Business Plan
Click & Wash
May 2017
Charline Richard
Table of content
Executive Summary ..................................................................................................................................................................................... 3
I.
Company Description .......................................................................................................................................................... 4
a.
b.
c.
Mission statement ................................................................................................................................................................................. 4
Vision statement: ................................................................................................................................................................................... 5
Objectives............................................................................................................................................................................................... 5
II.
Industry analysis.................................................................................................................................................................. 5
III.
Market analysis and competition ........................................................................................................................................ 7
a.
b.
c.
Pembroke ............................................................................................................................................................................................... 7
Fairmont ................................................................................................................................................................................................. 8
Lumberton.............................................................................................................................................................................................. 8
IV.
Marketing plan ............................................................................................................................................................... 9
a.
b.
c.
d.
Service .................................................................................................................................................................................................... 9
Place ..................................................................................................................................................................................................... 11
Promotion ............................................................................................................................................................................................ 11
Prices .................................................................................................................................................................................................... 13
V.
Operations ........................................................................................................................................................................ 13
a.
b.
c.
d.
Business facilities ................................................................................................................................................................................. 13
Policies ................................................................................................................................................................................................. 14
Workforce plan defined and analyzed ................................................................................................................................................. 15
Organizational chart ............................................................................................................................................................................. 15
VI.
Management and Organization .................................................................................................................................... 16
a.
b.
c.
d.
e.
Owner .................................................................................................................................................................................................. 16
Cleaner/Delivery people ...................................................................................................................................................................... 17
Assistant ............................................................................................................................................................................................... 17
Web master .......................................................................................................................................................................................... 17
Compensation ...................................................................................................................................................................................... 18
VII.
Long term development ............................................................................................................................................... 18
VIII.
Financial statement ...................................................................................................................................................... 18
a.
b.
c.
d.
e.
f.
g.
Introduction ......................................................................................................................................................................................... 18
Start-up costs ....................................................................................................................................................................................... 19
Monthly expenses ................................................................................................................................................................................ 19
Sales forecast ....................................................................................................................................................................................... 20
Income statement ................................................................................................................................................................................ 20
Cash Flow ............................................................................................................................................................................................. 21
Balance Sheet ....................................................................................................................................................................................... 21
Appendix 1: Investments and depreciation ............................................................................................................................................... 22
Appendix 2: Sales Forecast ........................................................................................................................................................................ 23
Appendix 3: Loan amortization.................................................................................................................................................................. 24
Appendix 4: Income Statement Year 1....................................................................................................................................................... 25
Appendix 5: Income Statement Year 2....................................................................................................................................................... 25
Appendix 6: Income Statement Year 3....................................................................................................................................................... 26
Appendix 7: Cash Flow ............................................................................................................................................................................... 26
Appendix 8: Opening Balance Sheet .......................................................................................................................................................... 27
Appendix 9: Ending Balance Sheet............................................................................................................................................................. 27
Appendix 10: Ratios ................................................................................................................................................................................... 28
Appendix 11: Breakeven analysis .............................................................................................................................................................. 28
References ................................................................................................................................................................................................. 28
2
Executive Summary
Business Description
Click&Wash is a North Carolina based dry cleaning company focused on on-line services.
It offers a high-standard dry-cleaning service to consumers through an online ordering system
and delivery lockers. The company based the business on eco-friendly activities, using energy
and water saving machines and natural solvent. Click&Wash expects to become the reference
in the green high-quality connected cleaning in the area.
The industry and competiton
The dry-cleaning activity as most of the services activities depends a lot on the economic
situation. However, the industry succeeded to overcome the difficulties and reached a $51 billion
revenue in 2015, showing the strong fidelity of the customers. Because in this industry, the
service and the customer satisfaction are the key to succeed.
In this industry, most of the current business are focus on traditional dry-cleaning and implement
their activity by following trends: online services and deliveries or green-services. But none of
them did combined both of those trends in their business which provides Click&Wash with a
strong competitive advantage.
Moreover, in the Robeson County, the competition is not numerous and most them are oldfashion businesses without a high advancement in the technology area or green practices. In
fact, most of them doesn’t even have a web-site which once again provides a competitive
advantage for the company.
Operations
The company will have one laundry facility located in Lumberton, NC and will spread
delivery lockers on Fairmont, Pembroke, and Lumberton in partners locations such as Walmart,
the University of North Carolina at Pembroke, or in restaurants. Any high-traffic or close to
common walking areas.
Obstacles for development
Click&Wash hopes expand its activity through new lockers facilities and new laundries all
over the county. This expansion will require some years since the two first year the company
will have a loss and will start making profit the third year with a net income of $24,740.26.
Finance
The company will start with the owner equity of $40,000 and a loan of the same amount.
Those two allowing to cover the initial investment of $56,135 for the equipment and covering the
losses of the first two years.
3
I. Company Description
You have delicate clothes you do not know how to take care of? You have no time to go on
laundries during the operating hours? Tired of driving far away just to get well-dressed? Or you
simply cannot do your own laundry? Look no further!
Click&Wash is there for you!
Click & Wash is the state of the art of the laundry for delicate clothes. Equipped with water
and energy saving machines and armed with a French cleaning know-how the company will take
care of customers’ clothes by using natural solvents, high quality dry-cleaning, professional
hand-made ironing, and quality clothes’ adjustments. But beyond the high-quality cleaning, the
company is offering a quality service, abolishing the constraint of the operating hours. Indeed,
customers will not need to come during specific hours. The concept is that in addition to the
laundry facility, lockers will be spread all over the city and will be used as 24/7 deposit box.
Customers just need to order a deposit on the web-site that allows him/her to choose the service
needed, the place and date of deposit, the place of pick-up, and give specific requests.
The laundry will be settled in Lumberton, NC and will be 3,200 square foot. The facility
will host the machines and the administration office, and will be open on traditional operating
hours (9am-6pm) for direct deposit. But the laundry will also have deposit lockers available at
any time. The other deposit lockers will be dispatched in Lumberton, Pembroke and Fairmont.
The locations of those lockers will be strategic high-traffic sites where customers go regularly in
order to be practical and time-saving. No detour are needed, it’s the laundry that goes on your
way!
The company will be created on July 2017 as a limited liability company owned and run
by on person. The activity will start on February 2018. The six month will be used to make
renovation or to build the facility, acquire the equipment and install the lockers.
a. Mission statement
Click&Wash is designed to provide the best laundry service to busy people by offering a
high-quality cleaning, by using ecological-friendly equipment, and by bringing the service to the
consumer.
4
b. Vision statement:
Click&Wash expects to become the reference in the green high-quality connected
cleaning in the area.
c. Objectives
Short to medium objectives:
•
Finance the business durably
•
Set up efficient processes
•
Build a productive and friendly team
Medium to long term objectives:
•
To become the reference of high-quality dry-cleaning
•
To reinforce the environmentally-friendly position
•
To extend the service to further towns
Click&Wash will become the most renowned dry-cleaning laundry of the Robeson county,
thanks to its effectiveness, professionalism, accessibility, flexibility, quality, and exceptional
know-how.
II. Industry analysis
The laundry market is part of the cleaning industry market that takes into account residential
cleaning, commercial janitorial services, specialty cleaning and laundry/dry cleaning services.
Companies may also provide drop-off and pick-up sites for customers and specialty cleaning
services for garments and textiles such as fur, leather, suede, wedding gowns, draperies and
pillows. This market represented 875,000 businesses in 2015.
The industry suffered from the crisis, from the declining demand for professional dry
cleaning services and from the increased competition from coin-operated laundromats and
household washing machines. But it succeeded to overcome it and reached a $51 billion revenue
in 2015. Establishments close to high-traffic, business-related places, and work places that
require dry-cleaning have a better opportunity to grow and make profit. In this industry,
5
customers’ perception has a big influence on the activity. The more important element is to find
and exploit a competitive advantage because the entry barriers are low. There are about 33,000
business in this industry and they suffered because of the new “easy-to-care” clothes.
Dry cleaning is the process of cleaning textiles using an organic solvent rather than water.
The solvent often is perchloroethylene (“perce”). This process allow to clean clothes that would
have been damaged by other techniques.
The best opportunity to revive the companies is the “green” trend. Indeed, the consumers
have become more sensible of their impact on the world and especially in developed countries
where people are aware of the good or bad effect of their daily consumption. They try more and
more to reduce their energy and water consumption, use more responsible products and so on.
That trend is thus a great opportunity for the company that is responding both to an existing need
(laundry) and a growing concerns (more natural products).
Another trend that is profitable for the company is the need for convenience. People expect
services to fit their schedule and not to schedule their day according to laundry issues. They
need to have a proximity service, flexible that fit their planning. Since ordering anything online
became the trend, they should be able to order their laundry anytime, anywhere, without time
restriction.
Consumers will come for the quality, the innovation, and the service provided and since in
this sector, the word of mouth has a big influence, having a competitive advantage is the only
way to have a lasting business.
But following the trends and anticipate the needs of consumers may not be useful if the
company itself does not respond to regulations. Indeed, as a new business and as a laundry
business, Click&Wash needs to get registered and buy licenses allowing it to do business legally.
This business depends on The Dry-cleaning Solvent Cleanup Act of 1997 (DSCA) and its
amendments. It is ‘a fund to assess and cleanup dry-cleaning solvent contamination at drycleaning and wholesale distribution facilities’. The state of North Carolina also requires facilities
to manage hazardous waste in accordance with the N.C. Hazardous Waste Management Rules.
6
III. Market analysis and competition
This high efficiency, natural, and convenient laundry service is available for everyone but
will focus on the 18-54 years old who are more comfortable with technologies and online
ordering. Indeed, the all online ordering trend is especially used by younger people, who need
everything to be fast and simple. In Lumberton, Pembroke and Fairmont, NC the median resident
ages are respectively 34.4, 24,6, and 44,5 which matches perfectly target market. Indeed, the
company is focusing on people using technologies in a daily basis and who need a laundry
service for delicate clothes or wash and fold. Moreover, it is the same target that is involved in
the ‘green trend’. In addition to the matched age structure, the advantage of being implanted on
those 3 cities is the presence of the University of North Carolina at Pembroke which provides a
wide number of prospects.
a. Pembroke
Pembroke is a town of 3,000 residents driven by the educational services and
administrative and support and waste management services that represent 37% of the activity
in Pembroke. The target (18-54 years) represents 44% of the population. The median household
income is $15,934. The town has a young population of students, about 6,000 students (see
distribution below) and since the drop of clothes can be done anytime, even the non-resident
students are potential targets. Each time they need to clean coats or professional clothes, they
will be able to drop them at the University and take them back a few days later without changing
their routine. The same pattern runs for the staff of the University, about 900 people (see
distribution above), which dresses professionally on a daily basis and are more likely to use a
laundry service. The University also has a Business department that represents 10,3% of the
degrees awarded, with students that must get used to wear suits or any professional clothes. All
of them are the perfect target.
The town of Pembroke only has one laundry facility, Margaret’s Drycleaning, situated on
the main street of Pembroke (404 W 3rd St, Pembroke, NC 28372). This location is a strength
since it is a high traffic road in the town. But the location is not enough for a total success. Indeed,
the research showed a lack of communication making it hard to be informed about the services
proposed and the prices. Knowing that the aforesaid do not provide delivery/pick-up service, the
competition is thus weak. And the word of mouth is already installed for this business but may
7
not be the strongest threat for Click&Wash since the service is more innovative and adapted to
the market.
Undergraduates
Graduates
Full-time
Part-time
In-state
Out-of-state
TOTAL
4983
747
4125
1605
5524
206
5730
Non
teaching
EPA employees
Faculty
Full-time
SPA employees
Total
147
421
315
364
932
b. Fairmont
Fairmont, is a 2,700 resident city with mainly a retail trade activity (21%). The average
houslhold income is $19,792. Demographics match the company’s target with 41% of people
between 18 and 54. This town may not be the biggest market but it is an excellent opportunity
to gain market share. Fairmont has only one dry cleaning laundry, K & W One Stop Dry
Cleaners, which is a home cleaning company. It offers drapery cleaning, vacuuming, and move
out cleaning as well as other services. The target is not the same so the competition will not be
so intense. Moreover, the Laundry does not have a web-site, so it is a great opportunity to gain
the market. Our advantage will be that people can know our services from anywhere. Our
communication will be more adapted to the technology-friendly generation.
c. Lumberton
Lumberton will be the headquarter of the activity. The median household income is
$31,245. Driven by the manufacturing industry (26%), Lumberton has more than 21,000
residents with 46% from 18 to 54, and count about 11 laundry businesses. The competition is
thus higher. Especially since some cleaners are well-known is the neighborhood like the Larry’s
cleaners who gets recognition for its long years of experience. The competitors laundry are not
completely or at all engaged in the environmental protection or the online service. Indeed, some
are offering a pick-up service but few of them and people still need an “appointment” for the pickup and drop-off. So the constraints are still there. Therefore Click&Wash is better suited. The
8
facility will be situated on the center-west of the town
where there is not any competitors (see green circle).
The kiosks with the lockers will be dispatched in the
downtown, the east, the north, and the south (see
blue Points).
Each of this three cities offer opportunities for
a new dry-cleaning laundry following the green trend
and offering a flexible service to connected people.
The Click&Wash’s target is growing thanks to the
different trends. By adding the target market of the
three city, the total market represents about 17,000
people. Moreover the population of Lumberton is
expected to grow about 3% within the next two years.
Despite the initial investments that may be high, Click&Wash will draw and win loyalty of
customers through the high-standard and affordable service. Residents, students in campus,
and workers will all have the opportunity to find a kiosk close to their usual path and profit from
a laundry service, environmentally friendly and appropriate for any schedule.
IV. Marketing plan
a. Service
Click&Wash is a dry-cleaning facility with 24/7H pick-up and drop-off lockers located in
the Robeson county and more precisely in Lumberton, Pembroke and Fairmont, NC.
9
The company offers a high-quality and eco-friendly dry cleaning service for all types of
clothes, using water and energy saving machines. The detergents used will also be eco-friendly
with as much natural products as possible, the strongest ones will be used wisely, only if needed.
The pick-up will be performed via electrical cars in order to limit the environmental impact of the
rides.
The service will be on two parts, first a usual laundry facility opened from 9 am to 6 pm
where customers can interact with the staff. There will be two employees working on the cleaning
service, taking care of the customers’ clothes and another worker will be in charge of the
administration work on the front office, he/she will host customers, answer the phone and run
the day to day business. The three employees will be selected according their know-how and
trained to use responsible cleaning methods.
The second part of the service are the lockers dispatched all over the cities where people
will be able to drop-off their clothes anytime simply by ordering online. They will not need to
come to the facility to profit from our services, they will not need any appointment to get their
clothes back. Those lockers will be managed by a fourth employee in charge of the pick-up and
drop-offs. There will be two rides to the lockers a day with defined time slot for each location. So
as for the mail, people put their mail anytime and the postman get them the same day or the
next day. Either way, customers has no constraints.
In addition to the service, a garment bag and a laundry bag will be provided for each new
customer, and extra bags can be purchased online or in store. They will be recycled and
recyclable tissue bags that customers will reuse indefinitely, the goal being to limit the use of
plastic bags. The company’s logo will be on the bags and a tag with the customer’s name added
to offer personalized service and to facilitate the management of the bags. Two sizes of garment
bags will be proposed according to the type of clothes (long or short) and three size of laundry
bags.
10
To summarize, the company offers a daily connected service, respectful of the
environment and caring about the customers’ property.
b. Place
Customers will have the choice to come to the facility and interact with the staff directly
as a usual laundry to explain its needs and schedule the pick-up or he/she can schedule and
order it online through the website and then drop his/her clothes in one of the kiosks available.
The web site will provide a scheduling online and a safe online payment. Customers will be able
to place the order in advance and drop their clothes later, they will have to confirm the drop off
to launch the final order. Each order will be traceable and customers will always know where are
their clothes. If after 15 days the customers did not get his/her property back, the company will
call him/her.
In addition to the facility and the web site, an app will be created in order to simplify
the procedure. Nowadays the number of mobile users overtake the number of desktop users
with more than 1,900 million users and the use of the mobile is especially strong on the morning
and evenings, which are the times when the prospects will be impacted by the advertising. The
internet and the mobile app will be the main sales channel.
c. Promotion
1. Online advertising
The advantage of using online services is that customers can easily find information about
the company and the services. Indeed, having a website describing the products and services,
the company history and values allows to reach more people almost everywhere. The
communication will thus be centralized on the website since our target is technology-friendly
people. The website will be an ergonomic and easy-to-use interface with a description of each
services proposed, a contact rubric, the detail of the offers, the values of the company, and so
on. Everyone will have access to it.
The company will also be present on Facebook, Twitter, and Instagram where people can
discover the company, its values and its employees. A partnership with a GPS application such
as Waze could also be relevant, with an alert when customers drive close to one of the deposit
location. This way they will notice they can take care of the laundry without changing their habits.
11
2. Personal advertising
Customers however will have access to a personal account they can create easily using
an e-mail address. This account will be personalized according to the preferences of every
customers, their favorite locations, and the type of services more frequently used or their
schedule. It will be an intuitive interface to facilitate a daily use. This will also be the channel
used to create personalized offers like a sponsorship system, specific discount or loyalty reward.
The website and the customers’ accounts will be the basis of our communication.
Using electronic communication has its advantages, it is easy to change channel
(website, e-mails…) by keeping the same support, the same advertising and thus having a
consistency that will help build the brand awareness. Moreover, this communication is cheap
giving that there is not a printing cost or renting costs, the advertising needs to be created once
and then the diffusion can easily be expanded through the internet and the social network. And
since our target is mostly composed of young people, social networks would be an adequate
channel.
3. Traditional medias
But to start, a more traditional communication will also be necessary. Local people usually
do not use internet before going to the laundry since it is a proximity service. In small towns,
everyone knows where is the laundry. So, as an outsider and in order to start a brand awareness
the use of more traditional advertising is required to catch the attention.
First, since the offer will be close to working places or high-traffic places, there will be
posters close to these areas in strategic spots in order to be viewed by as many people as
possible. This way prospects will have an idea of the business and will know where to find it.
The posters will be close to the lockers’ spots so when they will see the advertising they will
experience the convenience of the location.
The second step will be a radio spot since about 80% of Americans listen to the radio
daily. and most of the workers in Pembroke, Fairmont and Lumberton have a commute time
(travel time) included between 9 and 35 minutes which gives us an opportunity to catch their
attention on their way to work.
12
d. Prices
Usually, to enter a market it would be smart to set initial prices lower than the competitors.
But giving that the company is going to invest in high-efficiency machines, building,
communication, and cars the costs are higher. The prices will be set to match competitors’
prices and cover charges.
Dry cleaning
2 piece suit
Tuxedo suit
3 piece suit
Blazer
Dress skill
2 piece dress
Vest
Sweat
Sweater
cachemir
Tank top
Robe
Rain coat
Laundry
Dry cleaning
$US
$US
$US
$US
$US
$US
$US
$US
$US
9,5
10,5
12,5
6,5
12,0
13,5
4,5
5,0
6,0
$US
$US
$US
4,0
12,0
13,0
Long coat
Jacket
Skirt
Skirt suit
Evening dress
Tie
Scarf
Cap
Glove
Blouse
Graduation
gown
Thick gown
$US
15,0
$US
8,0
$US
5,0
$US
9,0
From $9 to $20
$US
4,0
$US
6,0
$US
5,0
$US
6,0
$US
5,0
$US
13,0
$US
Shirt (men)
Shirt (women)
Tuxedo shirt
Pants
Shorts
Golf shirts
Sweater
Lab coat
Blouse
$US
$US
$US
$US
$US
$US
$US
$US
$US
18,0
V. Operations
a. Business facilities
The laundry facility will be situated on 2112 Cedar St, Lumberton, NC 28358, a
commercial property for rent. The facility of 3,200 Square feet will host the workshop, the offices,
and lockers.
First the front office will be a nice front desk equipped with a computer, furniture, tv, and
some plant. The employee will be behind this desk to welcome customers, but it will not be a
big, impressive wall-desk, but a mid-size desk with a lower side adapted for wheel-chairs. The
goal is to have a nice, welcoming, and enjoyable laundry where customers feel good. The value
of the company must be visible in the facility. In that room will be a table, chairs, magazines, and
a water fountain because even if it is not a laundromat and people do not have to wait for the
laundry to be over, they still can enjoy a nice waiting room so they will feel welcome. That room
will be the store front of the company. It will also be a way to share information about the
company, the offers, the working hours, and all communication supports.
Then in the back office will be the cleaning room where one will find different machines.
The washing and drying machines, with a capacity of 40lb each, the iron, the dry-cleaning
13
1,50
2,00
4,50
5,00
4,50
4,50
5,00
7,00
6,00
machine, the press, and then the clothe storage area which goes in each other area. To begin
with, the company will buy some machines. The building will be rent and the electric car bought.
Regarding the lockers, there will be 10 lockers per location with different sizes adapted
for all types of clothes. Four high lockers (66’’ high and 11’’ width), four medium lockers (33’’
high and 15’’ width) and finally eight smaller lockers (15’’ high and 15’’ width). The lockers will
be equipped with electronic lock using a code that each consumer will be free to choose. The
company will also have a master key code to open any locker. This code will change every day
for security issues. The lockers will be installed close to working places or places where people
go often. The lockers will be provided for free by Parcel Pending, company that will also do the
maintenance. Only installation fees and a small monthly fee will be needed. In Pembroke, a
locker will be installed in Walmart as a partnership, Walmart’s employees will dispose of 5%
discount. The same partnership will be installed with the UNCP. In Lumberton, five kiosks will
be installed in addition to the Click&Wash building and two in Fairmont. All the lockers will be
settled in partner’s building/facilities. Letting open doors to expansion.
b. Policies
1. Payment policy
All payments must be done online with a credit or debit card or directly to the store in credit card
or cash. Regarding the checks, employees can accept checks only under certain circumstances:
Checks must be from a local or in-state bank
Checks should not be written and accepted for more than the purchase amount
Checks should not be accepted that are starter checks, unnumbered checks, or nonpersonalized checks
2. Customer satisfaction policy
Click&Wash will provide a high-quality service within 5 days.
It will also guarantee the respect of your clothes.
If the customer is not satisfied with the cleaning, the company will re-clean it without extra
charges.
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3. Human resources policies
Employees must provide a fair and friendly service to customers
Employees will be trained and involved in the company’s strategy
All employees will enjoy a 20% discount on the services.
The policies intend to provide the best conditions for both the customers and the
employees. As well as for the environment.
c. Workforce plan defined and analyzed
All employees will be wisely selected according their know-how of course but also
according their own values. The goal being that each of them not only understand the values of
the company but go along with them. The strengths of the company must be completely
integrated by the staff in order to share them with the customers. Because a satisfied customer
will bring more customers (word of mouth).
The staff will be composed of the owner, who will run the business. Three workers will run
the cleaning area and the driving, by shifts. The three of them will be skillful and able to switch
post any time so they will be involved and understand all the activity. At the beginning of the
activity, only two workers will be hired to limit costs. When sales will increase, a third worker will
reinforce the team. The company will also hire a freelance web master to run the website, the
app, the advertising and deal with all the information technology issues.
An additional
administrative employee may be hired to respond to the growing activity if need be to assist the
owner.
d. Organizational chart
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VI. Management and Organization
Click&Wash is managed by the owner, who has extensive leadership and management
skills. The company will have employees to run the business and each member of the team as
the manager will be professional, honest, efficient and friendly people who can easily make
contact with the customers.
a. Owner
The owner is from a French business school in three ways accredited (Equis, AMBA, and
AACSB). In the business school, she was treasurer of an association and manager of a project
which provide her a great pool of skills essential for the management of a new small business.
Moreover, concurrently with her studies and her mandate, she worked as receptionist/cashier
for a big sport retailer where she acquired a key skill for the company: knowing how to create
and maintain a good customer relationship. Her experience will be one of the most important
asset at first since she will be in charge of the reception/cashing.
She also has previous experiences in small businesses, especially in start-up and has knowhow in different functions such as management, marketing, sales, and communication.
Her background, as much professional as educational, is then more than beneficial for the
business and will be a strength.
At the beginning, the owner will be in charge of the marketing, communication, financial,
human resources, and commercial functions and will be the cashier/receptionist at laundry.
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The owner duties and responsibilities will be to:
❖ Be a leader: be an example, resolve conflicts, keep motivation up
❖ Be figurehead: represents the company outside
❖ Be a decision maker: Fixing goals for the long, medium, and short term
❖ Be the financial analyst: overseeing your financial records, monitoring and corrective
actions
❖ Be a marketer: lead the marketing plan and establish a good image
❖ Be the human resources manager: select, hire, and train the employees
❖ Be visionary: look forward
b. Cleaner/Delivery people
There will be three employees in charge of the cleaning area and the delivery/pickup activity
who will switch position regularly so they all know how to perform in different functions. Each of
them will be selected according their knowledge, skills, and previous experiences. The selection
won’t be simply to choose the worker with the most experience but the worker who fit with the
company’s values and who has potential to professionally evolve.
They all should have worked at least on year in a laundry or related activity and have the
basics knowledge for the use of the machines. However, since the procedures will be as
ecological as possible and the machines more innovative, the workers will be trained.
The company also intend to be part of the Dry-cleaning and Laundry Institute which helps
professionals to succeed in the industry, giving up dates and formations. This way our
employees will always be at their best.
c. Assistant
If the activity grow enough, the company and more specifically the owner may need an
assistant to help with different function such as the reception/cashing, the financials, and the
management. He or she should have a business formation.
d. Web master
17
The management of the web-site, the app, and all the information technologies related
activities will be outsourced to a freelance web master.
The choice of the web master will be according to his educational background and according to
his previous experiences, it will be a professional web master who will be able to prove his skills.
As a new business Click&Wash needs someone already productive, who has all the tools
necessary to perform.
e. Compensation
Each employee will receive the minimum wage of $8 per hour at the beginning. If the activity
improves well enough they will receive a part of the profit through a profit sharing plan.
VII. Long term development
Click&Wash intends to become the most famous and the most used dry-cleaning business
of North Carolina.
The state has a population of 9,278,237 with 41% between 18 and 54. So the company
expects to make the most of this large target market and hopes to expand its activity by opening
more laundries and more kiosks all over the state, with operation facilities in Fayetteville,
Raleigh, Charlotte, Greenville, Wilmington, and their surroundings. The goal would be to have
facilities all managed independently by a manager. Off course they will refer to the CEO but
remain autonomous.
VIII. Financial statement
a. Introduction
The following statements, calculations and assumptions are made for a 12-month period
excepted for the income statement that will be forecast for the three first years. It will be a
forecast as accurate and realistic as possible. The accounting system will be based on an
accrual-basis method recording the income and expanses when they are incurred.
18
b. Start-up costs
Description
Cost
Industrial washing machine
$6,000
Industrial dryer
$4,000
Dry-cleaning machine
Iron and iron table
Press machine
Boiler system and exhaust
Spotting table
Ventilation
$11,000
$1,500
$3,000
$5,000
$2,000
$800
Office equipment/Furniture
Computer
Paint/decoration
Lockers settlement
Electric car
License/Permit
Dry cleaning solvemt (perclore)
Hangers (450)
Garment bags
$500
$600
$500
$4,000
$16,000
$350
$540
$30
$315
The initial investment for the project is estimated at $56,135. It will be funded thanks to
the owner’s equity capital of $40,000 and a commercial loan of $40,000.
c. Monthly expenses
Description
Costs
Electricity
Water
Lockers rent
Phone/Website/App
Insurance
Supplies
Wages
Loan repayment
4% of sales
2% of sales
$40
$100
$50
$70
$3,072
$903.16
Rent
Maintenance
$1,000
$60
Taxes
3% of income
As explained earlier, for the first years the company will have only two employees in order
to limit the costs. The maintenance cost will be a regular control/maintenance on the machines
to ensure their efficacy and increase their total running time. The rent will be a fixed rent for the
next 8 years.
19
d. Sales forecast
The following forecasted sales are based on expected monthly sales of 450 pieces the
three first month, 500 the three next years, 550 for the following three month and 600 for the last
three month. The growth for the following years is expected to be 10% per quarter (see Appendix
2).
Pieces per month
Laundry
Shirt (men)
Shirt (women)
Suits
Pants
Shorts
Golf shirts
Dress
Lab coat
Blouse
Blazer
Other (average price)
TOTAL per month
Costs
1,50
2,00
9,50
5,00
4,50
4,50
12,00
7,00
6,00
6,5
8,9
Percentage
of sales
9%
9%
14%
18%
15%
8%
5%
6%
4%
9%
3%
100%
450
500
550
600
Month 1-3
Month 4-6
Month 7-9
Month 10-12
60,75
81
598,5
405
303,75
162
270
189
108
263,25
120,555
2561,805
67,5
90
665
450
337,5
180
300
210
120
292,5
133,95
2846,45
74,25
99
731,5
495
371,25
198
330
231
132
321,75
147,345
3131,095
81
108
798
540
405
216
360
252
144
351
160,74
3415,74
e. Income statement
The income statement shows that the two first years the company is having a loss but the
situation improves when the sales increase. The main expense comes from the salaries of 2
employees and the rent of the facility. Sales increases by 50% from year 1 to years 2 and by
72% from years 2 to year 3 up to 92,675 (see Appendix 4 for more details).
Sales revenues
TOTAL revenues
TOTAL COGS
GROSS Margin
Gross profit Margin
TOTAL general and administrative expenses
EBITDA
Depreciation
Interest expenses
Taxe expenses 5%
Net income
20
Year 1
35865,27
35865,27
3711,92
32153,35
89.65
50664,00
- 18510,65
7760,00
1428,74
0,00
-27699,39
Year 2
53863,39
53863,39
4791,80
49071,58
91,02
50664,00
-1592,42
7760,00
1028,91
125,20
-10523,02
Year 3
92675,82
92675,82
7120,55
85555,27
91.96
50664,00
34891,27
7760,00
0,00
1744,56
24,740.26
Given that the prices are not the same for all products it’s difficult to know exactly how
many pieces the company must sell to break even, the possibilities are endless. However, with
the current repartition of the sales, to breakeven the company must have $56,513.11 of revenues
which represents 828 pieces (Appendix 11).
f. Cash Flow
Although the Income statement showed a loss, the cash flows remains positive and
allow to compensate this loss. It is mostly due to the loan that provides extra cash and
compensate the initial investment (Appendix 7).
g. Balance Sheet
The balance sheet (Appendix 9) shows the total assets of the company composed by the
initial investment in equipment. It also shows how this equipment has been financed which is
mostly by the owner’s equity. One can see that the company owes more than $7,000 to
suppliers.
The overall situation for the first year is not perfect but is promising. Indeed, thanks to the
loan, the losses are covered and the increase of sales will allow to get a bigger profit. The debt
asset ratio is 0.61 which shows that the company is using a large amount of financial leverage
and takes some risky. But as the Cash flow statement shows, the company will be able to
manage this risk.
21
Appendix 1: Investments and depreciation
22
Appendix 2: Sales Forecast
23
Appendix 3: Loan amortization
Loan
period
Month
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
40000 Rate
48 Payment
Beginning
40000
39 230,17 €
38 457,78 €
37 682,81 €
36 905,25 €
36 125,11 €
35 342,36 €
34 557,01 €
33 769,04 €
32 978,44 €
32 185,20 €
31 389,33 €
30 590,80 €
29 789,60 €
28 985,74 €
28 179,20 €
27 369,96 €
26 558,04 €
25 743,40 €
24 926,05 €
24 105,97 €
23 283,16 €
22 457,61 €
21 629,31 €
20 798,25 €
19 964,41 €
19 127,80 €
18 288,39 €
17 446,19 €
16 601,18 €
15 753,36 €
14 902,71 €
14 049,22 €
13 192,89 €
12 333,70 €
11 471,66 €
10 606,73 €
9 738,93 €
8 868,23 €
7 994,62 €
7 118,11 €
6 238,68 €
5 356,31 €
4 471,00 €
3 582,74 €
2 691,52 €
1 797,33 €
900,16 €
0,00 €
0,00333333
903,16 €
Payment
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
903,16 €
Interest
133,33
130,77
128,19
125,61
123,02
120,42
117,81
115,19
112,56
109,93
107,28
104,63
101,97
99,30
96,62
93,93
91,23
88,53
85,81
83,09
80,35
77,61
74,86
72,10
69,33
66,55
63,76
60,96
58,15
55,34
52,51
49,68
46,83
43,98
41,11
38,24
35,36
32,46
29,56
26,65
23,73
20,80
17,85
14,90
11,94
8,97
5,99
3,00
0,00
24
Principal
769,83 €
772,39 €
774,97 €
777,55 €
780,14 €
782,75 €
785,35 €
787,97 €
790,60 €
793,23 €
795,88 €
798,53 €
801,19 €
803,86 €
806,54 €
809,23 €
811,93 €
814,64 €
817,35 €
820,08 €
822,81 €
825,55 €
828,30 €
831,06 €
833,83 €
836,61 €
839,40 €
842,20 €
845,01 €
847,82 €
850,65 €
853,49 €
856,33 €
859,19 €
862,05 €
864,92 €
867,81 €
870,70 €
873,60 €
876,51 €
879,44 €
882,37 €
885,31 €
888,26 €
891,22 €
894,19 €
897,17 €
900,16 €
903,16 €
Ending balance
39 230,17 €
38 457,78 €
37 682,81 €
36 905,25 €
36 125,11 €
35 342,36 €
34 557,01 €
33 769,04 €
32 978,44 €
32 185,20 €
31 389,33 €
30 590,80 €
29 789,60 €
28 985,74 €
28 179,20 €
27 369,96 €
26 558,04 €
25 743,40 €
24 926,05 €
24 105,97 €
23 283,16 €
22 457,61 €
21 629,31 €
20 798,25 €
19 964,41 €
19 127,80 €
18 288,39 €
17 446,19 €
16 601,18 €
15 753,36 €
14 902,71 €
14 049,22 €
13 192,89 €
12 333,70 €
11 471,66 €
10 606,73 €
9 738,93 €
8 868,23 €
7 994,62 €
7 118,11 €
6 238,68 €
5 356,31 €
4 471,00 €
3 582,74 €
2 691,52 €
1 797,33 €
900,16 €
0,00 €
(903,16 €)
Appendix 4: Income Statement Year 1
Appendix 5: Income Statement Year 2
25
Appendix 6: Income Statement Year 3
Appendix 7: Cash Flow
26
Appendix 8: Opening Balance Sheet
Assets
Current assets
Cash
Account receivable
Inventory
Prepaid expenses
Short-term investment
Total current assets
Liabilities and owner's equity
23865
885
24750
Long-term assets
Long term investment
property, plant, and equipment
Intangible assets
Total fixed assets
Other assets
Total assets
Currrent Liabilities
Account payable
Short-term loans
Income taxes payable
Accrued salaries and wages
Unearned revenues
Current portin of long-term debt
Total current liabilities
Long-term liabilities
Long-term debt
other
50900
Total long-term debt
4350
Owner's equity
Owner's investment
Retained ernings
Other
Total owner's equity
80000 Total liabilities and owner's equity
50900
0
40000
40000
40000
40000
80000
Appendix 9: Ending Balance Sheet
Assets
Current assets
Cash
Short-term investment
Total current assets
Long-term assets
Long term investment
property, plant, and equipment
Depreciation
Total fixed assets
Other assets
Total assets
Liabilities and owner's equity
3925,61
885
4810,61
50900
-7760
43140
4350
52300,61
Currrent Liabilities
Account payable
Short-term loans
Interests payable
Accrued salaries and wages
Unearned revenues
Current portin of long-term debt
Total current liabilities
Long-term liabilities
Long-term debt
other
Total long-term liabilities
Owner's equity
Owner's investment
Retained ernings
Other
Total owner's equity
Total liabilities and owner's equity
27
7980,46
1428,74
9409,20
30 590,80 €
30590,80
40000
-27699,39
12300,61
52300,61
Appendix 10: Ratios
A high number means the firm is using a larger amount of financial
Debt to assets 0,61 61,22 leverage, which increases its financial risk in the form of fixed interest
payments.
However, the increased financial risk of higher leverage may hold the
Debt to capital 0,72 72,25 company to stricter debt covenants. These covenants could restrict the
company’s growth opportunities and ability to pay or raise dividends.
The debt-to-equity ratio measures the amount of debt capital a firm
uses compared to the amount of equity capital it uses. A ratio of 1.00x
Debt to equity 2,60 260,31 indicates that the firm uses the same amount of debt as equity and
means that creditors have claim to all assets, leaving nothing for
shareholders in the event of a theoretical liquidation.
A current ratio under 1.00x, for example, means that even if the
Current ratio 3,37 336,70 company liquidates all of its current assets, it would still be unable to
cover its current liabilities.
Appendix 11: Breakeven analysis
Fixed costs = 50,664
Variable costs = 3,711.92 => 10.35% of sales
Contribution margin = 100%-10.35% = 89.65%
Fixed costs/contribution margin = 50,664/0.8965 = 56,513.11
References
28
➢ https://www.ibisworld.com/industry/default.aspx?indid=1730
➢ http://oxxocarecleanersfranchise.com/2016/03/22/2016-dry-cleaning-industry-outlook/
➢ http://www.payscale.com/research/US/Industry=Dry_Cleaning/Hourly_Rate
➢ http://www.dlionline.org
➢ http://valuationresources.com/Reports/SIC7216DryCleaners.htm
➢ http://www.weingarten.com/shopcentric-documents/sampledocuments/SampleBusPlan-DryCleaner.pdf
➢ http://www.bplans.com/dry_cleaning_home_delivery_business_plan/market_analysis_s
ummary_fc.php
➢ http://www.anythingresearch.com/industry/Drycleaning-Laundry-Services.htm
➢ https://deq.nc.gov/about/divisions/waste-management/dry-cleaning-solvent-cleanup-actprogram
➢ http://www.ncleg.net/EnactedLegislation/Statutes/PDF/ByArticle/Chapter_66/Article_13.
pdf
➢ https://www.google.com/maps/
➢ http://www.city-data.com
29
Faster
Food
Pembroke. NC 28372
One University Road
Tele: 9107362506
Company Description
It’s rainy outside, but you want to have a cup of vanilla latte from Starbucks? You
have no time to cook lunch before your next class? You don’t want to waste your time in
such a long queue for ordering your food? No one cooks for your children when you are out?
Why not open your phone and enable your location services to order a food for yourself or
your family?
There is always a group of people don’t want you hungry!
Faster Food App is always waiting for you wherever you are and is responsible for
your food ordering and deriver. Behind Faster Food, fastest delivers equipped with the fastest
deliver motorbikes and magic warm-keeping boxes are waiting for picking food from the
store you ordered. We guarantee every deliver is well trained, and we will provide premium
service for you. The operation hours (6am-12pm). Service area is limited in Pembroke. When
we will start positioning you and ask the destination where the items you want them to go.
The service includes Delicious Foods, Fresh Fruits, Drink and Desserts. Think about it for a
moment and select the service you want. Then you will find out the list of store. Don’t be shy
to eat too much, and we can deliver them for you once. Add all the items you want in the
shopping cart. After making the payment just wait for 10-15 minutes, and the items will go to
destination. You are wondering where is the food? Don’t worry, click the button “order in
process”. The map will show you the food track and the estimated arrival time. We guarantee
all the stores in the list are verified by the quality standard of health security.
Mission statement
Faster Food is designed to provide the best quality food and fastest delivery services
on time. Make sure every customer will enjoy the first class service. Having the most trusted
partners and best delivery team.
Vision statement
Faster Food wants to be the leader service in the efficiency.
Objectives
Eco-friendly, we use battery-operated motor
Having good relationship with partners
Building an efficient team
Faster Food will become the most trusted delivery service in Pembroke and
Lumberton. Thanks to its customers’ loyalty, effectiveness, efficiency, quality.
Industry analysis
Food delivery market is part of delivery service. The first meal delivery services are
believed to have been started in wartime London. Many Londoners had lost their homes and
their ability to cook for themselves. In response to this need the WVS (Women's Volunteer
Service) produced meals and delivered them to people who had lost practically everything.
This caring approach was carried on in various areas of the UK where injured servicemen
were provided meals by volunteers in the local vicinity. The business of delivering restaurant
meals to the home is undergoing rapid change as new online platforms race to capture
markets and customers across the Americas, Asia, Europe, and the Middle East.
1, Two types of delivery
Two types of online platforms have risen to fill the food delivery industry. The first type is
the “aggregators,” which emerged roughly 15 years ago; the second is the “new delivery” players,
which appeared in 2013. Both allow consumers to compare menus, scan and post reviews, and
place orders from a variety of restaurants with a single click. The aggregators, which are part of
the traditional-delivery category, simply take orders from customers and route them to restaurants,
which handle the delivery themselves. In contrast, the new-delivery players build their own
logistics networks, providing delivery for restaurants that don’t have their own drivers.
2, Opportunity
The opportunity for new delivery is to extend food delivery to a new group of restaurants
and customers. Rather than competing directly with the aggregators, new-delivery players are
expanding the overall market. However, it is possible that in the future even lower-end traditionaldelivery restaurants will migrate to new delivery because they will find it more cost efficient to
outsource logistics; thus, new delivery poses at least a potential threat of disruption to the
aggregators. The growth in new delivery is driven by two sources of consumer demand. This first
is as a substitution for dining in a restaurant. With new delivery, consumers can dine at home with
the same quality food they would enjoy at a fine restaurant. Some platforms even include
Michelin-starred establishments in their offerings in selected cities. The second source of demand
is as a substitution for meals prepared and consumed at home. In addition, this kind of new food
delivery industry try to make add the whole market together and cut down the cost of advertising
for the stores. And at the certain area there will be an optimum competition for supplying best
service or food.
The data form the McKinsey&Company shows that the online food-delivery market has a
strong potential in the growth.
McKinsey&Company also gathered the top five food online delivery food service in
Europe. It indicates two of the top five online deliverers, GrubHub and Just Eat, made their IPOs
in 2014. They raised moderate total funding, of less than €100 million, before their IPOs. Delivery
Hero made its IPOs in 2017 June 30. Deliveroo could make its own IPOs in the next year or two.
In 2016, the revenue of the restaurant industry in the United States reached 782.67
billion U.S. dollars, with the fast food industry contributing an estimated 206 billion U.S.
dollars to this figure. Consumer spending on food delivery in 2015 was worth around 30
billion U.S. dollars - four billion U.S. dollars of this was accounted for by online delivery
sales. Delivery services are a popular dining option with U.S. consumers, as a November
2016 survey found that 20 percent of respondents use food delivery at least once a week.
In 2016, around 48 percent of U.S. diners stated that they enjoy using food delivery
services 'very much' or 'quite a lot'. Men seem to prefer ordering food for delivery with 25
percent of male respondents stating that they enjoy using such services 'very much',
compared to only 16 percent of women. (Statista)
Market analysis
Pembroke is a town in Robeson Country, according the statistics of 2010 census the
population of Pembroke is 2,973 and 961 households. The town has the total area of 2.3
square miles, all land. The majority is Native American 88.90%. In the town, 34.8% under
the age of 18, 11.5% from 18 to 24, 25.8%from 25 to 44, 17.6% from 45 to 64, 10.3% older
than 65. The median income for a household in the town was $18,355, and the median
income for a family was $21,218. Males median income versus females’ is $26,875 to
$21,510. About 39.9% of families and 40.7% of the population were below the poverty line,
including 54.3% of those user age 18 and 34.1% of those age 65 over. In addition, Pembroke
is led by the educational service. It was estimated 6,222 students registered which including
5,429 undergraduates ,793 postgraduates and 326 full-time academic staffs. But there are
1028 fully online students which is the 16.5% of UNCP’s total enrollment. That is to say,
there will be still 5520 students and staffs in total.
Age struct
Percentage
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
under 18
18-24
25-44
45-64
over 65 age
There are about 33 restaurants including dessert and drink store. in Pembroke. Most
of the restaurants are American, including Chinese, Italian, Mexican. Only Domino’s Pizza
have the online ordering and delivery service.
Almost all the restaurants are located at downtown on the side of the main street, so
there is no problem on the traffic. Through the analysis of population structure and income of
the town. People between age 18-64 will be the target in the market, and they are 54.9% of
the total population in the town which is 1632 people. And their income is above the poverty
line. 5520 UNCP students and staffs will be a big market for the online ordering and delivery
market as well. Especially for the students who don’t have a car to eat outside or don’t have
time to cook for themselves. According to the analysis, online food ordering and delivery will
have a strong vitality in the Pembroke.
Competition
For the food delivery service, there are two restaurants in the Pembroke supply the
service. They are Domino’s and pizza Hut. Compared with the customers’ address, products
will be delivered from the nearest store. Both of these two services are traditional food
delivery service. It means they will only deliver the product which has been purchased in
there stores, and both of them charge the deliver fee. For Pizza Hut the fees have ballooned to
$2 to $3 in recent years, that money doesn't necessarily go to the person delivering pizza. No
time guarantee. The operation hours 11:00am-10:00pm. It will cost 20- 30 mins to deliver.
Domino’s charges $2 deliver fee. And they have 20 minutes “Guarantee” promotion.
Domino’s will use reasonable endeavors to ensure that the customer’s order is delivered to
the nominated delivery address in under fifteen or twenty minutes (depending on the option
selected by the customer, with the time starting from when the customer’s order is received –
this time can be seen in the confirmation email sent by Domino’s to the email address
associated with the order). If for any reason your order is not delivered in under
fifteen/twenty minutes (as appropriate), you will receive a Domino’s pizza voucher via email
(containing a voucher code) redeemable online only, and redeemable only at the store the
original order was placed with, for one free Traditional, Chef’s Best, or Value Range pizza.
But the deliver fee will not give to the driver as well. Operation hours 10.30am-12:00am.
Marketing Plan
Service
Faster Food is a food related delivery service. Operation hours is 7 days a week 6am12am.
The company supplies an effect and high-quality delivery service for all the
customers. Company has the guarantee the moment the diver get the customers’ ordered
items will be in customers’ hands within 20 minutes. For a higher quality service, customers
can track the driver and the purchased items in the Faster Food app. The name and the cell
phone number of the driver is included. Company also has the service to help customer to
deliver items within the Pembroke town.
Place
The company will be at the downtown of Pembroke. For the convenient and efficient
job to gather the order items from the store.
In most of the condition, customers just need app to order all the services.
Products
The products include Delicious Foods, Fresh Fruits and Vegetables, Drink and
Desserts, On an Errand
Delicious Food: Customers will enter the list of restaurant within the deliver capacity
then select or search the store they want. The food shown in the menus will be exactly same
as the dishes in the restaurant. Sometimes restaurant will offer special combo at a special
price. American, Chinese, Italian, Mexica, Japanese and so on for customers to choose. At
the end of the order, customer can leave the message for their preference on food. Starting
delivery requirement depends on specific stores’ condition.
Fresh Fruits and Vegetables: Customers will be able to get the list of stores which
supply groceries then select or search the store they want. Companies guarantee all the fruits
and vegetables are fresh and the price will be exactly same in the store. Special price
groceries will be list at first. Starting delivery requirement depends on specific stores’
condition.
Drink and Desserts: Customer will need to select or search the store they want. It
includes bakery food, cakes, drinks, ice creams and so on.
On an Errand: First, select the service options: flowers, food, fruit, document, electric
devices, keys, clothes. The weight mush be under 44 lbs. and the price of the items must be
under $455. Company guarantee will keep the customers’ privacy and items delivered at the
aim place will be the same when they are received. After selecting the aiming service,
customers need to fill the picking address, the senders’ cellphone number and the aiming
address, receivers’ cellphone number. The time of picking and tips should be filled as well.
Price
Delicious Food
Fresh Fruits and Vegetables
Faster Food will charge 20% delivery fee
Within 8.8 lbs.
$1.5
from each order
More than 8.8 lbs.
$0.3/ lbs. (exceed)
Drink and Deserts
$2 per order
On an Errand
Within 1.9 miles
$2 per
order
1.9 miles-3miles
$3 per
order
Note: Weight over 11lbs per mile add extra $0.5
Promotion
To encourage the customers to use the Fasters Food’s delivery service. Company will
service free each new user’s first order. In addition, any previous user who share the app to
a new user will get a random amount voucher. Company will also sponsor the activities in
UNCP to promote the reputation and introduce this service to students and professors.
Poster will so be put up in communities, apartments and notice board and so on. The
partner stores will also help company to promote the use of this service.
Company will also put ads on Facebook, Twitter, Instagram and Snapchat. People
who share the experiment with use of Fast Food in the social media will have a chance to
get a random discount in any store.
Website. Faster Food will an official website which customers can order services on
the page. Website will also have a certain amount of vouchers for customers to log in and
collect every Friday.
Operations
Business facilities
Faster Food company will be situated on W 3rd St, Pembroke, NC 28372, a
commercial property for rent. 700 square feet offices. In from of the office, equipped with
sofa and table for receiving guests. Behind the sofa is office with 5 computers and wheelchairs. The print machine is equipment. The back office will be a restroom, a separate office
room and a kitchen. Outside of office is parking area. 5 delivery motors and staffs’ vehicles
park outside.
Policies
Payment policy
All payment must be paid online by customers’ debit card or credit card to Faster Food. No
other payment is acceptable.
Refund policy
All the refund will be completed by 7 workdays.
Customer satisfaction policy
Faster Food will offer a high-quality service within 20 minutes without unexpected factors.
If the customer is not satisfied with the service, the company will send you a free chance to
enjoy the service.
Human resources policies
Employees will be trained and involved in the company’s strategy.
Employees will treat and service each custom fairly and no discrimination at any time.
Workforce plan define and analyzed
All employees will must be under the legal work age. Employees in delivery
apartment will must have driver’s license and at least 1-year experience on driving motor
bike. What’s more employees must familiar with the road in Pembroke town. Combine the
value of company with employees own values to supply the best service for customers.
The owner of the company will in charge of the company. An HR manager who is
experienced in hiring and managing the changes of employees. One clean worker to clean
the inside of office and kitchen. A delivery apartment manager and 5 employees in delivery
apartment is responsible for the clean and the security of motors. Two computer engineers
are responsible for the management of app and official website. An accountant who should
be very intelligent on the financing activities and budget. There will be a purchasing staff
who can be wise on managing the daily cost and purchasing daily supplies.
Organizational chart
Owner
HR
Manager
Accountant
Clean
worker
Department
Manager
2
Computer
engineer
5 Deliver
Management and Organization
Faster Food is operated by the owner, who has the skill of management. Employees are
hired to run the company and managers will be the leader of the employees. They are
efficient, skillful workers to serve customers.
Owner
The owner will take charge of the operation of company with marketing, HR, financial
and commercial functions.
The duties and responsibilities of the owner”
Be a problem finder: be sensitive to the current situation of the operation and find the
problem
Be a leader: the owner should be responsible to all the efficiency of employees and make
sure everyone is given clear target.
Be a financial analyst: oversee the financial situation and make the correct budget.
Be a marketer: make sure the brand can access the market by using the right decision
Be a HR manager: hire, train the employees and make sure they are skillful
Deliver
The five employees will work at the department of delivery. Each of them should have
the enough experience of driving motorbike, patience and value. The selection will focus on
the long-term development and the value of employees along with the core value of the
company. All of them should have an entire realization of the duty of delivery person and
have at least 2-year driving experience. The should also be required some basic knowledge
of how to fix motorbikes, keep the bike clean and the security of the motor.
Web master
The two computer engineers should be responsible for the web-site, app and update
the social media on time. Make sure customers will have the accurate information. The
operation of app and web-site should be guaranteed.
Long term development
Faster Food wants to dominate the food related and other delivery service business
in North Carolina. The state has a population of 9,278,237 with 41% between 18 and 54. So
the company expects to make the most of this large target market and hopes to expand its
activity by serving more delivery service all over the state, with operation facilities in
Fayetteville, Raleigh, Charlotte, Greenville, Wilmington, and their surroundings. The goal
would be to have facilities all managed independently by a manager.
Financial Statement
The following statements, calculations and assumptions are made for a 12-month
period excepted for the income statement that will be forecast for the three first years. It
will be a forecast as accurate and realistic as possible. The accounting system will be based
on an accrual-basis method recording the income and expanses when they are incurred.
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