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Global Awards business case: Fliegel Textilservice; ‘ Five-Stars’ Non-Stop Textile Service (Germany)

The below article is a copy of one of the 100 Global Best Practices Awards business cases from 2016 on the World of PTC Community (WOPCOM) knowledge database (>550 articles in total). Want to read more business cases on best practices applied worldwide? Just register here.


Market Area: Hospitality (hotels)

Fliegel Textilservice started with an exceptional business model: first, acquisition of hotel assignments, second, building up a laundry. Unbelievable, but it worked; a textile service for five stars hotels! Hotel textiles delivered within 24h and seven days a week, a new cutting-edge dimension to the metropolitan service of Berlin. Furthermore, five star concepts are present at Fliegel’s in all areas.


‘Five Stars’

‘Five Stars’ is a mission statement at Fliegel Textilservice, including the organization of events. Fliegel is focussed on hotels and invests heavily in target group marketing, for example in conventions for housekeepers. The Fliegel convention took place as “Fliegel, meeting and enjoying 2014” in the Radisson Blu Hotel in Berlin. Keynote speaker Edgar Itt, Olympic bronze medallist of Seoul 1988, explained how to overcome even private obstacles for success. The local media informed about the event organized for 90 hotel housekeeping managers coming from Berlin, Magdeburg, Leipzig and Rostock. An example out of a number of exciting special activities by Fliegel.

By standard, being different, Fliegel Textilservice organizes golfing tournaments, motor cycle tours or e.g. a summer inauguration-party for the new headquarters in Berlin-Neukölln. Yearly organized housekeeping-events are well received, offering networking possibilities amongst colleagues, interesting presentations and the rewarding amenities of being guest at a first-class hotel. Pictures can be viewed on the Fliegel website.


Housekeepers as liaison officers

Moreover, every month Fliegel organizes a regular’s table for housekeeping-managers. Franz-Josef Wiesemann, CEO of Fliegel Textilservice, is convinced of housekeeping-managers being the main liaison officers communicating between textile service companies and hotels. “They are able to evaluate best our performance”, he emphasizes. Regular’s tables are set at one of the participating housekeeping-manager’s hotel, which is introduced on that occasion.

A small attention at Christmas time is the personalized Christmas calendar by Fliegel’s, filled with classy Lindt-chocolates. The cover photo shows the 15 employees of the Fliegel’s logistic headquarters. They are acquainted with the housekeeping-managers by telephone contact. From the start, confidence and reliability have been the basis for success at Fliegel Textilservice. Fliegel received the WRP Star 2014 for outstanding marketing.



Fliegel Textilservice was founded by Wilfried-Udo Andree and Hubert Emming, one notary, the other banker. Hubert Emming started to offer something nobody had before in Germany: a laundry service 24h a day, 7 days a week. That was a service no other competitor could deal with. “They had adapted their service to the standard 5-days-a-week working hours”, Franz-Josef Wiesemann explains – former executive director of Deutsche Bank. In 2003, after Hubert Emming had passed away, he took over the general management of Fliegel Textilservice. August 1992, a production plant was launched in Nowe Czarnowo, Poland – with a production of 500 kg per day and 20 employees. Within 23 years, production of Fliegel Textilservice rose to 120 – 140 tons daily and 900 employees.


Networking with Servitex

Since 2008, Fliegel Textilservice is member of Servitex. Servitex conjoins economically independent textile service companies, specialized on hotels and hotel chains. The new office building of Fliegel Textilservice, located at Weserstr. 118, also hosts Servitex headquarters and chairman Karsten Jeß. Karsten Jeß generates framework contracts destined to hotel chains for all Servitex members in Germany. With a 35% share of turnover in the group and three production facilities, Fliegel Textilservice is an important partner of Servitex. The Fliegel facility located in Leipzig is also member of DTV, the German textile service association.

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Reference: WRP 10/2015, p. 30/31.
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Global Awards business case: CD One Price Cleaners; Listening to customers! (USA)

The below article is a copy of one of the 100 Global Best Practices Awards business cases from 2016 on the World of PTC Community (WOPCOM) knowledge database (>550 articles in total). Want to read more business cases on best practices applied worldwide? Just register here.


Market Area: Retail

CD One Price leads because they listen to customers and act accordingly. Customer feedback is proof success at delivering an awesome customer experience by “making it right” for each customer and utilizing improvement feedback. Consumer research identifies solutions to customer problems and needs. Second, CD analyses data for corporate operational, marketing and growth plans. Frequent themes are developed into initiatives. Third, feedback shapes creating a customer-first culture by seeing business through customers’ eyes, guiding “wow” customer experiences, building the foundation for services and pricing, and notifying CD of need to change. The data is a major driver of team efforts to improve performance.

Brand pillars are trust, convenience, value and customer retention achieved by delivering exceptional service and listening to consumers’ suggestions. CD’s model is volume, efficiency, revolutionizing customer experience, guaranteed quality and same-day service at one low garment price.


The advantages of listening to customers

360 Consumer Feedback is industry unique, actively soliciting feedback from every store and every customer via a 2-question, post-purchase (quarterly) e-mail, to encourage, manage and act upon customer responses. Rated from 1 to 10, complaints and suggestions are opportunity guides. Feedback: 1) provides measurement metrics, 2) identifies common themes, 3) motivates staff, 4) improves retention, and 5) Improves reputation.

Question #1: how likely are you to recommend CD One Price Cleaners to a friend or business associate?

Question #2: “How could we improve?”

CD’s Innovations Process Idea Pipeline includes: Company-wide ideation every Friday (1 month), employees, franchisees and vendors create and discuss customer experience improvement. Soliciting consumer feedback to rank ideas, explaining likes/dislikes and adding ideas. Business models/concepts incorporating highest ranked ideas presented to consumers for feedback and ranking. In-store testing of best ranked ideas/concepts, i.e. route apps, express service and store of the future.


The advantages of listening to employees

CD trains their staff on equipment, safety/security, and regulations. Position coursework is assigned and cross-training offers additional compensation for certified knowledge, application, and skill level. Live and on-line courses teach and reinforce learning. Custom processes achieve constant throughput. Five strategic inspection points optimize quality. “The Net Promoter” provides: 1) Understanding customer’ feelings, 2) Ways to better meet their expectations. Yearly founder store visits to discuss employees’ working environment and needs prompted many improvements. Employees are grateful to be heard, yielding better job satisfaction, retention, quality and customer service.



CD works with manufacturers, processes, equipment and EPA/OSHA. Preventative maintenance is monthly/quarterly/annually for equipment optimization. The equipment services department responds to issues immediately preventing escalation. Weekly leak detection, solvent monitoring/inventory, purchasing and waste removal reduces solvent and waste. Target mileage is 1200 pieces/gallon PERC, 2000 hydrocarbon, 3000 Ipura with variances addressed. 3,000,000 hangers yearly are recycled. Chillers switched continuous city water to closed loop. Softeners lower chemical usage. Water pressure booster pumps reduce cycles. Gas dryers (during no-pressing) and tankless water heaters reduce boiler demand. Better chemistry moved wet-cleaning from 0% to 60%-80%. Programming maximizes solvent for subsequent cycles. Operating checklists catch minor adjustments reducing reactionary problems. Daily still cleaning and filter wicking aid distillation and solvent recovery. Zero-Waste reduces hazardous transport. PERC guidelines are applied to DF2000 and CD plans PERC-free status long before Illinois’ 2030 requirement.


One message at a time 

Integrated marketing promotes one message at a time. Example: Clean & Fold Laundry introductory campaign featured digital display and search ads on mobile, web and tablet channels, targeting 3-5 miles around stores, including:

  1. Drycleaning Baseline paid search: Google search (branded + generic)
  2. Store paid search: Branded
  3. Clean + Fold paid search: Google (branded + generic)
  4. Hulu – 30 Non skippable video streaming. Geo-targeted
  5. Pandora – 30 Audio and display ads streaming music customized by listener. Geo-targeted.
  6. YouTube Video (Clean + Fold) – 30 local and market-wide.

Also featured video ads online, TV, billboards and agency produced PR:

  1. Comcast Spotlight Cable – 30 (ESPN, A&E, Comedy Channel, Home & Garden, etc.)
  2. ABC News: 15 “Donut” spots Morning/Evening
  3. OOH Clear Poster Boards: (10’ x 22’) geo-targeted.
  4. Store Merchandising support included exterior/interior and “coming-soon” digital signage, trade-up/conversion offers and service information cards.


Better Way

Same-day service requires processes designed to deliver quality and volume quadruple the size of typical cleaners’ sales. This means that 10 times the amount of pieces will be processed per hour, comming down to 200 garments drycleaned, pressed, inspected and bagged and 100 garments laundered. On-site cleaning controls process, equipment, garments, and people, key to service guarantees. Quality controllers inspect six times before bagging/racking. Flaws are immediately corrected. Checklists govern process, quality, and consistency. Teams chosen for people skills and work ethic, are trained to excel always seeking better customer experience. DLI certified Training Manager trains company/franchisee personnel with LMS (Learning Management System). Stores are visited quarterly by corporate Field Consultants to: 1) provide positive employee experience, 2) ensure exceptional customer experience, 3) measure plant condition, 4) review compliance, 5) measure quality, and 6) assist planning continuous improvement. Franchisees accompany Field Consultants for maximum benefit.



Founded in Chicago in 2001, CD One Price Cleaners currently has 34 locations. The company is expanding, stores are large, bright, clean and modern with 4-5 counters per store. No wall separates production, so customers clearly the pace and dedication of people diligently cleaning, sorting, tagging, pressing and packaging.


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