CAR WASH Podcasts

Car Wash Pulse is one of ICA’s most-cited member benefits. In this episode, the person behind it explains how it works. James Risley, ICA Research Manager describes how Pulse grew out of ICA surveys that go back to 1996 and became a quarterly report in 2023. Each edition pairs consistent trend questions with a rotating “In Focus” deep dive on topics such as technology, pricing, AI and, most recently, churn.The conversation keeps coming back to one theme: operators and consumers often see the same situation very differently. Members believe they wash far more often than operators record. Operators count on rewash requests to tell them something went wrong, but most unhappy customers never ask for one. Much of what operators file as “involuntary” churn is really customers choosing to let their membership lapse. James explains what these gaps mean for loyalty, retention and win-back strategy.James also covers how operators and suppliers can suggest survey topics, get early access to data by taking part, and commission custom research through Pulse Custom Intelligence. For 2027, ICA plans an annual year-in-review edition of Pulse and a new benchmarking project built on operating data rather than just sentiment. Planned In Focus topics include member acquisition, seasonal churn and the changing role of distributors.  Members think they get more value than they do. Members need about three washes a month to break even. They report washing 3.7 times a month, but operators see only about three. The feeling of a clean car whenever they want is a big part of what they’re paying for.Staff and service cut both ways. Consumers rank staff and service last as a reason for loyalty. They rank consistency, value and location higher. But staff and service rank high in why people sign up, and a bad employee interaction can drive them away.Silence doesn’t mean satisfaction. 53% of operators see a rewash request as their main sign of a problem, yet only 17% of customers have ever received a rewash. Most unhappy customers say nothing or go home and spot-clean the car themselves. Much “involuntary” churn is really voluntary. Operators say 29% of their churn comes from failed payments, while only 9% of consumers give that as the reason they left. Still, 68% of members whose payments failed say they’re likely to rejoin, which makes them strong win-back prospects.Participating pays off. Operators and suppliers who answer Pulse surveys get an early look at the raw data and can see how they compare with their peers.2027 goes beyond sentiment. Plans include an annual Pulse edition with year-long benchmarks and a new benchmarking project using hard operating numbers. In Focus topics will cover member acquisition, seasonal churn and distributor relationships.Members get more at The Car Wash Show. There will be members-only educational sessions, and survey participants can see some of their results there.  (1:30) What is Carwash Pulse? – James explains…(5:26) Learn more about the “In Focus” Section and how the topics to include are chosen.(7:20) How are the topics and questions chosen? Can readers recommend new questions /and or topics?(12:23) What were the most significant findings James found while putting together 2026 data?(15:46) Surprising data points? Rewash and churn to name two!(18:54) Why should industry professionals participate in Pulse Surveys?(21:10) What topics are on the radar for 2027 and when are the release dates?(25:15) Sign up to become an ICA member and receive Pulse at www.carwash.org/join-ICA. Why should you join ICA?!  Contact James Risley: [email protected] ICA: https://www.carwash.org/join-ica

Summary: Amanda Beckett, Director of Marketing for Wild Water Express and Ocean Express Car Washes in Southern California, joins Rich DiPaolo to talk about effective car wash marketing—from the messages customers see on-site to digital, traditional and community-based strategies.Amanda explains why clearly communicating value is critical to converting retail customers into members, how operators can balance digital and traditional marketing, and why defining your goals should come before deciding how to structure your marketing team or use AI. She also shares why every car wash location is its own “mini brand” within its community and offers practical examples of community marketing that can build lasting customer connections.    Clarityand consistency matter on-site. Don’t simply promote anunlimited membership—clearly communicate its value and why it matters to the customer.   Connectyour on-site and off-site messaging. Customers should encounter a consistent message whether they’re at the wash, seeing a billboard, receiving a mailer or encountering the brand in the community.   Usea mix of digital and traditional marketing. Social media, Metaand Google remain important, but Amanda says there is still a place fortraditional channels such as billboards and mailers.   Knowwhat you're trying to accomplish. Before building a marketing team, hiring vendors or deciding what AI can handle, establish the primary goals.   AIshould support the strategy—not define it. The balance between AI and human involvement depends on the brand, its goals and how much of a community-oriented voice the business needs.   Everywash is part of its local community. Even within a largerchain, individual locations have different customers, interests and community priorities.   Listento your site-level employees. Site managers, leads andemployees often know their communities better than anyone at the corporate level—and can identify which local partnerships will actually resonate.     Communitysponsorships can build long-term relationships. Supportinglocal sports and other organizations can create positive associations with the brand, including among future customers and employees. Episode Notes: In car wash marketing, there’s noshortage of ways to reach customers—but are you delivering the right message, in the right places, with enough consistency to make an impact?On this episode of Car Wash Exchange, Rich DiPaolo talks with Amanda Beckett, Director of Marketing for Wild Water Express and Ocean Express Car Washes in Southern California.Amanda shares her approach to on-site marketing and membership conversion, the balance between digital and traditional media, and why defining your goals should come before deciding where to spend your marketing dollars—or what you should hand off to AI.And then there’s community marketing. Amanda explains why every wash is really its own mini brand within its community, how local employees can help identify what matters most to customers, and how everything from sporting-team sponsorships to customer appreciation events can build lasting connections.It’s a conversation about marketing as both science and art—and putting a little heartinto the equation.  Join ICA: https://www.carwash.org/join-ica

Jenny Beadle, Vice President of Client Experience at Micrologic, joins Rich DiPaolo to explain why car wash operators need to think beyond individual technology platforms and focus on a revenue operating system. She discusses the complexity created by multiple disconnected systems, where operators are leaving revenue on the table, and how better data can help identify members at risk of churn while strengthening relationships with retail customers. Jenny also shares a real-world example of an operator who consolidated systems and improved visibility, reporting, marketing and team performance.Key Takeaways:• Complexity is becoming a major challenge for operators as they add sites, members, employees and technology platforms. Multiple disconnected systems can make it difficult to get the right information when it is needed. • Membership churn is one of the biggest opportunities for operators. Usage is important, but other warning signs — including upgrades, downgrades and expiring credit cards — can help identify members who may be at risk. • Retail customers represent another significant opportunity. Operators should be thinking about how to stay connected with retail customers and deliver the right message to the right customer at the right time. • A revenue operating system puts revenue at the center by connecting the data and functions that directly affect revenue, including POS, CRM and marketing. • Operators often have multiple systems running simultaneously. Jenny cites research suggesting the average car wash operator has about six systems operating at once. • The goal isn't more technology — it's better technology. As Jenny puts it, operators should look for technology that helps them run a better business, serve customers better, grow revenue and help their teams succeed.Episode Notes: On this episode of Car Wash Exchange, we're taking a closer look at a concept that's becoming increasingly important as car wash operations become more complex — the revenue operating system.Rich DiPaolo is joined by Jenny Beadle, Vice President of Client Experience at Micrologic, to talk about what a revenue operating system actually is, why operators need one, and how it can bring together the many systems that impact revenue.Jenny explains where operators may be leaving money on the table, from membership churn to missed opportunities with retail customers, and why operators need to look beyond usage when identifying members who may be at risk. She also shares a real-world example of an operator who brought multiple systems together and saw significant changes in reporting, marketing and team performance.And while technology can play an important role, Jenny has one important message for operators: you don't need technology just for the sake of having technology. You need technology that helps you run a better business, serve customers better and grow revenue. (1:15) What are the primary challenges operators face today (complexity) and how does Micrologic help them?(2:26) Where does Jenny see operators leave the most money on the table? Two key areas…membership churn and retail customers(3:37) In addition to usage, what else should operators track with members?(4:28) Revenue Operating Systems…what are they and why are they needed? Jenny explains.(6:46) On average, how many systems do operators have going at once?(7:23) Jenny provides a case study of an operating system instillation and success(9:53) Are these systems only for the larger enterprise clients or can single site operators use them too? (11:49) What should operators ask of vendors when they are considering these systems?(12:40) Final words from Jenny…you don’t need tech for the sake of tech!For more information, please visit Micrologic at www.micrologic.net. Join ICA: https://www.carwash.org/join-ica

In this episode of Car Wash Exchange, Rich DiPaolo talks with John Briggs, author of Take Breaks, Work Better, about why taking intentional breaks can actually make business owners and employees more productive. John challenges the “hustle culture” mindset that equates long hours with productivity and explains how structured recovery can improve focus, profitability, employee retention and performance. He also shares his 3.3 Rule and practical ways car wash owners can apply the approach—from line workers to entrepreneurs and growing multi-location operations.• Busy doesn’t always mean productive. John challenges the belief that working longer and harder automatically produces better results. • Breaks are a productivity strategy. The brain naturally cycles between focus and distraction, and intentional breaks allow people to return with greater focus. • The 3.3 Rule: Work for up to three hours, followed by a 30% recovery break. For line workers, • Pay employees for their breaks. Research discussed in the episode found that additional break time did not reduce productivity—and providing paid breaks may help improve retention. • Take the first break yourself. John encourages owners to schedule a real break during the day rather than waiting until everything on the to-do list is finished. • Audit your time. Track what you're actually doing and identify lower-level tasks that can be delegated, freeing owners and key employees to focus on higher-value work. • Measure outcomes, not just activity. For car washes, metrics such as memberships, membership close rates, errors and employee retention may be more meaningful than simply measuring cars per hour. • Deadlines create focus. “All human performance works to a deadline.” Creating intentional limits around work time can help people focus on what really needs to get done. • The approach can work during growth. John says the process works whether a company has 20 employees or 290 because the human brain still needs recovery. • Try it as an experiment. Owners who are skeptical can start with a pilot program and measure the results.(1:43) John talks about his inspiration for his book Take Breaks – Work Better(3:23) What’s the biggest myth about productivity that owners buy into – and it actually works against them?(4:58) How does knowing when not to work…work in a business that never stops? Learn why taking breaks is of paramount importance to line workers.(11:56) What’s the 3.3 Rule?(12:58) How do you sell this approach to someone who is paid by the shift and not the outcome?(15:05) What’s the first break entrepreneurs should take and what’s stopping them from taking it?(18:46) How do you measure implementing this idea?(21:55) What’s one piece of advice can John provide to encourage owners to try this approach?(23:45) “All human performance works to a deadline”! Learn what this is and what it means!(25:36) How does John’s process work in a fast growth structure/culture?(29:08) Is John seeing more owners trying this process?

In this episode of Car Wash Exchange, host Rich DiPaolo talks with Keith Lutz, CEO of Kleen-Rite and an ICA Board member, about the resurgence of the self-serve car wash market. Keith explains what is driving new investment, how self-serve operators can compete with express washes, and why professionalism, reinvestment and operationalexcellence are creating new opportunities in the segment. They also discuss Kleen-Rite’s approach to supply-chain challenges, company culture and recentacquisition· The self-serve segment is benefiting from the overall growth and professionalization of the car wash industry, attracting both new and existinginvestors. · Self-serve can offer an attractive investment model because it generally requires less capital and fewer employees than an express tunnel. · Operators shouldn't fear competition from express washes. Instead, they should focus on making their own locations inviting, reliable, well-maintained and easy to use.· Reinvestment matters. Equipment, appearance, curb appeal and operational excellence can make a major difference in a location's ability to compete. ·  Membership and club programs aren't limited to express washes; self-serve and in-bay automatic operators can also use them to create value and encourage repeat customers. · The supply-chain disruptions of the past several years reinforced the importance of investing in inventory, distribution and infrastructure to maintain continuityfor customers. · Kleen-Rite is balancing its family-business legacy with growth by investing in its people, technology, distribution and professional management while staying grounded in its mission and values. · Keith sees continued opportunity across all car wash models, with the industry's growing focus on professionalism and operational excellence benefitingoperators across the board. The self-serve car wash segment is experiencing a resurgence, attracting newinvestors and renewed interest from longtime operators. In this episode of Car Wash Exchange, Rich DiPaolo sits down with Keith Lutz, CEO of Kleen-Rite and an ICA Board member, to explore what’s behind that growth and what it means for the future of the industry. Keith shares insights on competing with express washes, creating value for customers, reinvesting in existing locations andrunning a self-serve business with greater professionalism and operational excellence. He also discusses Kleen-Rite’s lessons from recent supply-chain challenges, maintaining its family-business culture and the strategy behind its recent acquisitions.(:56) Keith and Rich will talk about theresurgence of the self-serve car wash market.(1:58) Keith talks about the factorsthat are influencing the self-serve segment.(4:51) Keith talks about the types ofinvestors are coming to the self-serve market(9:33) How can a self-serve operatorremain competitive with the larger car washes?(13:57) What can a self-serve locationdo to offer the same value as a membership?(17:56) What lessons has Kleen Ritetaken from the current industry…and has the industry normalized?(21:44) How does Kleen Rite balancepreserving a legacy culture with market demands?(23:56) What gaps and capabilities isKleen Rite looking for in their recent acquisitions?(26:38) What excited Keith most aboutthe Car Wash industry?JoinICA: https://www.carwash.org/join-ica