(W6 
 
 
 A UNITED STATES 
 DEPARTMENT OF 
 COMMERCE 
 PUBLICATION 
 
 %W - 
 
 URBAN 
 
 PROFILE 
 
 
 * 
 
 
 U.S. 
 
 DEPARTMENT 
 
 OF 
 
 COMMERCE 
 
 Economic 
 
 Development 
 
 Administration 
 
 Office of 
 
 Minority Business 
 
 Enterprise 
 
For sale by Superintendent of Documents, U.S. Government Printing Office 
 Washington, D.C.. 20402 - Price 25 cents 
 
URBAN 
 
 BUSINESS 
 
 PROFILE 
 
 DRY CLEANING 
 
 SIC 7216 
 
 April 1972 
 EDA-72-59588 
 
 Prepared for 
 ECONOMIC DEVELOPMENT ADMINISTRATION 
 
 in cooperation with 
 OFFICE OF MINORITY BUSINESS ENTERPRISE 
 
 U. S. DEPARTMENT OF COMMERCE 
 p Washington, D.C. 20230 
 
 ^ Peter G. Peterson, Secretary 
 
 a 
 
 Robert A. Podesta, Assistant Secretary 
 | for Economic Development 
 
 \ John L. Jenkins, Director 
 
 Office of Minority Business Enterprise 
 
This report was prepared by Boise Cascade Center for Community 
 Development, Washington, D.C., under contract with the Office of 
 Economic Research, Economic Development Administration. The 
 statements, findings, conclusions, recommendations, and other data 
 in this report are solely those of the contractor and do not necessar- 
 ily reflect the views of the Economic Development Administration. 
 
FOREWORD 
 
 As part of a continuing program to provide encouragement and 
 assistance to small business ventures, the U.S. Department of Com- 
 merce is issuing a series of Urban Business Profiles. 
 
 It is hoped that these reports will serve as a meaningful vehicle 
 to introduce the prospective small urban entrepreneur to selected 
 urban-oriented businesses. More specifically, a judicious use of 
 these profiles could: provide a potential businessman with a better 
 understanding of the opportunities, requirements, and problems 
 associated with particular businesses; provide guidelines on types 
 of information required for location-specific feasibility studies; 
 assist urban development groups in their business creation activities. 
 
 ^JClW- <L Kfa-^^-,7^ 
 
 Robert A. Podesta 
 Assistant Secretary 
 for Economic Development 
 
Table of Contents 
 
 Page 
 
 I. Recommendation 1 
 
 II. Description of the Industry 2 
 
 A. Identification 2 
 
 B. Dimensions of the Industry 2 
 
 C. Characteristics of the Industry 3 
 
 The Customer — Types of Services — Pricing 
 Policies — Types of Business Organization — 
 Space and Equipment Needs — Manpower Re- 
 quirements — Capital Requirements — 
 Profitability 
 
 III. Business Feasibility 7 
 
 A. Major Factors 7 
 
 Market Location — Marketing and Promotion 
 
 B. The Minority Entrepreneur 9 
 
 C. Projection of Returns 9 
 
 IV. Establishing the New Business 10 
 
 A. Approaching the Market 10 
 
 B. Securing Capital 10 
 
 C. Starting Operations 10 
 
 BIBLIOGRAPHY/TRADE ASSOCIATIONS/ 
 
 REPRESENTATIVE DRY CLEANING FRANCHISES 
 
 OFFICE OF MINORITY BUSINESS ENTERPRISE (OMBE) AFFILIATES 
 
 URBAN BUSINESS PROFILES 
 
URBAN BUSINESS PROFILE 
 
 Dry Cleaning 
 
 (SIC 7216) 
 
 I. RECOMMENDATION 
 
 A sustained demand for dry cleaning services offers attractive 
 opportunities for new business development in the field. Industry 
 leaders expect that a growing population and rising incomes will 
 enable the dry cleaner to expand his services, his sales levels, and 
 his total profits throughout the coming decade. 
 
 The most important factors affecting profitability in the dry clean- 
 ing industry, assuming adequate capability in the plant, include the 
 manager's ability to market the services of the establishment to his 
 potential clientele and to train and manage his labor force effec- 
 tively. Labor expenses can account for about 50 percent of total 
 operating costs, and the manager who can obtain maximum perform- 
 ance from his employees is the one most likely to earn a profit from 
 a given sales level. 
 
 Both the introduction of fabrics which require little or no dry 
 cleaning and the establishment of coin-operated dry cleaning ma- 
 chines will affect the potential markets open to the professional 
 dry cleaner in the years ahead. The prevailing opinion about this 
 competition is that it will change the nature of the dry cleaner's work 
 somewhat but will not cause a decline in business. The need for 
 careful cleaning of the better or more prized garments in the ward- 
 robe will certainly not diminish, and the effect of such technological 
 changes is likely to be a focusing of the dry cleaning business on 
 those garments and cleaning activities which return higher margins 
 to the cleaner. A dry cleaning establishment that is well placed in 
 its chosen market area, is marketed with flair and careful attention 
 to the needs of its customers, and is diligently managed by a cost- 
 conscious operator is likely to capitalize on the generally favorable 
 trends in the industry. 
 
II. DESCRIPTION OF THE INDUSTRY 
 
 A. Identification 
 
 Standard Industry Classification (SIC) 7216 includes businesses 
 primarily engaged in dry cleaning and in the dyeing of apparel and 
 household fabrics. Collecting and distributing units (branch outlets) 
 that are owned and operated by cleaning and dyeing plants are con- 
 sidered part of the businesses owning them and are not treated as 
 separate establishments. 
 
 B. Dimensions of the Industry 
 
 Dry cleaning industry statistics indicate that the industry is in a 
 period of growth and concentration. Despite a decrease in the num- 
 ber of establishments from 1963 to 1967 (31,722 and 30,625 respec- 
 tively), the value of total receipts has increased from $1,437 billion 
 to $1,938 billion during the same period. The number of industry 
 employees has similarly increased during the same period from 
 211,664 to 246,348. 
 
 The size distribution of dry cleaning establishments indicates the 
 degree to which small businesses share in the total market. An indus- 
 try survey conducted in 1966 revealed that the average dry cleaning 
 establishment had an annual sales volume of $48,000 and that 
 approximately 60 percent of all plants have sales volumes of under 
 $50,000 per year. 
 
 Annual sales 
 
 Number of pi 
 
 ants 
 
 Percei 
 
 itage of total 
 
 10,440 
 
 
 29 
 
 11,160 
 
 
 
 31 
 
 7,560 
 
 
 
 21 
 
 3,610 
 
 
 
 10 
 
 3,240 
 
 
 
 9 
 
 Less than $25,000 
 $25,000 to $50,000 
 $50,000 to $100,000 
 $100,000 to $200,000 
 More than $200,000 
 
 Though the averages have risen since that time, industry experts 
 indicate that the composition of the dry cleaning industry has not 
 changed considerably since 1966. 
 
 One of the factors explaining the growth in the total receipts of 
 the dry cleaning industry is the diversification by the dry cleaner into 
 other cleaning fields. The dry cleaner has increasingly branched out 
 into the more profitable aspects of the traditional laundry business, 
 and the expansion into such activities as shirt cleaning and launder- 
 ing is likely to be continued. An important reason for this trend is 
 the increasingly convenience-oriented customers' desire for one-stop 
 cleaning/laundering service. The attraction of new labor-saving 
 machinery and the consequent desire to increase business to support 
 the use of such capital equipment is another trend explaining indus- 
 try concentration at the higher volume end of the industry. 
 
C. Characteristics of the Industry 
 
 1. The Customer 
 
 There are three basic markets for dry cleaning establishments. The 
 first market is the luxury group. This group is more likely to require 
 pickup and delivery service of the dry cleaner, although such service 
 is becoming less and less important. This group will also require more 
 hand processing and care with garments. Because the volume of a 
 business that caters only to the luxury group would be relatively low, 
 such establishments should locate only in large metropolitan areas 
 where the luxury group is of sufficient size to support them. 
 
 A second market is the middle income group. The service required 
 here must meet acceptable standards but can be considered as aiming 
 at the mass market. Pickup and delivery service is not a requirement 
 in this market, and a location convenient to a large number of con- 
 venience shoppers is important. This is a market most newer busi- 
 nesses aim to serve, and many older plants have had to adjust to it to 
 survive. 
 
 The third market is the lower income market. This market is 
 usually served by three kinds of service outlets: chainstore operations 
 with highly efficient central plants and their own small stores; small 
 neighborhood tailor shops with dry cleaning done by a wholesale 
 plant, and "mom and pop" operations. Inevitably, this is a small 
 margin field. Prices must be lower than standard, and profit must 
 come through either high volume and maximum efficiency or a 
 minimal cost structure. A heavy burden is placed on good manage- 
 ment in this part of the dry cleaning industry. 
 
 2. Types of Services 
 
 The dry cleaners' recent interest in diversification has led to the 
 offering of more types of service to the customer. 
 
 Approximately 70 percent of all dry cleaners now provide shirt 
 service for their own customers. At least 50 percent of these do the 
 work on their own premises, while others farm out the shirt service 
 to a wholesale laundry. The advantages of providing shirt service 
 usually outweigh the disadvantages. The typical dry cleaning cus- 
 tomer, for example, is a monthly customer. But with shirt service 
 available, the customer tends to bring in work on a weekly basis, and 
 this usually means more dry cleaning as well. Also, shirt service is 
 dependable in terms of volume, particularly among luxury and 
 middle-income groups who usually use five shirts per week per male 
 in the family. 
 
To add in-house shirt service to a dry cleaning establishment does, 
 of course, add to initial investment costs. Handling a weekly volume 
 of $500 to $600 in shirt work would require additional space (at least 
 15 by 20 feet), additional equipment (a washer, an extractor, and a 
 shirt finishing unit at a cost of approximately $7,500) and the employ- 
 ment of at least one full-time shirt operator. Low-income environ- 
 ments provide fewer shirt customers and smaller bundles, and are, 
 therefore, not as likely to justify such an investment. 
 
 Other services that might be included by the expanding dry 
 cleaner include alterations (paid repairs and reweaving), storage, and 
 shoe repair. These usually involve minimal additional costs (for altera- 
 tions, for example, the sewing machine is already installed), and may 
 allow for more efficient use of existing assets and clientele. 
 
 3. Pricing Policies 
 
 The pricing policies of any particular dry cleaning establishment 
 will necessarily reflect the market policies of the business. Those 
 cleaning establishments catering to the upper income market 
 normally charge up to 50 percent more than the standard charge for 
 any given piece of work, while those serving the lower income mar- 
 ket may reduce charges by as much as 20 percent. Within these broad 
 ranges, the individual dry cleaning establishment will price its work 
 so as to be competitive with others in its general class. 
 
 4. Types of Business Organization 
 
 Legal forms of organization within the dry cleaning industry have 
 shown very little variation over the past 15 years. Approximately 62 
 percent of all plants operate as individual proprietorships. Of the 
 remaining 38 percent, the number of partnerships has declined 
 slightly to 16 percent, and the number of corporations has risen to 
 almost 22 percent during this period. 
 
 Franchises have, however, begun to play an increasingly important 
 role in the dry cleaning trade. These organizations offer the individual 
 some of the advantages of the larger business (layout, equipment 
 selection, advertising and promotion, training and financing) but 
 allow him to retain a degree of independence. Several of the major 
 franchises in the dry cleaning industry are listed on page 13. 
 
 5. Space and Equipment Needs 
 
 An individual expecting to achieve a sales volume of up to $50,000 
 a year would need a minimum of 800 square feet of space, including 
 a cleaning plant and a possible call office or pickup and delivery 
 store. No more than 10 percent of the total space should be allo- 
 cated to the call office. The call office usually is located in a different 
 
location than the actual dry cleaning plant (this could be the optimal 
 arrangement if the call office is located in a high-rent district). For 
 dry cleaning establishments located on the main arteries that lead to 
 shopping centers, parking space must be provided or available. This 
 space could be for as few as four automobiles, although, on the 
 average, a dry cleaning establishment provides space for six auto- 
 mobiles. If the call office is located in a downtown business area with 
 a market composed mainly of transients and professionals who live 
 and work in the immediate neighborhood, no parking space is 
 required. For dry cleaning establishments located in shopping centers, 
 there is, of course, no problem with parking. No outdoor workspace 
 is required for a dry cleaning establishment. 
 
 The following is a list of minimum equipment requirements: 
 Boiler 
 
 Air compressor 
 Spotting board 
 Prespotting tank 
 Dry cleaning unit, including integral or separate filter, still, 
 
 extractor, tumbler, solvent reclaimer, and solvent storage 
 
 tank 
 Utility press 
 
 Ironing board with steam electric iron 
 Water spray gun per finisher 
 Legger and topper press 
 Puff irons 
 Steam air forms 
 Sewing machine 
 Baskets, carts, and tables 
 
 Optional but desirable are the following: 
 
 Wet cleaning washer and table Bagger 
 
 Small extractor Tag holder 
 
 Compact dry cabinet Efficiency table 
 
 Conveyor Invoice holder 
 
 Mushroom press Pants stand 
 
 Silk offset press Pants holder 
 
 Equipment manufacturers, who may be located either through the 
 local telephone director or through advertisements in trade journals 
 such as Textile Services Management or the American Dry Cleaner, 
 will provide free advice on equipment needs, plant planning, and 
 layout. Two good sources for equipment manufacturers are Coin- 
 amatic Age Annual Buyers Guide: Purchasing Directory for the 
 Laundry and Dry Cleaning Industry and McRae's Blue Book Annual, 
 an alphabetic directory of manufacturers and their local distributors. 
 
6. Manpower Requirements 
 
 For establishments with $25,000 or less in annual sales, only two or 
 three full-time workers can usually be supported. For full service 
 establishments with annual sales in the $25,000 to $50,000 range, four 
 or five people are usually required for effective operation. 
 
 About one-third of all dry cleaning establishments are unionized. 
 In metropolitan areas, the number is higher and stood at 41 per- 
 cent in 1967. The following job descriptions are indicative of the 
 various types of employees needed in the dry cleaning trade: 
 
 a. Assembler (Matcher, Sorter, Assorter, Distributor). Sorts or 
 assembles the various dry cleaned garments and other items of each 
 customer's order; and matches the articles according to description 
 and identifying number as shown by plant records. 
 
 b. Clerk, Retail Receiving. Receives work from routemen or 
 from customers over the counter in the receiving office of a dry 
 cleaning establishment. Work involves most of the following: main- 
 taining a record of articles or bundles received; returning completed 
 work to customers who call for it; collecting payment and maintain- 
 ing simple records of money received; and, in establishments where 
 dry cleaning is done in-plant, fastening an identifying marker to each 
 article, examining an article for defects such as holes, stains, tears, 
 and making a record of the identification symbol assigned to each 
 article with a brief description of the article and of any defects noted. 
 Store managers are excluded in this description. 
 
 c. Finisher, Flatwork, Machine. Performs flatwork finishing oper- 
 ations by machine, work involves one or more of the following: 
 shaking out the creases in semidry washing to prepare it for the flat- 
 work ironing machine; feeding clean, damp flatwork pieces into the 
 flatwork ironing machine by placing the articles on the feeder rollers; 
 and catching or receiving articles as they emerge from the machine 
 and partially folding them. 
 
 d. Presser, Hand. Presses dry cleaned or wet cleaned garments 
 with a hand iron, (usually dresses and other articles that cannot be 
 satisfactorily or completely finished on a steam pressing machine) or 
 pleats garments by hand. 
 
 e. Presser, Machine. Smooths the surfaces of garments, slip- 
 covers, drapes and other shaped-fabric articles with a pressing ma- 
 chine to shape the articles, remove wrinkles, and flatten seams. May 
 operate two presses, loading one while the other is closed. 
 
Average earnings within the industry were $2.32 per hour in 1971, 
 with the average employee receiving a weekly wage of $81.90. 
 
 7. Capital Requirements — 7977 
 
 The initial investment for a small establishment with an annual 
 sales volume of $25,000 would be approximately $14,000. 
 
 a. Downpayment on fixtures 
 
 
 and equipment 
 
 — $ 4,000 (total cost of $20,000) 
 
 b. 
 
 Supplies 
 
 — $ 1,000 
 
 c. 
 
 Rent deposit 
 
 — $ 1,400 (leased at $350 a month) 
 
 d. 
 
 Utility deposit 
 
 — $ 500 
 
 e. 
 
 Initial promotion 
 
 — $ 1,000 
 
 f. Operating capital — $ 6,000 
 
 8. Profitability 
 
 Available cost studies indicate that for good managers, the dry 
 cleaning business is very profitable. Studies at the National Institute 
 of Dry Cleaning indicate that net profit averages approximately 8 to 
 10 percent of sales. However, in recent past years, due, in part, to 
 fluctuating economic conditions, average net profits were 6 to 7 
 percent. 
 
 III. BUSINESS FEASIBILITY 
 A. Major Factors 
 
 1. Market Location 
 
 Dry cleaning stores must be where the customers are. Like other 
 services, there are three major areas that have proved successful for 
 dry cleaning establishments: in shopping centers, on the right hand 
 side of main arteries that lead to shopping centers, or, in some cir- 
 cumstances, downtown business areas. A general rule of thumb with 
 regard to competition within the market area is to expect one estab- 
 lishment for every 1,500 families. 
 
 There are several reasons why a shopping center is a good location 
 for a dry cleaning store: 
 
 a. The center will draw customers from a wide area — customers 
 who might otherwise not be reached because of their proximity to 
 other establishments. 
 
b. In a study of consumer attitudes toward dry cleaning estab- 
 lishments conducted by the National Institute of Dry Cleaners, 74 
 percent of the consumers questioned said that they bring their dry 
 cleaning to the cleaning establishment and pick it up. (These con- 
 sumers represented a wide range of income levels.) In 62 percent of 
 these families, the wife usually has the pickup and delivery job, and, 
 more often than not, she combines it with other shopping. A shop- 
 ping center with a supermarket is, therefore, a good location for a 
 dry cleaning establishment. Arteries on the way to shopping centers 
 are also convenient for the same reasons. 
 
 Downtown business areas of large cities are generally not good 
 locations. Rents are extremely high, and unless the owner has an 
 advertising gimmick of some sort, the establishment is not likely to 
 be successful. Downtown markets are limited to transients and com- 
 muters, but the latter market is also served by lower priced estab- 
 lishments on commuter routes leading to and from residential areas. 
 In small cities of under 100,000 population, where the downtown 
 area is also the major shopping area, such locations are often feasible 
 and profitable. 
 
 2. Marketing and Promotion 
 
 The dry cleaning industry is selling a service, and growth takes 
 place by extending the range of service. This takes a great deal of 
 skill and persuasiveness in advertising techniques, and competition is 
 sometimes severe. The following promotional techniques have proved 
 of value to many dry cleaning establishments: 
 
 a. Newspaper Advertising — Generally, newspapers reach more 
 prospects than any other medium. Care should be taken to place ads 
 in a newspaper that reaches the most women (women do most 
 family shopping) on days when there are large numbers of super- 
 market sale ads. If the market to be served is only a segment of a large 
 city, a community newspaper might be better than a large citywide 
 daily. 
 
 b. Direct-Mail Advertising — If the mailing lists are carefully 
 selected by income levels or geographic sections, direct-mail adver- 
 tising can be most effective. It can also be lowest in cost because, 
 theoretically, there is no waste circulation. 
 
 c. Cut-Price Specials — Specials are extremely good ways to 
 attract new customers. But they should be varied and timed for 
 promotional advantage. "Back to School" specials, "Spring House- 
 cleaning" specials, or "Mother's Day" specials have proved par- 
 ticularly useful. 
 
d. The Yellow Pages — Advertising in the classified section of the 
 telephone directory is an unbeatable way to reach a prospect pre- 
 cisely when he is ready to buy. Advertisements in the Yellow Pages 
 should be explicit regarding services offered and plant location. 
 
 Other useful promotional techniques include extending open hours 
 to early morning and late evening times on weekdays and having 
 radio and television specials. The specific advertising techniques to 
 be used, of course, will depend on the location of the establishment 
 and the market it will serve. 
 
 B. The Minority Entrepreneur 
 
 A recent study by the National Business League of black entre- 
 preneurship in seven urban areas (Atlanta, Cleveland, Durham, Jack- 
 son, Los Angeles, Norfolk, and Richmond) reveals that laundries and 
 dry cleaners account for 38.6 percent of the black public service 
 businesses surveyed in those areas. These data coincide fairly well 
 with national statistics on minority businesses. The location of 
 minority dry cleaning establishments in shopping centers in minority 
 neighborhoods is particularly feasible, although minority owned and 
 operated establishments should not limit themselves to the minority 
 markets. There appear to be no barriers to minority entrepreneurship 
 that are peculiar to the dry cleaning trade. 
 
 C. Projection of Returns — Two Hypothetical Business 
 Situations 
 
 The following hypothetical financial projections for two common 
 sizes of dry cleaning businesses are based on industry averages for 
 successful establishments. Projections for individual stores may vary 
 widely from these. 
 
 Annual Operating Statement 
 
 Net receipts $50,000 $100,000 
 
 Operating expenses 
 
 Labor: 
 
 Production 
 
 Sales and distribution 
 
 Administration 
 
 Total labor costs 
 
 Supplies and materials 
 
 Equipment maintenance 
 
 Total operating expenses 
 Overhead expenses 
 
 Rent and utilities 
 
 Equipment depreciation 
 
 Indirect overhead 
 
 Total overhead 
 Total expenses 
 Net profit before tax, including owner's or manager's compensation 
 
 16,500 
 
 29,000 
 
 6,000 
 
 15,000 
 
 2,500 
 
 8,000 
 
 $25,000 
 
 $ 52,000 
 
 4,500 
 
 8,500 
 
 2,000 
 
 4,000 
 
 $31,500 
 
 $ 64,500 
 
 $ 5,000 
 
 $ 8,000 
 
 1,500 
 
 3,500 
 
 3,000 
 
 8,000 
 
 $ 9,500 
 
 $ 19,500 
 
 $41,000 
 
 $ 84,000 
 
 $ 9,000 
 
 $ 16,000 
 
IV. ESTABLISHING THE NEW BUSINESS 
 
 A. Approaching the Market 
 
 The first step in starting a new dry cleaning business is to determine 
 the market which the store is intended to serve. The prospective 
 entrepreneur must identify the general type of consumer he proposes 
 to cater to. For example, he may wish to cater to lower income inner- 
 city residents or to the residents of a suburban fringe area with a par- 
 ticular income and ethnic character. 
 
 Whatever the decision, it will affect the location of the new store, 
 how large it will be, and the services it will provide. In lower income 
 areas, for example, a wide range of services is not needed, prices 
 must be lower than standard, and profit must come through large 
 volume and maximum efficiency. 
 
 The general procedure to be followed in selecting a store location 
 begins with the identification of several potential locations where 
 space is known to be available, the computation of the number of 
 potential customers within the area of each location, and the deter- 
 mination of the amount of monthly expenditures each customer will 
 make on dry cleaning. An analysis of competition in each area (by 
 checking price structures, quality of service, packaging, types of ad- 
 vertising, etc.) will also suggest where underserved markets exist. 
 
 B. Securing Capital 
 
 A number of cities have organizations which specialize in assisting 
 minority entrepreneurs to secure capital. A prospective entrepreneur 
 should seek out these sources and go over his plans with them. 
 
 The local Small Business Administration (SBA) office or Office of 
 Minority Business Enterprise (OMBE) affiliate may help put the pro- 
 spective entrepreneur in touch with sources of capital and provide 
 the names of banks which have made loans to minority individuals. 
 Minority-owned banks may also be sources of debt financing. 
 
 The Small Business Administration can also help with a lease guar- 
 antee. Many landlords are unwilling to lease to a new and inexperi- 
 enced businessman because they have no recourse in the event the 
 business fails. The SBA has a program to reassure such landlords by 
 insuring the lease of the small businessman. 
 
 C. Starting Operations 
 
 There are many legal details which must be attended to prior to 
 starting a business. The prospective entrepreneur must get a license 
 
 10 
 
or permit to do business and will probably need to have a boiler per- 
 mit as well. Some States (California, as an example) require that the 
 cleaner, spotter, and finisher be certified as qualified technicians. The 
 entrepreneur must investigate these and other requirements before 
 starting operations. 
 
 Insurance is also a major factor to be considered. Basic insurance 
 needs include fire, theft, and vandalism coverage. Because the dry 
 cleaner is responsible for customers' costly garments while they are 
 entrusted to his care, bailee insurance is a requirement. Also, since 
 customers, salesmen, and visitors enter the store, public liability pro- 
 tection is important. 
 
 If the plant employees are inexperienced, careful time and attention 
 should be paid to their training. If the entrepreneur himself has 
 neither the time nor the ability to give this training, outside help 
 should be secured. It is essential that all employees be adequately 
 trained and productive. 
 
 11 
 
BIBLIOGRAPHY 
 
 I. GOVERNMENT SOURCES 
 
 Small Business Administration, Washington, D.C. 20416. Starting 
 and Managing a Small Dry Cleaning Business, 1966. 
 U.S. Department of Commerce, Bureau of the Census, Washing- 
 ton, D.C. 20233. 7967 Census of Business, Selected Services; 
 Series BC67-SA1. 
 
 U.S. Department of Commerce, Business and Defense Services 
 Administration, Washington, D.C. 20230. U.S. Industrial Outlook, 
 1970. 
 
 U.S. Department of Commerce, Business and Defense Services 
 Administration, Washington, D.C. 20230. U.S. Industrial Outlook, 
 1969. 
 
 U.S. Department of Commerce, Business and Defense Services 
 Administration, Washington, D.C. 20230. Marketing Information 
 Cuide, 1970. 
 
 U.S. Department of Commerce, Business and Defense Services 
 Administration, Washington, D.C. 20230. Marketing Information 
 Cuide, 1969. 
 
 U.S. Department of Commerce, Business and Defense Services 
 Administration, Washington, D.C. 20230. The Laundry and Dry 
 Cleaning Industry, 1964. 
 
 U.S. Department of Labor, Bureau of Labor Statistics, Washington, 
 D.C. 20210. Industry Wage Survey: Laundry and Cleaning Serv- 
 ices. April 1968 and April 1969. 
 
 II. NONGOVERNMENT SOURCES 
 
 Flourney Coles. An Analysis of Black Entrepreneurship in Seven 
 Urban Areas. Washington, D.C, 1969. 
 
 Martin, Albert R., and Fulton, George P. Dry Cleaning Technology 
 and Theory. New York, 1958. 
 
 "Turning a Big Shopping Center Plant Around." Textile Services 
 Management, May 1969. 
 
 "Marketing Challenge: Conquering the New Downtown." Tex- 
 tile Services Management, September 1969. 
 "Market Research: You can do it." Textile Services Management, 
 January 1970. 
 
 "Management's Methods Today." Textile Services Management, 
 January 1970. 
 
 "Rebuild that Old-Time Professional Image." Textile Services 
 Management, January 1970. 
 
 12 
 
TRADE ASSOCIATIONS 
 
 Bureau of Laundry and Dry Cleaning Standards 
 914 20th Street, N.W., Washington, D.C. 20006 
 
 National Institute of Dry Cleaning 
 909 Burlington Avenue, Silver Spring, Md. 20910 
 
 REPRESENTATIVE DRY CLEANING FRANCHISES 
 
 Norgetown One Hour Martinizing 
 
 Fednor Corporation 20005 Ross Avenue 
 
 1200 Greenleaf Avenue Cincinnati, Ohio 45212 
 Elk Grove Village, Illinois 60007 
 
 One Hour Valet Arnold Palmer Cleaning 
 
 1844 West Flagler Street 5050 Section Avenue 
 
 Miami, Florida 33135 Cincinnati, Ohio 45212 
 
 13 
 
OFFICE OF MINORITY 
 
 BUSINESS ENTERPRISE 
 
 (OMBE) AFFILIATE ORGANIZATIONS 
 
 Albuquerque 
 
 National Economic Development 
 
 Association (NEDA) 
 1801 Lomas, N. W. 
 Albuquerque, N. M. 87104 
 508/843-2386 
 Victor M. Casaus, 
 
 Regional Vice President 
 
 Atlanta 
 
 Atlanta Business League (NBL) 
 
 329 Walker Street, S. W. 
 
 Atlanta, Georgia 30314 
 
 404/524-5449 
 
 Franklin F. O'Neal, Executive Director 
 
 Wendell White (OMBE Representative) 
 
 404/526-6304 
 
 Baltimore 
 
 Morgan State College Minority 
 
 Business Enterprise Project 
 2108 North Charles Street 
 Baltimore, Maryland 21218 
 301/685-0610 
 Ralph J. Ross, Executive Director 
 
 Boston 
 
 The Roxbury Small Business 
 
 Development Center 
 126 Warren Street 
 Roxbury, Massachusetts 02119 
 Bernard Wiley — Acting Executive 
 
 Director 
 617/427-6333 
 
 Frank Bispham (OMBE Representative) 
 617/223-2381 
 
 Chicago 
 
 Chicago Economic Development 
 
 Corporation (CEDC) 
 162 North State Street, Suite 600 
 Chicago, Illinois 60601 
 231/368-0011 
 Garland Guice, Executive Director 
 
 Bennett Johnson, Jr. (OMBE 
 Representative) 
 
 312/353-4460 
 
 NEDA 
 
 537 Dearborn South 
 
 Chicago, Illinois 60605 
 
 312/939-2607 
 
 Gilbert M. Vega, 
 
 Regional Vice President 
 
 Cincinnati 
 
 Determined Young Men 
 
 3880 Reading Road 
 
 Cincinnati, Ohio 45229 
 
 513/221-0180 
 
 Merven Stenson, Executive Director 
 
 Cleveland 
 
 Greater Cleveland Growth Corporation 
 
 690 Union Commerce Building 
 
 Cleveland, Ohio 44115 
 
 216/241-4313 
 
 Melvin Roebuck, Executive Director 
 
 Minority Economic Developers 
 
 Council (MEDCO) 
 10518 Superior Avenue 
 Cleveland, Ohio 44106 
 Armond L. Robinson, Administrator 
 
 Dallas 
 
 Dallas Alliance for Minority Enterprise 
 
 (DAME) 
 7200 North Stemmons Freeway 
 Suite 1006, UCC Tower 
 Dallas, Texas 75222 
 214/637-5170 
 Walter Durham, Executive Director 
 
 Denver 
 
 Colorado Economic Development 
 
 Association (CEDA) 
 1721 Lawrence Street 
 Denver, Colorado 80202 
 303/255-0421 
 Edward Lucero, Executive Director 
 
 14 
 
Detroit 
 
 Inner City Business Improvement 
 
 Forum (ICBIF) 
 6072 - 14th Street 
 Detroit, Michigan 48208 
 313/361-5150 
 Walter McMurtry, President 
 
 El Paso 
 
 NEDA 
 
 First National Building 
 Suite 10B 
 
 109 North Oregon Street 
 El Paso, Texas 79901 
 915/533-7423 
 Jose Manuel Villalobos, 
 Regional Vice President 
 
 Indianapolis 
 
 Indianapolis Urban League 
 445 North Pennsylvania Street 
 Indianapolis, Indiana 46204 
 317/639-5391 or 253-5418 
 Sam Jones, Executive Director 
 
 Kansas City 
 
 Black Economic Union (BEU) 
 
 2502 Prospect 
 
 Kansas City, Missouri 64127 
 
 816/924-6181 
 
 Curtis McClinton, President 
 
 NEDA 
 
 703 North 8th Street 
 
 Kansas City, Kansas 66100 
 
 913/342-6663 
 
 Richardo Villalobos, 
 
 Regional Vice President 
 
 Los Angeles 
 
 South Central Improvement Action 
 
 Committee (IMPAC) 
 8557 South Broadway 
 Los Angeles, California 90003 
 213/751-1155 
 Louis Wilson, Director 
 
 The East Los Angeles Community 
 
 Union (TELACU) 
 1330 South Atlantic Boulevard 
 Los Angeles, California 90022 
 213/268-6745 
 Claude Martinez, 
 
 Director of Development 
 
 NEDA 
 
 5218 East Beverly Boulevard 
 
 Los Angeles, California 90022 
 
 213/724-6484 
 
 Silvestre Gonzales, 
 
 Regional Vice President 
 Jack Wilburn, Coordinator 
 213/824-7691 
 Powell McDaniel (OMBE 
 
 Representative) 
 213/824-7715 
 
 Joseph Luna (OMBE Representative) 
 213/824-7715 
 
 Memphis 
 
 Memphis Business League (NBL) 
 
 384 E. H. Crump Boulevard 
 
 Memphis, Tennessee 39126 
 
 901/574-3213 
 
 Leonard J. Small, Sr., Project Director 
 
 Harold Jones (OMBE Representative) 
 
 901/534-3216 
 
 Miami 
 
 NEDA 
 
 8551 Coral Way 
 Suite 307 
 
 Miami, Florida 33155 
 305/221-5531 
 Dr. Antonio Machado, 
 Regional Vice President 
 
 Newark 
 
 MEDIC Enterprises, Inc. 
 287 Washington Street 
 Newark, New Jersey 07102 
 201/642-8054 
 
 New Haven 
 
 Greater New Haven Business and 
 Professional Men's Association 
 226 Dixwell Avenue 
 New Haven, Connecticut 06511 
 Gerald S. Clark, Executive Director 
 203/562-3819 
 
 New York 
 
 Puerto Rican Forum, Inc. 
 
 156 Fifth Avenue 
 
 New York, New York 10010 
 
 212/691-4150 
 
 Hector I. Vasquez, Executive Director 
 
 15 
 
New York (continued) 
 
 Richmond 
 
 Capital Formation, Inc. 
 215 W. 125th Street, Room 313 
 New York, New York 10027 
 Hirom C. Cintron, Director, Harlem 
 
 Office 
 212/222-9650 
 
 Brooklyn Local Economic Development 
 
 Corporation (BLEDCO) 
 1519 Fulton Street 
 Brooklyn, New York 11216 
 212/493-1663 
 Preston Lambert, Executive Director 
 
 NEDA 
 
 19 West 44th Street 
 
 Room 407 
 
 New York, New York 10036 
 
 212/687-1128 
 
 David J. Burgos, 
 
 Regional Vice President 
 
 Philadelphia 
 
 Entrepreneurial Development 
 
 Training Center 
 1501 North Broad Street 
 Philadelphia, Pennsylvania 
 215/763-3300 
 Alphonso Jackson, Director 
 
 Phoenix 
 
 NEDA 
 
 Amerco Towers 
 
 2721 North Central 
 
 Suite 727 South 
 
 Phoenix, Arizona 85004 
 
 602/263-8070 
 
 Joseph Sotelo, 
 
 Regional Vice President 
 
 Pittsburgh 
 
 Business & Job Development 
 
 Corporation (BJDC) 
 7800 Susquehanna Street 
 Pittsburgh, Pennsylvania 15208 
 412/243-5600 
 Forrest L. Parr, President 
 Marian Diggs (OMBE Representative) 
 412/644-5529 
 
 National Business League 
 
 700 North Second Street 
 
 Richmond, Virginia 23219 
 
 703/649-7473 
 
 Allen Roots, Acting Project Director 
 
 San Antonio 
 
 NEDA 
 
 1222 North Main Street 
 
 Kallison Tower, Room 422 
 
 San Antonio, Texas 78233 
 
 512/224-1618 
 
 Cipriano F. Cuerra, Jr. 
 
 Regional Vice President 
 Jesse Rios (OMBE Representative) 
 512/225-5511 
 
 San Francisco 
 
 Plan of Action for Challenging 
 
 Times (PACT) 
 635 Divisadero Street 
 San Francisco, California 94117 
 415/922-7150 
 Everett Brandon, President 
 
 Seattle 
 
 United Inner City Development 
 
 Foundation 
 1106 East Spring St. - Xavier Hall 
 Seattle, Washington 98122 
 206/626-5440 
 Wilson Gulley, Executive Director 
 
 Washington, D. C. 
 
 Mayor's Economic Development 
 
 Committee (MEDCO) 
 1717 Massachusetts Ave., N. W., 
 
 Room 704 
 Washington, D. C. 20036 
 202/667-6480 
 Michael D. Wallach, Director, 
 
 Business Assistance Center 
 Curley King (OMBE Representative) 
 202/967-5051 
 Howard University's Small Business 
 
 Guidance & Development Center 
 Post Office Box 553 
 Washington, D. C. 20001 
 202/636-7447 
 Dr. Wilford White, Director 
 
 16 
 
 *U.S. GOVERNMENT PRINTING OFFICE: 1972-721-935/706 
 
/ 
 
Profiles of urban businesses are for sale at listed prices by the 
 Superintendent of Documents, U.S. Government Printing Office, 
 Washington, D.C. 20402. 
 
 
 Beauty Shops (25 centsj 
 Bowling Alleys (30 cents) 
 Building Service Contracting 
 
 (30 cents) 
 Children's and Infants' Wear 
 
 (25 cents) 
 Contract Construction (30 cents) 
 Contract Dress Manufacturing 
 
 (25 cents) 
 Convenience Stores (25 cents) 
 Custom Plastics (30 cents) 
 Dry Cleaning (25 cents) 
 
 Furniture Stores (25 cents) 
 Industrial Launderers & Linen 
 
 Supply (30 cents) 
 Machine Shop Job Work (30 cents) 
 Mobile Catering (25 cents) 
 Pet Shops (30 cents) 
 Photographic Studios (25 cents) 
 Real Estate Brokerage (25 cents) 
 Savings & Loan Associations 
 
 (30 cents) 
 Supermarkets (30 cents) 
 Preparing a Business Profile (20 cents) 
 
PENN STATE UNIVERSITY LIBRARIES 
 
 ADDDD7D 
 
 MEhSl