Card processing, Clover point of sale, and follow-up tools for dry cleaners and laundromats. Set up around drop-off and pickup, small frequent tickets, and orders that are still on the rail three weeks later.
None of it is broken out anywhere. It shows up as a rail that never clears and a margin that went somewhere.
Two shirts and a pair of trousers is a small sale, and a per-transaction fee lands on it the same as on a $90 comforter order. Across hundreds of tickets a week, the fixed side of the fee does more damage than the percentage.
Every rail has garments that have been ready for a month. That is finished work you have already paid a presser to do, hanging there as cash you cannot bank and space you cannot use.
Drop-off and pickup are separate trips, and the money usually only moves on the second one. Anything that slows that second visit, a misplaced ticket or a card that has to be found, costs you counter time at the busiest hour of the day.
Somebody rings to ask whether their suit is ready while there are four people at the counter. Nobody answers, and a route customer weighing you against the cleaner on the next block has just been given a reason to look.
We start from how the shop actually operates, then match the hardware and the program to it. These are the setups that commonly fit a dry cleaner or a laundromat.
A Clover Station that handles the drop-off and the pickup as one job, so the ticket, the total, and the payment method are all in the same place when the customer comes back for it.
Store the card when the order is written up and the pickup becomes a handoff instead of a transaction. On a counter that gets busy twice a day, that is the change most owners feel fastest.
A Flex handheld for the van, or stored cards billed when the route runs, so drivers are not carrying paper or waiting on a doorstep while somebody finds a checkbook.
Automated messages when an order has been ready a week, and again when it has been sitting a month, which turns a full rail back into money in the account.
Weighed orders priced as items rather than typed in each time, so a twenty two pound bag rings the same way regardless of who is on the counter and matches what the customer was quoted.
Both prices go on the board behind the counter and on the ticket. The register applies whichever one matches how the customer pays at pickup, so the cost of taking cards sits in the posted price rather than in a margin already thin on a two-shirt order.
Likely is the operative word. A plant with two drop stores and a route, and a single laundromat with a wash and fold counter, need different setups, and the right answer starts with where the money actually changes hands.
What fits depends on whether you run a plant with drop stores, a single shop, or a route. These three cover most of what we see behind a counter.
Drop-off and pickup both happen here, and the second screen matters more than it looks. The customer sees the card price and the cash price while the order is written up, and they see the total again when they collect, which is the visit where the money usually moves.
Route customers are the ones you least want standing at a door hunting for a card. A handheld takes the payment at the doorstep and sends the receipt, and it covers the driver collecting from an office building on a Tuesday morning.
A satellite drop store does not need a full station. A Mini takes the order, stores the card, and reports into the same place as the plant, so one item list and one set of numbers cover both addresses.
If you are running a plant, a route, and two drop stores at once, say so and we will spec across all of it rather than around one counter.
Garment tagging, assembly, and route lists stay where your team already knows them. We handle the payment and the follow-up around them.
Your price list carries two numbers, a card price and a cash price. The terminal works out the correct total at checkout, which matters most on the small, repeat tickets that make up most of a cleaner's week.
Both prices are on display before a customer reaches the counter, which is why almost nobody asks about it.
The terminal applies the right total. Your team keeps doing what they already do.
Program setup, signage, and terminal configuration are handled as part of onboarding rather than left to you.
Realistic figures worked through in the open, so nothing here rests on trust.
The numbers are invented but realistic for a busy single-location cleaner, and the math is 32 times 1,400, then 3.4 percent of that total. Real effective rates move with card mix, order size, and the program you pick, so we work from your statement rather than from a figure on a website.
Actual savings depend on your card mix, average order, and the program you choose. We will quote your specific number from a recent statement rather than a range from a website.
Dry cleaning customers are back every week or two, so anything that feels like a surprise gets noticed fast. Posted properly, this is usually settled inside the first two visits.
Both prices belong on the board behind the counter and on the ticket, so the number is known before anything is dropped off. Complaints in this trade come from a total that seemed to change between the two visits, not from a price somebody read on the wall.
On a thirty two dollar order the difference is about a dollar at typical rates. That is a smaller number than most people expect, and on a ticket that size, from someone in every other week, it tends to stop being a topic quickly.
A restaurant sending linens weekly or an office on a monthly account is spending enough to work it out. Have the answer ready and be willing to price those accounts differently. Both prices are posted, so the choice belongs to them.
The two things a cleaner wants from follow-up are a rail that clears and a phone that gets answered. Cajoon handles both without adding anything to the counter.
People ring to ask whether an order is ready or what your Saturday hours are. When the counter is four deep, an automatic text goes back asking what they need, and you answer it when the rush ends instead of losing them.
A short text after a pickup asks the people who use you weekly to say so. Cleaners get chosen off a search result and a handful of reviews, and most owners have never once asked a satisfied customer to leave one.
A message when the order is ready, another at a week, another at a month. Finished work on the rail is labor you have already paid for, and a text moves more of it than a call nobody at the counter has time to make.
Somebody who was in every other week and has not been seen since March is worth exactly one message. It costs almost nothing to send, and in this trade people leave quietly rather than telling you why.
An online application that takes about five minutes.
We confirm the program and finalize the rate sheet with you.
Your Clover devices arrive configured for your business.
Plug in, run a test ticket, and you are live.
Maybe not, and we will tell you honestly. The processing agreement and the terminal lease are often two separate contracts with two different exit terms, and plenty of shops are paying both without realizing it. Send us both documents with a recent statement and we will tell you what ends when, including whether the termination amount makes waiting the better move.
The order carries both prices from the moment it is written up, and the register applies whichever one matches how the customer pays when they collect. Nobody at the counter calculates anything, and the total does not appear to change between the two visits, which is the part that would genuinely annoy a regular.
Usually. Tagging, assembly, and route lists are not something we are trying to replace. What matters is how the payment side sits next to what you already run, so tell us the name of your system before you sign anything. Some connect directly, and with others the payment simply runs alongside.
Yes, and it is the change most cleaners feel fastest. The card is stored when the order is taken, the customer authorizes it once, and collection becomes a handoff. Customers who prefer to pay at the counter still can. It works best offered as an option rather than made the only route.
That is different equipment from what we supply, and it normally comes from your machine manufacturer or a laundry-specific vendor. We handle the attended side, the wash and fold counter, drop-off, and route billing. If a machine vendor is already involved, we will work alongside them rather than pretend we cover that part.
It changes it more than anything else on your statement. When the average order is under forty dollars, the per-item fee is a bigger share of the cost than the percentage rate is, and a plan that looks good on rate alone can end up being the expensive one. That is the first thing we look at.
You can get the number without talking to anyone in sales. We work through your most recent processing statement and show you what you are actually paying, line by line, including what the per-ticket fees add up to across a month of small orders.