Business financial model file
Laundromat Financial Model
Budget installed laundry equipment and opening cash, then test paid bundle contribution against both washer and dryer availability.
Opening investment and working cash
The original leased-site case purchases machines outright, so no lease of those same machines is also charged below. Utility/site work is separate from machine price. Confirm the actual site/utility scope before accepting the installed cash allowances.
| Cash use | $ |
|---|---|
| CAPEX: Twelve selected washers | 96,000 |
| CAPEX: Eight selected dryers | 48,000 |
| CAPEX: Plumbing/electrical/site installation | 40,000 |
| CAPEX: Payment/operating equipment | 10,000 |
| Pre-opening: Local plans and utility-connection setup | 10,000 |
| Pre-opening: Pre-opening training and launch | 4,000 |
| Refundable deposit / tied-up cash | 8,000 |
| Opening stock / initial working inputs | 2,000 |
| Reserve: 2 selected fixed-cost months | 28,200 |
| Selected opening cash total | 246,200 |
CAPEX totals $194,000, pre-opening expense $14,000 and working cash $38,200. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The$6,000 loaded attendant/management budget assumes a selected mix of staffed and unattended hours; it does not claim continuous staff presence. Base utility/service charges remain fixed, while$2.50 per bundle is selected metered usage/consumables. Rebuild the roster if actual site/insurance conditions need more coverage.
| Commitment | $ per month |
|---|---|
| Attendant/management: loaded budget | 6,000 |
| Lease/common charges | 4,000 |
| Base utility/services | 1,200 |
| Insurance | 500 |
| Maintenance | 1,000 |
| Payment/software base | 200 |
| Cleaning | 600 |
| Marketing | 300 |
| Admin | 300 |
| Total selected fixed cash | 14,100 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 10 |
| Metered water/energy and selected consumables | 2.5 |
| Percentage-only fee allocation (3%) | 0.3 |
| Contribution before scheduled payroll/fixed OPEX | 7.2 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
Twelve washers over 30 days at six turns/day permit 2,160 standard bundles. The selected dryer calendar allows 2,000 after blocking, so the 1,900 plan is dryer-constrained. Actual cycle length, load size, queuing and downtime must fit the operating hours.
For this fixed mix and commitment, whole-unit cash break-even is 1,959 paid standard wash/dry bundles per month: ($14,100) ÷ $7.2, rounded up. The aggregate capacity is 2,000 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 1,500 | 15,000 | -3,300 |
| 1,959 | 19,590 | 4.80 |
| 1,900 (planned) | 19,000 | -420 |
| 2,000 | 20,000 | 300 |
At 1,500 bundles, lease, base utilities and maintenance remain. A larger washer fleet does not create dry capacity or customer demand; the retained guide's machine/turn decision has a different scope.
Practical KPI definitions
Measure paid turns per available machine-day, net bundle receipts and metered utility cost per completed load. Washer and dryer units are different constraints. Treat prepaid balances and wash-and-fold labor separately rather than mixing them into self-service cash margin.
No property purchase, financing, income tax or future machine replacement is included. Actual utility deposits, card settlement and maintenance cash dates require a separate reserve schedule.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model covers
The official Laundromat Financial Model listing describes an editable five-year Excel model. Annual stream units and prices build revenue, with optional launch dates, expense assumptions, salaries, staffing and dated investments. Stated outputs include profit and loss, monthly and annual cash projections, break-even analysis and dashboard charts.
Choose the equipment from incremental paid cycles
Our original extra dryer serves twenty otherwise lost cycles at $3 contribution each. After $20 added weekly commitment, only $40 remains against a $4,000 purchase. At ten cycles it falls to $10; the simple recovery ratio changes from 100 to 400 weeks.
Check paid cycles, downtime and local utility quotes before increasing stream volumes. Compare replacement and expansion against the actual machine group that limits service. The Laundromat planning guide develops the original worked case.
Planning guide