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英国曼彻斯特大学金融商科硕士assignment得A范例,代写精粹展示:Green and Sparkle House cleaning Business plan

英国曼彻斯特大学金融商科硕士assignment得A范例,代写精粹展示:Green and Sparkle House cleaning  Business plan
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  • 级别 : 硕士
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英国曼彻斯特大学金融商科硕士assignment得A范例,代写精粹展示:Green and Sparkle House cleaning Business plan

详细描述

 

 

                                                   

1: Executive summary    ------------------------------------------------------------2-3                                                 

2: Business Overview   -------------------------------------------------------------- 4

  2.1:Introduction-----------------------------------------------------------------------4-5

  2.2:Current position-------------------------------------------------------------------5

  2.3:Competitive advantages----------------------------------------------------------6

  2.4:Growth plan -----------------------------------------------------------------------6-7

3: SWOT analysis   --------------------------------------------------------------------8-9

4: Market Research   -------------------------------------------------------------------10

  4.1: Target segments-------------------------------------------------------------------11-12

  4.2: Potential segments ---------------------------------------------------------------12

  4.3: Competitors------------------------------------------------------------------------13-14

5: Marketing ------------------------------------------------------------------------------- 15

5.1:Distribution channels ----------------------------- ------------------------------- 15

5.2:Tactical Promotion ----------------------------------------------------------------16-17

5.3:Marketing Budget ------------------------------------------------------------------17

6:Team & Management structure------------------------------------------------------- -18

6.1: Skills & retention-------------------------------------------------------------------18

6.2:Key personnel------------------------------------------------------------------------18

6.3: Management------------------------------------------------------------------------ 19

7: Financial budget and forecasts--------------------------------------------------------- 20

   7.1: Overview----------------------------------------------------------------------------20

   7.2: Sales forecast-----------------------------------------------------------------------21

   7.21: Pricing --------------------------------------------------------------------------- 20-21

   7.22: Analysis---------------------------------------------------------------------------22

   7.221: P&L year 1----------------------------------------------------------------------22

   7.222: Cash flow year 1----------------------------------------------------------------23

   7.223:Balance sheet year 1-------------------------------------------------------------23

   7.224: P&L year 2 ---------------------------------------------------------------------24-25

   7.225: Cash flow year 2-----------------------------------------------------------------26

   7.226: Balance sheet year 2-------------------------------------------------------------27

   7.227:Break even analysis --------------------------------------------------------------28

8: References ------------------------------------------------------------------------ ------29-30

9: Appendix 1 notes for the forecasts-------------------------------------------------------31

  Appendix 2 start up costs table-----------------------------------------------------------32

  Appendix 3 cash flow table-----------------------------------------------------------33-34

 

 

1: Executive Summary

Green and Sparkle House Cleaning is a domestic cleaning service in Birmingham. We run a professional, convenient, flexible and guaranteed cleaning service with environmentally friendly cleaning products. Our workers are reliable, well trained and well supervised, and they always try their best to meet customers’ expectations.

 

The research shows that the cleaning industry has potential to grow in the future, while the industry has less entry barriers. However, the recession is one of the key factors to affect the profitability in this industry, since people want to pay less for cleaning, due to their financial situations. Hence, the target segments are selected based on the demographics, therefore the income and the age are key factors. Green and Sparkle will be addressing the wealthy one-income households and affluent two-income households. These families are more likely to pay a higher premium for the cleaning services because they might want to have other pleasurable pursuits or have insufficient time to do the cleaning. Subsequently, the survey also demonstrates that a large percentage of elderly people are willing to hire cleaning services. Therefore, in the next few years of the plan, we will also target elderly people.

 

The primary competitor is the small, local enterprise providing a similar service, while the secondary competitor is the franchise. Small and local enterprises are increasingly growing in this industry, since an initial investment is relatively low. The franchises operations seem to provide more reliable and wide range services, and they have positive credibility and reputation. Thereby, the competitive edges for our company are the application of environmentally friendly products, good management skills, good information gathering, reasonable price and the location.

 

The growth plan in the next year is to access carpet cleaning and small office cleaning. It aims to expand the service area to laundry and dry cleaning in the next 5 years of sales promotion, advertising in local newspapers, leaflet and brochure drops, word-of mouth recommendations and the company’s vehicle are the major strategies to promote our business. In terms of projected growth, we predict the sales will increase 1.75% in the second year, and the profit increases 1.72% in the second year.

Our main objective is to save clients’ time through providing a good quality house cleaning service. To increase the amount of repeat customers and develop our brand equity through superior services is one of the main objectives as well. Finally, we aim to develop our business sustainably. Our mission is to provide customers with efficient cleaning solutions in a trustworthy, professional and guaranteed way.

 

 

2. Business Overviews

 

2.1 Introduction

Green and Sparkle House Cleaning is to offer house cleaning services in Birmingham, and we are focusing on the areas of Harborne, Five Ways, Selly Oak and the City Centre. The experience of studying abroad has inspired me to set up this business targeting working families. Changing accommodation occurs once a year for the majority of students, particularly international students, whilst a large portion of students leave before the end of term. Students do not have time to do cleaning and packing so they need house cleaning services. Additionally, the students normally have house parties on weekends, so they need someone to clean houses in instances such as these. The cost of setting up a housekeeping business is relatively inexpensive compared to other businesses, which is a good opportunity to start a successful small medium enterprise. The purpose of this business is to provide convenience, flexibility and a reliable service to making customers’ house cleaner and life easier.

 

Services

 

We aim to provide professional cleaning services for the residential community in Birmingham. We employ high quality cleaning tools and environmentally-sound products for domestic cleaning. We work flexible working times and provide a service whenever needed. Services are listed as follow:

●Regular house cleaning

●Deep cleaning

●Spring cleaning

●After party cleaning

●Move in/Move out cleaning

The minimum requirement for a regular cleaning service is 2 hours each time. The regular cleaning contains helping the small office to clean as well. The deep cleaning requires at least 3 hours per visit. Customers need to book for these services at least 24 hours in advance. Green and Sparkle aims to create a comfortable environment for customers’ houses. Our spring cleaning service is to tidy and clean each corner in the house, even the corner behind sofas. Our spring cleaning has various options, since customers can require kitchen cleaning, bathroom cleaning or complete room cleaning. The after party cleaning can help customers to remove all the rubbish and clean all the dishes quickly and reliably. For the move in/ move out cleaning, customers’ requirements will be to clean the house to a standard which means the house is as clean as it was when they moved in so they do not lose their deposit. We can develop a professional cleaning plan for our customers regarding their house cleaning. Customers can order our service via the telephone or online, and will pay our employees directly after cleaning. Green and Sparkle endeavours to build up good relationships with our clients through professional performances.

 

2.2 Current position

 

Based on the size of the business, our company will be set up as a limited company. The primary merit of a limited company is having a legal identity of its own. Following this, shareholders are not responsible for debts beyond the value of their shares. Finally, the limited company has freedom to obtain capital through selling shares (Barrow, et al, 1998, p45).

Hofer stated that identifying the stage of the business life cycle is a primary element to obtain an appropriate business strategy (1975, p798). For a business to grow, as well as meeting customer’ needs it must identify a strategic segmentation in the market.  Moreover, the products and the services are modified in order to meet customers’ demands (Anderson & Zeithaml, 1984, p8). Hence, this implies that Green and Sparkle is in the growth stage.

 

 

 

2.3 Competitive Advantages

 

According to the survey from Birmingham City council (2009), the population in Selly Oak is the 6th largest population constituencies in the Birmingham, which has 99,042. Moreover, the University of Birmingham is located in Selly Oak, while there are many houses letting in this area. The landlords need to employ others to clean the houses. Besides, the rent for offices is cheaper than the other areas.Hence, the location can be one of the competitive advantages. The second competitive advantage is using environmentally friendly products to clean, preventing chemical allergies for the customers and staff. Good management competencies and informationgathering are competitive advantages as well. Finally, the most attracting feature to the customers is low price with a good standard of service. Despite a few competitive advantages, weaknesses can be identified as well. These are difficulties in finding experienced labourers and weak credibility at the start. This is explained in the SWOT analysis.

The competitive strengths and the sustainable development of this industry make me confident my business will continue to grow. Moreover, promotion will be followed by growth. Our company will spend a higher premium in promotion in order to enhance our brand equity. Once the intangible asset is built, it will eventually contribute to the tangible profit. Finally, our company only focuses on domestic cleaning at the start of business. In the later stages, the other services will be expanded gradually as business develops. 

2.4 Growth Plan

 

Our company recently provided normal house cleaning services, and the targets are mainly the affluent two income families and wealthy-single income families. The competitors provide broader services, such as a maid service and window cleaning. It is necessary to expand the services in the next 1 to 3 years to compete with the competitors. As regards the development of the business, the goals in the future can be concluded as the following: increasing repeat customers 7% per quarter, decreasing customer acquisition costs and developing the brand equity.

 

The following sections will describe the marketing strategies, management structure and financial budgets and forecasts in detail. The marketing strategies will be illustrated with the SWOT analysis, market research and promotions, while the employment and advisors will be depicted in the team and management structure. Finally, the balance sheet, cash flow and profit and losses will follow in order to consider financial aspects of the business. 

3: SWOT Analysis

 

Researchers agree that SWOT analysis helps business founders to explore favorable and unfavorable issues and variables. SWOT analysis is significant in overcoming threats and weaknesses (Helms & Nixon, 2010).

 

Strengths

 

Primarily, the strengths of the business are excellent quality products and services, good management skills and strong ability to extract information. The most competitive strength is the environmentally-friendly equipment and our company plan to spend a high premium in buying the equipment. Customers are increasingly concerned with green products and equipments, while fewer competitors are focusing on green products and equipments. Hence, our company is to invest in this area in order to attract more customers and compete with the competitors. More precisely, the excellent quality products and services can improve the reputation of our company, and then the positive reputation effect translates into profits. A favourable reputation not only can increase repeat customers, but also can retain quality employees, suppliers and other stakeholders (Jagersma, 2010). Since the house cleaning service is a labour intensive business, good skills in management facilitates make the business run well. Finally, the business is well controlled, which is attributable to a proven ability in gathering information. It can be proven that our company makes good use of social networks to collect information to address potential opportunities, and this can be shown in market research.

 

Weaknesses

 

A strong service brand is a key to enhancing consumers’ trust, especially in the service companies (Baek & King, 2011). Being a new entrant implies that its credibility will be tested against other incumbents. Moreover, entrant firms maybe disadvantaged from competing with established firms with higher credibility build up. This may adversely affect the firm’s initial sales. Another weakness is the labour intensive industry, the turnover for hiring the labour and providing training course is slightly high.

 

Opportunities

 

The potential services canbe based on the situation of the competitors, and our company would like to create the services that can be differentiated from others. Additionally, it can position different types of services to match customers’ unique needs via market segmentation (Kolter, 2008, p410). In the next few years, an extra target segment will be added in, such as elderly people who experience an extreme need for cleaning services. Hence, there is an opportunity for a growing market segment that suggests that the market share will increase.

 

Threats

 

One of the threats is the price of supply increasing, the environmentally-friendly equipment needs a considerable amount of money for investment. The increasing number of entrants also threatens to takes up some market shares, and then the prices might be lower than our company. Consequently, our company will have less competitive advantage on the prices.

Keys to Success

  • Professionalism, honesty and reliability
  • Convenience
  • High standard
  • Expertise in cleaning and good competencies

4: Market research

According to the research, the house cleaning industry is highly competitive, because of the low cost and low entry barriers in entering the market. In this industry, affluence is the core factor in altering profits, because it depends on the consumers’ financial situation. In essence, those with the money to spend are crucial in providing a demand for this type of business. Table 1 shows that the socioeconomic group AB, C1 and C2 will increase a percentage of 7.2, 5.9 and 0.5 from 2009 to 2013 respectively, but the group D and E will decrease 2.3% and 5.5% respectively. Evidently, the greater proportion of the affluent population implies that the domestic service is sustainable and profitable in the future. Empircally, the cleaning frequency for the households will decrease during an economic downturn. However, Mintel (2009) shows that one-off cleaning takes up a considerable percentage of the market. For example, after party cleaning, spring cleaning, move in/move out cleaning and occasional services can earn more profit potentially in a tougher economic climate. These services are the main services for our company; hence the enterprise can be continuously operated if an economic downturn occurs.

图1

Table 1: The percentage change of the socio-economic group in 2005, 2009 and 2013.

Source from:Mintel, 2009

Additionally, from Molly Maid’s research (2010), the 1.53 million households in UK are likely to spend over £1.6 billiona year on cleaning, which indicates the valuation of the house cleaning market in the UK exceeds £1.6 billion. Thus, the market still has a great potential for growth. One of the reasons is because an increasing number of women have jobs. This suggests they spend less time on domestic chores. Recently, families exhibit a greater acceptance in employing somone to clean their houses and also have a greater willingness to spend money on house cleaning. Additionally, a growing number of affluent retired people tend to spend more time in leisure activities, instead of doing the house cleaning. Finally, a large propotion of residents in the UK have disposable income. This means that a cleaning service is more affordable than before, hence the industry has infinite capacity for growth (Molly Maid, 2010).

4.1 Target segments

In terms of the entity of this industry, the demographic segmentation is the basis for us to address our targets. Family size, life cycle and income are the main demographic factors for segmentation. The reason for choosing the demographic segmentation is to understand customers’ needs and wants are diversified with demographic variables. Moreover, demographic factors are important for the enterprises to assess the size of the target markets efficiently (Kolter, et al, 2008, p413). At first, the target segments will be the wealthy one income groups and the affluent two income families.

The wealthy single-income families are the potential customers, and the age of this family is about 40-55. Based on research from Mintel (2009), the expenditure on travelling abroad and taking short breaks take up 23% and 21% for those wealthy people. The figures suggest that the spouses who do not have an occupation would have more leisure time, and therefore are less engaged in house chores.The two income families spend more time on their occupations, which can be demonstrated in table 2, 24.9% and 16.9% of people have to work about 6 to 9 hours or over 9 hours respectively. Since women are now increasingly in work, this means they spend less time on domestic chores. The spare time of the households depends on their working hours and Table 3 displays people are spending less time on cleaning and tidying up. Hence, this group is our target, and the business will strive to help them save time and provide a comfortable and clean environment. 

图2

Table 2: Time spent on occupation.

Source from: Mintel, 2009

 

图3

 

Table 3: The percentage change of time and care taken in cleaning and tidying up in 2003 and 2008.

Source from: Mintel, 2009

 

4.2 Potential targets

 

The demand for house cleaning services can be divided into two categories. The current target segments are the people hiring cleaning services in order to save time, while the others simply need to be helped. As the survey from Mintel (2009) estimated that the populations over 65 years old would increase 10.4% between 2009 and 2013, and elderly people are in extreme need of help, since they have some difficulties in cleaning to some extent. Hence, Mintel also estimates over 10% growing in over 65 ages, who need the cleaning services and gardening services.. Therefore, the elderly are the potential opportunities for our company to experience growth.

4.3 Competitors

Primary competitors

The local and small house cleaning enterprises are ubiquitous to this industry, with almost identical services provided by similar size enterprises nationwide. Mintel (2009) stated that the entity of home cleaning services is a people business, not always a big company. Hence, the local and small house cleaning enterprises may impede the initial development of our company. There are two local and small enterprises in Birmingham, and these two enterprises appeared on the top of the Google Search Engines, and are also registered in the Yellow Pages.

Dial-a-cleaner not only has identical services but also provides a maintenance service, dry cleaning and laundry services and a commercial service. Strong geographical and specific-equipments with a ‘no contract/ tie in’ services are the two main strengths in this competitive market. Moreover, the price is tailored in this enterprise, instead of an hourly rate. The weakness is that they did not mention whether they are using environmentally-friendly products (Dial-a-cleaner, 2012).

Clean & Tidy offers similar services in the frequency of weekly and fortnightly and one-offs, while also provide the iron services. They have 12 years experiences and the strong geographical threatens the development of our company. However, it does not focus on using the green products as well(Clean&Tidy, 2012).

Secondary competitor

A long established and experienced company of a greater size will also diminish our company’s profit to some extent. Cleaning services-Birmingham provides similar services and office cleaning, which is established for over 10 years. It was rated highly in the Google search engine and also the good reviews from customers. This implies that it has a favorable reputation. Additionally, offering a free quote is its sales strategy to attract customers (Cleaningservices-Birmingham, 2012).

The study from Mintel 2009 demonstrated that franchise operations and small local business are the features in this industry. In particular, the larger franchise operations are more likely to develop new service opportunities. As a result, the franchise operations are the competitive groups in this industry. Two core franchise operations have been founded in Birmingham, which are Time for You and Kingsmaid.

Time for You was set up in 1993, currently owning 147 franchises. It targets private households and normal house cleaning. The strong network and abundant experience enables it to account for a big maket share. Furthermore, customers can specifically select the cleaner that they need. Finally, the reliable and the professional cleaner will be the characteristics, since they have insured over 2 million pounds for accidental damage.

Kingsmaid has provided commercial and domestic cleaning services since 2003. The company is characterised as a new and exclusive tailor-maid domestic cleaning service. Besides, they also promote an insured, guaranteed, flexible, secure and safe cleaning service. Most importantly, they place particular emphasis on using environmetally friendly products to prevent some chemical allergies (Kingsmaid, 2012).

 

5: Marketing

5.1 Distribution channels

The current marketing is targeting the local, which mainly concentrates on the house cleaning services in Birmingham. It is widely believed that the amount of people using the internet is increasing as well as those using social media. In 2001, it was proven that online sales for the UK were worth £10 million (Barrow, et al, 1998). Because we are operating a small business, it is too expensive to incorporate retail stores and door-to-door selling wastes time to some extent. Thus, the internet is important for our company to reach the customers through creating a social media account, which is to help understand customers’ needs and wants and also can provide the online sales.

We will plan to access a new market, since our competitors have a wide range of services. The services with inexpensive costs and potential profits are operative in the next year. In this regard, carpet cleaning and office cleaning will be expanded in the next year. Besides, we will buy our office in the second year. Our next 3 to 5 years plan is determined by our financial situation and the market demands. The dry and laundry cleaning service is a potential new market that can be accessed. Mintel 2009 shows that dry cleaning is one of the largest potential segments in the market, and the value in 2008 was £350 million. These plans should be based on the revenue of this year. To train and improve the employees’ skills is necessary, since we have to gain customers’ satisfaction and develop the brand equity gradually. The positive brand equity empowers us to develop our tangible assets. These plans can be successfully achieved by keeping low operating costs and increasing repeated business.

 

 

 

5.2 Tactical promotion plan

● To advertise in the local newspaper in a small column or in the cleaning services magazines can increase the popularity of our company. For example, we can advertise in Cleaning Matters, since this magazine publishes the news and information about the industry.

●A leaflet drop is cost-effective to promote the business, since the costs are cheaper compared to other ways. In terms of the targets, the leaflet can be dropped to the houses around Selly Oak, Five Ways, Harborne and City Centre. Meanwhile, it is also a good idea to give out the leaflets around the university.

●To register with business directories, such as Yellow Pages and Thomson, is a considerable and inexpensive strategy, since these directories are the most popular websites for consumers to search. Evidently, more than 8000 UK domestic cleaning companies are listed in Yell.com. Additionally, the Yellow Pages can be signed up for free to do the free local advertising (Yelldirect.com, 2012).

●Sales promotion can stimulate short term promotion, because it can have stronger and efficient responses (Kolter, et al, 2008, p 714). Our company is a small to medium sized enterprise, so it is a good opportunity to increase the repeat consumers if this promotion is conducted at the beginning of the business. Besides, the student discount and the first time cleaning service could also have 10% discount respectively, which in order to attract more students to choose our company. More precisely, the students could have the 10% student discount and the first order discount in the mean time.

● We are making good use of the company’s vehicle, because we can have our logo, slogan and contacts on the vehicle to become a flexible and 24 hour advertisement. Moreover, the car should be decorated to look professional and clean. Keeping the inside of the car clean is also important in order not to leave a bad impression.

● Word of mouth promotion is one of the most effective tools to promote a business, which has great impacts on many products and services (Kolter, et al, 2008, p708). Word of mouth indicates that the reputation, credibility and performances are renowned by the clients, and then the old clients will recommend our company to their neighbors and friends.

● Paying for an office space cannot be avoided. We must have somewhere to restore equipment and create a reception area for clients. The office does not need to be big so the rent should not be overly costly. It is crucial the office makes the company look professional and that we offer an excellent quality service. This may help to boost sales as first impressions are of key importance.

5.3 Marketing Budget

The marketing budget in this year tends to be spent largely in proportion with promotion. As mentioned above, the majority of the marketing budget is spent on advertising in local newspapers and magazines, leaflet and brochures and the sales promotion. The initial investment on promotion will be£700 for the start up and,  this mainly will be used on advertising and the leaflets. We are going to print the A6 size of the leaflet, which is about £26 for 105 leaflets (Print Design). Hence, £300 out of £700 will be used in the leaflets, and the other £400 will be used in local newspaper advertisement. Addition to the initial invest to, the month 1 to month 3 will also spend £300 ineach month, because the expenditure and frequency on advertising will be higher in these 3 months. After 3 months, the budget will be about£150 because the frequency of advertising will be reduced, while the amount of leaflets will be increased.

 

 

 

6: Team and management structure

We are planning to employ 1full time employee in the first 4 months, and then 2 full time employees in the next 4 months. At the end of the first year, we have the 3 full time employees. In the first year, we are going to employ 2 part time employees. For the second year, we will have the 5 full time employee eventually, and 2 part time employees. In some busy periods we plan to employ more part time employees to undertake some cleaning services.

 

6.1 Skills and retention

 

The national minimum wage is£6.08 per hour for those aged 21 or above 21 working for the main rate (NMW, 2012). Hence, the part time employee will be paid £8 per hour, while the full time employee would be paid £12 per hour. We intend to provide much higher than the minimum wage in order to save and motivate employees. Moreover, the employees will have opportunities to attend some skills training courses for, and the course fees are covered by our company. In this case, the employees have to compete to win these opportunities. In other words, the performances, progress and reviews from customers are the crucial and decisive factors to obtain this opportunity. Simultaneously, the lectures of basic knowledge for cleaning and the cleaning tips will be offered periodically for every employee. Additionally, the insurances of employees are prepared by our company, which will be the guarantee for my employees.

 

 

6.2 Key Personnel

 

Jie Zhu, the owner, graduated from the University of Birmingham in the course of Business Management with Communications. This enables her to take on the accounting jobs and marketing, promotion and communication with consumers. Mary Claridge and Susan Higgins are the full time employees. They have at least 8 years working experience in the cleaning industry. They as workers can be advisors in terms of providing some cleaning tips and also take charge of the more difficult cleaning contracts. Additionally, they can teach and train the new employees or the less experienced workers.

 

 

6.3 Management

 

In terms of the management, each employee has to wear the company uniform with name badges. Teams will be supervised by the owner, in order to provide high quality performances. Employees have to cautiously and correctly apply the cleaning equipment, and compensation will be claimed in the event of damage. Absence without reporting to the manager will result in the deduction of wages but we will arrange work based around individual situations. Meanwhile, workers have to be honest, kind, patient, reliable and independent, and attempt to exceed the customers’expectations. The cleaners should always know the importance of hygiene in both cleaning and the daily details. A detailed work schedule will be constructed for each employee’s job. Finally, the performance evaluation form needs to be completed by the clients, and then the manager can evaluate the team’s job quality and improve on weaknesses as well.

 

The financial reports are conducted quarterly, so they can address problems and get positive results. The part time employees are paid after working, whereas the wage for full time employees is transferred into their bank accounts monthly. Computer software is conducive to managing bookings and electronic payments, thus a set of software will be purchased from Cleanlink. Meanwhile, the project management software is convenient for organizing the cleaning schedules and web based project management software will be installed. The web-based software is merely £7.5per month (wrike.com.2012).In terms of the insurances, public liability insurance and public employers’liability are provided by the Polished Insurance Company, because they can cover all types of the domestic cleaning liability quotes.

 

7: Financial budgets and forecast

7.1 Overview of the budgets and forecast

 

According to the size and the basic operating costs for my business,£80,000 will be borrowed from the bank. After forecasting the profit and loss statement, balance sheet, cash flow for the first year and the second year, the results demonstrate that our business can make profit from the first year with£16,336. Besides, the break even analysis also shows that we can break even in the 8.65 month. In comparison, the profit from year 2 is £28205.5, which increases 1.73% of the profit from first year.

These results are showing optimistic of the financial situation in these two years.

 

7.2 Sale forecast

The notes which will be used in the following forecasts will be provided in appendix one. 

7.21Pricing

Our nature of business is labour intensive, which suggests that the expense on staff takes up a large proportion. Hence, the profit margins are slightly reduced due to the high staff costs, and the payment for labour can take up 80% of the expense from the customers (Mintel, 2009).

As the market research above mentions, the cleaning industry is extremely competitive, and the main competitors are the small and local companies and the franchise operations. Our company price scheme will be based on the estimated numbers of hours per cleaning service. Therefore, our price will be based on the competitors’ prices, target segment income, the fixed costs of the business to construct the price set. The price of each service will be provided as follows.

 

The year one services

 ●Regular house cleaning                   £38

 ●Deep cleaning                          £43

 ●Spring cleaning                         £45

 ●After party cleaning                      £28

 ●Move in/Move out cleaning                £50

 

The new services in second year

 ●Carpet cleaning                          £45

 ●Commercial cleaning                      £55

7.22 Analysis .

7.221 P&L, Year 1

图4

Table 4: The profit and loss for the year 1.

Table 4 shows that the profit is £16336, which is quite optimistic in the first year. Before opening the business, our company spend £700 for promotion, which includes advertising on the local newspaper and the leaflet drop. Besides, we decided to spend £300 at the first 3 months to enhance our brand value, and spend £100 for the next 9 months. It implies that the successful advertisement increase the sales for our business.

7.222 Cash flow year 1

The year one cash flow is demonstrated in the appendix 3. The sales of the cleaning services will be varied in different period; there are more sales in the seasonal changing, the festivals or holidays. The advertisement promotion and the sales promotion can facilitate our business to increase the sales, therefore the sales at the beginning could be higher in practically. We assumed that the cleaning supplies are 20% of the sales. The cash flow also shows that the wages is the highest expenditure in our business, but the good management can help us to attain the profit.  Continuously, the closing balance in the last month is 75345.

7.223 B.S year 1

 

 
            \\
             \\_
          .---(')
        o( )_-\_

Table 5: The balance sheet for the year one.

The uniform cost is based on the £35 each, and each employee will have 3 uniforms. The total amount of £525 is for 5 people, because we need to prepare the uniforms to the 2 part employees as well. As table 5 shows that, we assume that the debtors take up the 1.5% of the sales, and this sort of payment is specially for the commercial cleaning. In the first year, we also do some regular cleaning for the small office.

7.224 P&L year 2

图6

Table 6: The profit and loss for the second year.

We predicted that the sales in year 2 will be the 1.75% of the sales in year one, since we will create two new services. The two new services are carpet cleaning and the big office cleaning. Thus, we will invest another£4000 inthe cleaning equipments to buy the carpet cleaning machines. Besides, we considered that the wages might be affected by various factors. For example, the competitors might improve the wages to the experienced workers. Hence, we predicted that the wage should be improved 8%, this means that the full time employee is £12.96 per hour, while the part time is £8.64.The profit in second year £28205.5, which is better than first year.

 

7.225 Cash flow year 2

图7

Table 7: The cash flow for the second year.

Continuously, the cash flow is attached in. The term of “other expense” in the means that I will buy an office in the second year, and the expense is £9000. In this year, there will be 5 employees in our company, so the wages are higher than before.

 

7.226 Balance sheet for year 2

图8

Table 8: The balance sheet for the year two.

Table 8 shows that the cost of staff uniform is increased, because we need to employ more employees to do the cleaning services, but the price of each uniform is still£35. We will have 5 full time employees at the end of the second year. In this year, the debtor sales increase 5% than the first year, because we will have more commercial cleaning jobs in the second year.

 

7.227 Break even analysis

图9

Table 9: Break even analysis for the year 1.

The break even analysis shows that we can actually break even in the month 8.65, which is nearly till the month 9. Hence, it means that I will make profit from the month 9, but we have to keep on developing our business in the future as well.

Future problems:

Difficulties :

-In the long run, the wages of the employees maybe higher, which it is difficult for the SME to provide too high salary.

Worst Case scenario:

   -A lack of revenue will directly affect the operating, even the bankruptcy.

 

 

8 References:

Anderson, C.R. & Zeithaml, C.P. (1984). Academy of Management :Stage of product lifecycle, Business strategy and Business performance. 27:1. p5-24.

 

Barrow, C. Barrow, P. & Brown, R. (1998). The business plan workbook. 3rd edition. London: Kogan Page.

 

Hofer, C.W. (1975). Toward a contingency theory of business strategy. Academy of Management Journal. 18, p784-810

 

Helms, M.M. & Nixon, J. (2010). Exploring SWOT analysis –where are we now?

A review of academic research from the last decade.Journal of strategy management. 3:3. p215-251.

 

Jagersma, P.K. (2010). Managing the reputation. Business strategy series. 11:3. p139-144.

 

King, W.K. & Baek, T.H. (2011). Journal of services marketing: Exploring the consequences of brand credibility in services marketing. 26:4. p260-272.

 

Kolter, P. et al. (2008). Principles of Marketing. 5th European edition. Pearson education limited.

 

Websites:

 

Directgov, (2012): The National Minimum Wage Rate (NMW).

http://www.direct.gov.uk/en/Employment/Employees/TheNationalMinimumWage/DG_10027201

Accessed date: 28/02/12

 

Dial-a-cleaner (2012).

http://www.dial-a-cleaner.co.uk/domestic

Accessed date: 28/02/12

 

Cleaning Program. (2012).

http://www.cleaningprogrammes.com/cleaner-training.html

Accessed date: 28/02/12

 

Clean & Tidy. (2012).

http://www.domesticcleanersharborne.co.uk/

Accessed date: 28/02/12

 

 

Clean services-Birmingham.(2012).

http://www.cleaning-services-birmingham.co.uk/testimonials.php

Accessed date: 28/02/12

 

Cleanlink(2012).

www.cleanlink.co.uk

Accessed date: 28/02/12

 

Contract calculator.(2012).

http://www.contractorcalculator.co.uk/Corporation_Tax_Calculator.aspx

Accessed date: 28/02/12

 

Kingsmaid. (2012).

http://www.kingsmaid.co.uk/default.asp?from

Accessed date: 28/02/12

 

Polished Insurance (2012).

http://www.polished-insurance.co.uk/domestic-cleaners/

Accessed date: 28/02/12

 

Print Design. (2012).

http://www.skprintdesign.com/colour-leaflet-printing.html

Accessed date: 28/02/12

 

Mintel, 2009, Domestic services in UK, 2009

http://academic.mintel.com/sinatra/oxygen_academic/display/id=393891/display/id=448829

Accessed date: 28/02/12

 

Time for you. (2012).

http://www.timeforyou.co.uk/home-cleaning/exeter

Accessed date: 28/02/12

 

Vanstrader.(2012).

http://vans.autotrader.co.uk/

 

Wrike.(2012).

www.wrike.com

Accessed date: 28/02/12

 

 

 

 

Appendix 1:

Note 1: The corporation tax was calculated by the “Corporation Tax calculation”. http://www.contractorcalculator.co.uk/Corporation_Tax_Calculator.aspx

Note 2: The depreciation rate for the car, cleaning equipments, office furniture and the computer equipments is assumed 10% per year. Moreover, our company is using the straight line method, thus the second year depreciation rate is also 10%.

Note 3: The interest for the long loan is assumed 5%.

Note 4: The term of “others” equals to sundries, such as the web-based project management.

Note5: The price of 2nd van car is based on the “Vantrader” to predict, about 8000 vans could be chosen in this range. http://vans.autotrader.co.uk/

Note 6: Insurance is provided by the Polished Insurance Company, which is already mentioned in the previous section.  

http://www.polished-insurance.co.uk/domestic-cleaners/

Note 7: The training course is £160 per person, which is provided by the Cleaning Program. http://www.cleaningprogrammes.com/cleaner-training.html

 

Appendix 2:

 

Start up costs

 

Initial cash flow

 

Legal

500

Staff Uniforms

525

Cleaning equipments

8000

Office Furniture

8000

Administration

500

Computer Equipment

6000

Training course

800

cleaning supplies

2000

Second hand car

6000

Promotion

700

Insurance

500

Total

33525

 

 

Uniform : 35 pounds per uniform, each employee has 3 uniforms

Estimate the equipment price based on Argos website:

 -Mopping system    68pounds

 -Mops             10pounds

 -Flat Mops         30pounds

 -Vacuum cleaners    260pounds

 -Scrubber dryers     1000pounds

 -Pressure sprayer     40pounds

 -other expenses (such as gloves, rags)*4  180pounds

 

 

 

 

Appendix 3: Cash flow for the year 1.

Note:

This is the month 1 to 6 cash flow, and month 7 to 12 is listed below.

 

 

Cash Flow for the year 1, (Month 7 to Month 12).

 

 

The sales forecasts are assumed that the increased demand of the cleaning services will develop steadily. Moreover, the repeated customers are growing, which the word-of-mouth can facilitate the sales. Besides, our competitive edge is strong enough, and the promotion will be spend higher premium before starting up the business.

 

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