourages operators not to overlook small details that cost nothing but can make a big difference.
“There’s stuff that you can do for free,” he says. “Are my attendants briefed to greet people when they come in the store? Do they remember names?”
Those personal touches shape how customers feel and whether they return.
“We go to places where we feel welcome, where we know a friendly face,” he adds. “That is never going to go away.”
Diaz reinforces the point by describing how first impressions affect customer confidence.
“When someone walks in, they’re asking, ‘Do I feel welcome? Do I feel safe? Do I immediately know what to do?’” he says.
That first impression can determine whether a customer stays or leaves.
PREPARING FOR RISING COSTS, REINVESTMENT DECISIONS
Economic factors also remain a key consideration. Costs tied to utilities, labor and rent continue to rise in many areas, putting pressure on margins.
Maes says rising electricity demand linked to construction of data centers supporting AI is something he’s watching closely.
With expenses climbing, reinvestment decisions must be carefully weighed. It’s got to be worth it.
“The big thing that all small-business owners look at is return on investment,” Maes says.
In some cases, upgrades may be necessary to stay competitive. In others, they may be strategic improvements that reduce long-term operating costs.
LOOKING BEYOND BUSYNESS
One of the most practical insights panelists shared centers on profitability. Diaz warns that a busy store does not always equal a healthy business.
“I hear a lot of store owners saying that they have stores that are packed all day and are still barely making money,” he says. “That’s a warning sign.”
Efficiency, cost control and strong systems matter just as much as volume.
“Being busy doesn’t (necessarily) mean you’re doing well,” Diaz adds. “Stores that keep costs under control and run smoothly are the ones that are going to be healthy long-term.”
That perspective encourages owners to focus on sustainability rather than just activity.
DEFINING MOMENT
Taken together, the insights shared paint a picture of an industry at an important moment. The fundamentals remain strong, but expectations are rising and opportunities are expanding.
Wallace says operators should approach this year with focus and intention.
“We should all be doubling down on what we do best,” he says.
For laundromat owners, that means building on strengths, adopting new tools thoughtfully and continuing to deliver the experience customers expect. Those who strike that balance may find 2026 to be a year of opportunity, growth, and renewed confidence.
Miss an earlier part? Read it here: Part 1 — Part 2
Have a question or comment? E-mail our editor Bruce Beggs at [email protected].
