Management Today - Spring 2016 - 36


PROFILES
As the years passed, the brothers
moved to separate cities - Minneapolis
and Salt Lake City - where they each
opened a new branch. They never lived
in the same town again and spent much
of their lives opening branches in different cities across the country. "Back in
the late 1950s, the company reorganized
and split into two," Director of Communications Ben Saukko says. "The ownership had different ideas on where they
wanted to take the company and it was
split into two entities: American Linen
Supply was headquartered in Minneapolis and Steiner American Corp. was
based in Salt Lake City."
American Linen Supply had expanded into Canada as Canadian Linen and
Uniform in 1925 and grew to become the
largest provider in the country. American Linen Supply changed its name
in 2000 to AmeriPride in the United
States, but the company kept its Canadian name the same. Today, AmeriPride
is headquartered in Minnetonka, Minn.,
and is one of the only large providers
that remains family owned. "We are one
of the largest textile rental services and
supply companies in North America,"
Evans adds. "Our founders essentially
pioneered the industry."
Developing Consistency
It wasn't until 2010 that AmeriPride
created its first strategic plan and began
implementing a year later. "We started our
journey into being more customer-centric
inthinc Technology Solutions, Inc. inthinc is a proud
partner of AmeriPride and strongly supports their Safety
Driven program dedicated to providing a safe work environment for its employees. AmeriPride's Safety Driven
program promotes driver safety while protecting the
environment. These core values are also at the center of
inthinc's Driver Safety Solution.
inthinc's advanced technology and fleet safety
programs are designed to safeguard lives, save money and
protect the environment. inthinc technology has been documented to reduce speeding and accidents by more than
60 percent, decrease maintenance costs by 20 percent,
and significantly reduce fuel costs and carbon emissions.
For more information visit www.inthinc.com

36

// AmeriPride has aligned its branches to
ensure customers receive the same level of
service, regardless of their location.

and service oriented," Evans explains.
"The business was decentralized as each
local branch called their own shots. That
model worked well in the past, but we
realized we needed to centralize and standardize our systems to increase efficiencies and allow the branches to focus on
the customer. Much of the work we had to
do, even to this day, is a taller order than I
think we originally thought."
AmeriPride has grown through acquisi-

MANAGEMENTTODAY-MAGAZINE.COM SPRING 2016

tions and organic growth throughout the
years, making centralization key to delivering consistency. "That's really important
to customers," Evans notes. "Customers
across the U.S. and Canada expect the
same service no matter where they are
and that's hard for us to deliver without
being more standard."
To develop consistency across its
branches, AmeriPride incorporated
common practices and used resources


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Table of Contents for the Digital Edition of Management Today - Spring 2016

Contents
Management Today - Spring 2016 - Cover1
Management Today - Spring 2016 - Cover2
Management Today - Spring 2016 - 1
Management Today - Spring 2016 - Contents
Management Today - Spring 2016 - 3
Management Today - Spring 2016 - 4
Management Today - Spring 2016 - 5
Management Today - Spring 2016 - 6
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Management Today - Spring 2016 - Cover3
Management Today - Spring 2016 - Cover4
http://www.nxtbook.com/nxtbooks/knighthouse/mgt_2016spring
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