Overview
For over 40 years, Splash Carwash had been a household name across the tri-state area. With 40 locations, an average annual gross profit of 40 million, and industry-best margins thanks to a cost per wash sitting around 2.43 and a staggering 95 percent profit margin, Splash wasn’t just a carwash, it was a well-oiled machine. The scale was massive, and the customer base broad, but there was one high-value segment we hadn’t touched: concours-level car owners.
Vintage car collectors and show car enthusiasts are a different breed. They are detail-obsessed, fiercely protective of their vehicles, and used to a level of service most carwashes can’t deliver. While Splash had built a reputation for high-end detailing, we weren’t qualified for the concours market because we lacked the certifications and expertise required for this niche.
I saw the opportunity and pitched a bold idea to management: let’s invest in the training, get certified, and build a premium service tailored specifically for these discerning customers. We already had the infrastructure, the locations, and the talent. What we needed was the know-how to unlock an entirely new revenue stream.
How I approached the problem
- Researched the vintage and concours market, identifying key customer pain points and competitors
- Made the business case for certification, including projected revenue impact, target audience, and ROI
- Partnered with management to send staff for training, ensuring we could meet the strict standards for concours-level service
- Designed the marketing pitch for high-net-worth clients, emphasizing exclusivity, expertise, and trust
- Analyzed KPIs across two sites, tracking customer acquisition, service adoption, and revenue growth
The Result?
- A new premium service line launched and thriving
- 300 percent revenue growth during peak months at the locations I managed
- A reputation shift from premium carwash to trusted concierge for vintage car owners
- A blueprint for how niche services can unlock serious growth without sacrificing operational efficiency
But adding the niche was only half the story. The real key was understanding that even the most innovative ideas fail if they aren’t aimed at the right audience in the right place. To figure out where a high-end service like Concours could thrive, I had to become a subject matter expert in the field. I was already passionate about vintage cars, but this project took that interest to a new level. I immersed myself in the world of classic car ownership, collector trends, and detailing standards, learning what these customers valued and why they were willing to pay a premium. I then combined that passion with my analytical skills, using pivot tables and data breakdowns to pinpoint the markets with the highest density of vintage car owners, the right income brackets, and the most promising customer profiles. This wasn’t just about launching a product; it was about creating a system for identifying and seizing niche opportunities. It’s a reminder that the best strategies blend deep industry knowledge with data-backed insights. When you put in the work to understand both the people and the numbers, you position yourself to create real, lasting value.
