“When we started UClean in 2017, laundry franchising was an uncharted concept in India. The industry was dominated by local
“dhobis,” operating informally and without scale. Organised players were non-existent and the idea of building a nationwide chain through a franchise model was, frankly, considered absurd. But eight years later, laundry franchising is a full-fledged category. We have gone from zero to crowded as over 50 other brands now offer laundry franchises. And yet, despite the proliferation, the industry remains nascent and fragmented. Having been “in the ring” for the past eight years, I have seen the
transition from unorganised to partially organised up close. Unfortunately, I have also witnessed firsthand the mistakes
being repeated across the board.
Cut-copy-paste Models: A Race to the Bottom
The Problem:
Most new entrants into the franchising space seem to follow a formula: borrow what is already out there, tweak the pricing, and go to market. These are cut-copy-paste models with no real innovation or IP of their own. The only pitch they have
is that they are “cheaper” than their competitors. The result? An erosion of perceived value in the laundry industry and a dilution of trust among investors.
The Solution:
Differentiation is the antidote to commoditisation. Brands need to build proprietary systems, create tech-enabled processes,
and offer unique customer experiences. Innovation does not always mean expensive tech; it could be in supply chain design,
pricing strategy, pick-up and delivery experience, or even brand storytelling. Franchisors must stop chasing low-cost entry
and instead focus on long-term brand value creation. At UClean, for instance, our approach has always been: make the pie
bigger, not cheaper.
Laundry franchising in India is not a bubble — but it does need a correction. And that correction starts with honest conversations, better governance, and a willingness to innovate. Let us get to work!
Arunabh Sinha, Founder and CEO, UClean
The Franchisee Myth: Poor Expectation Setting
The Problem:
There is a dangerous narrative being sold to potential investors that owning a laundry franchise is a passive, low-effort business. That once you invest, the business will run itself. This myth is the root cause of many store closures, franchisee dissatisfaction, and attrition. The reality is: no business is plug-and- play, and laundry certainly is not.
The Solution:
Franchisors must prioritise transparency from the outset. We need to clearly communicate what the franchisee’s day-to-day responsibilities will be — starting from staff supervision to local marketing, customer grievance handling, and P&L management. Franchisee onboarding must include structured training, mock simulations, and shadowing opportunities at live
stores. A clear line must be drawn: investment without involvement is a recipe for disappointment.
Lack of Systems and Processes: When the Paint Peels Off
The Problem:
Many laundry franchise brands today operate without a defined operational playbook. There are no SOPs, no escalation matrices, no contingency plans. Once the franchise fee is collected and a token is signed, the gaps begin to show, and they only grow larger over time. Most franchisors are simply unprepared for the complexities that come with managing distributed, daily operational businesses.
The Solution:
What the industry needs is process maturity. Brands must invest early in creating detailed operations manuals,
tech dashboards, customer service scripts, and training programmes. Every franchisee must know exactly how to hire, price, invoice, service, and escalate. UClean, for instance, spent significant time in developing a comprehensive Laundry Playbook that covers operations, marketing, equipment maintenance, staff KRAs, and even crisis communication protocols. We now see this as our strongest moat — the ability to replicate quality and experience, regardless of geography or operator.
A Young Industry with a Steep Learning Curve
Despite the current challenges, I remain incredibly optimistic. The Indian laundry industry is still very young, especially on the franchising side. This is a sub-10-year-old journey, and as with any young ecosystem, mistakes are inevitable. But what matters is how quickly we learn, adapt, and institutionalise those learnings.
Over the next decade, I foresee:
- Brand attrition: Many cut-copy-paste players will shut shop or fade away
- Consolidation and M&A: Stronger brands will acquire smaller ones or merge to strengthen their presence
- Category leadership emerging: A handful of credible, process-driven brands will survive the churn — and they will be the ones to define the next phase of the industry.
Final Thoughts
For those looking to enter the laundry franchising space, either as a brand or as an investor, my message is simple:
- Choose clarity over charisma
- Demand process over promises
- Focus on sustainability over short-term sizzle
We have built this category brick by brick. And while the initial enthusiasm has attracted attention, it is now time to double down on fundamentals.”