Laundromat Model
Consumer Financial Model (Free Excel Download)
Underwrite laundromat cash flow from machine capacity, turns, pricing, utilities, maintenance, rent, ancillary services, replacement capex, and store-level returns.
professionals from Deloitte
Used by professionals from
About this model
This model helps you plan a single laundromat or a growing group of stores. It connects machines, customer usage, pricing, wash-and-fold services, and other income to the real costs of utilities, rent, staff, and equipment.
Use it to assess a new site, acquisition, or expansion plan. The summary shows how changes in store count, pricing, and utilisation affect profitability, cash flow, and business value.
What every model includes
Live formulas, no hardcoded values
Outputs are driven by live formulas, so the workbook updates from its assumptions instead of relying on hardcoded results.
All assumptions in one tab
Inputs are clearly marked in the Assumptions tab and separated from calculations, making it clear what to change and what to leave intact.
Statements always balancing
For integrated-statement models, the balance sheet, cash flow, and supporting schedules tie through properly.
Distinct schedules for clarity
Debt, working capital, taxes, and cash flow can get messy quickly. We group calculations in clear schedules, not across disconnected tabs.
No hidden macros or external links
There are no unexplained external workbook links or macros to undermine auditability or portability.
Changes flow through the model
Update a key driver and see the impact carry through the forecast, financing, and return outputs. We never use hardcoded numbers in formulas.
What's inside the Laundromat Model
- Capacity inputs: Year-1 stores, new stores per year, washers and dryers per store, operating days
- Utilisation: Year-1 utilisation with an annual ramp and a practical ceiling
- Throughput: washer and dryer turns per day driving annual cycles
- Pricing: washer and dryer vend per cycle, wash-dry-fold rate per pound, ancillary per store, price escalation
- Cost structure: attendants per store, wage, benefits, wage growth, utilities, rent, supplies, marketing, SG&A, depreciation, tax
- Capital and working capital: maintenance capex, build-out cost per store, NWC, base-year revenue
- Valuation: WACC, terminal growth, net debt, shares outstanding
- Operations sheet: store roll-forward, washer and dryer fleet, utilisation ramp, annual cycles, wash-dry-fold pounds, attendants
Laundromat Financial Model: How the Template Works
This laundromat financial model helps evaluate a single store or a multi-site operator. It connects store growth, machine fleet, utilisation, vend pricing and service revenue to utility-heavy costs, labour and capital spending.
The result is a seven-year forecast with cash flow and a discounted valuation, useful for assessing a new site, acquisition or expansion plan.
Operating drivers: stores, machines and throughput
The model starts with a store roll-forward: opening stores plus new greenfield additions give closing stores. Closing stores times washers and dryers per store determine the machine fleet.
- Each machine turns a set number of cycles per day, multiplied by operating days and a utilisation factor. Utilisation begins at a Year 1 input and ramps annually to a practical ceiling, reflecting that new stores fill gradually and peak-hour bunching prevents flat-out operation.
- Total annual cycles, the sum of washer and dryer cycles, is the key volume driver, while wash-dry-fold pounds scale with store count.
Revenue build: cycles, pounds and ancillary income
Self-service revenue comes from washer and dryer cycles multiplied by the per-cycle vend price, escalated from Year 1. That separates washer and dryer economics.
- A wash-dry-fold service adds pounds processed per store at a price per pound, also escalated. Ancillary income, such as vending, change machines and detergent sales, scales per store.
- Together they produce total revenue and a revenue-per-store headline. Because vend pricing is a single blended rate for coin and card, the model still captures processing costs on the cost side.
Cost stack and margin mechanics
Most costs are percentages of revenue, but utilities and rent are the signature burden: water, sewer, gas, electricity and a retail lease together absorb roughly a third of revenue before labour. Attendant labour is headcount-driven and escalates with wages.
- Vend pricing escalates at the same assumed rate as wages. EBITDA margin expands modestly because operating leverage works through the utilisation ramp: labour scales only with store count, while revenue also benefits from higher utilisation, so revenue grows faster than labour.
- Card processing fees on the card/app share of self-service vend modestly dampen that expansion.
Cash flow, valuation and dashboard outputs
Unlevered free cash flow is NOPAT plus depreciation, less maintenance capex and growth capex for new stores, less the change in working capital, which is favourable because cash is collected at the machine.
- The DCF sums the present value of explicit cash flows and a Gordon-growth terminal value to enterprise value, then subtracts net debt for equity value and value per share.
- The dashboard summarises stores, cycles, utilisation, revenue, EBITDA, margin, enterprise value and value per share, with trend charts and a waterfall.
- Note the public download is a values-only preview.
Formatted to IB standards
Named theme colors repaint the whole workbook in one click, on top of an investment-banking structure with clear input, output, and cross-sheet reference styling - brand-ready, institutional-grade, and fully auditable.
Created by ex-finance professionals
Hey, I’m Alex and I created Finamodel.
Over my years in the finance industry I kept building the same models over and over again. Same structure, same assumptions, different logo. So I started building frameworks to turn them into clean, reusable templates.
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I’m not an expert in every industry, but I’ve built enough models to know what belongs in one. And when something is completely foreign to me, I reach out to my network for experts to work on our models with us.
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Frequently asked
What is a laundromat model?+
A laundromat model captures the seven-year operating economics and intrinsic value of a multi-store self-service laundromat (coin / card laundry) operator. It rolls a store count forward, derives a washer and dryer fleet, converts machine turns and a utilisation ramp into annual cycles, prices self-service vend plus a wash-dry-fold service and ancillary income, runs the cost stack to EBITDA, and discounts an unlevered free-cash-flow stream to enterprise value, equity value, and value per share. It is how a private-equity associate, search-fund operator, or lender values a laundromat platform.
How is laundromat revenue built?+
Revenue is driven by the machine fleet and its throughput: washer and dryer cycles equal the number of machines times turns per day times operating days times a utilisation factor, and self-service revenue is those cycles times a per-cycle vend price. A wash-dry-fold service is layered on as pounds processed per store at a price per pound, and ancillary income from vending, change machines, and detergent sales scales per store.
Why are utilities and rent so important?+
Washing and drying are energy- and water-intensive, and a laundromat sits in leased retail space, so utilities and rent together absorb roughly a third of revenue before labour, far more than most retail formats. The model carries each as a transparent percent of revenue so an analyst can stress energy costs or lease terms and watch the EBITDA margin move.
Why an unlevered DCF instead of an EBITDA multiple?+
A laundromat runs healthy EBITDA margins but carries real depreciation and capex on machines and store fit-out, so EBITDA overstates cash. The model bridges to unlevered free cash flow, NOPAT plus depreciation, less capex, less the change in working capital, which is favourable because cash is collected at the machine, and discounts it at a WACC, then adds a Gordon-growth terminal value. The implied EV/EBITDA falls out as a sanity check rather than as the valuation input.
Can I make it a levered or single-store model?+
The template is a single-entity unlevered DCF. For an equity-IRR view, add an equipment-financing schedule and bridge to levered free cash flow; for a single store, set the estate to one store and size the machine counts, throughput, and wash-dry-fold volume to that location. The net-debt line already bridges enterprise value to equity value, so a financing layer slots in cleanly.
Have more financial modelling questions? Contact us
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