Columbia Cleaners is going to provide the following services for customers with free home pick-up and delivery in the Hillsboro area:
Operations plan
There are two ways for customers to take part in the service. Customers can sign contracts with Columbia Cleaners to get regularly scheduled service, or, if it is more convenient, they can order over the telephone or via e-mail.
Customers can choose payment either at the time of each delivery, or by monthly credit card billing. We will send statements to each contract customer, itemizing service fees and the charge for the service to their credit cards for payment, at the end of each month.
No retail shop will be rented in order to reduce the operation cost. An operations facility for installing machines and equipment, washing and cleaning activities, and storing not yet cleaned and cleaned garments and items is needed. The operations facility will require about 2,000 square feet divided into four main sections as following:
The whole operation process will be controlled and monitored by a laundry expert employee, and generally managed by the business owner.
It is necessary to establish the reasons for choosing the dry cleaning, laundry, and alteration service before doing the market research and marketing plan. “Laundries and Dry Cleaners rated in the top ten enterprises with the lowest failure rate.” http://www.mindspring.com/~jimgirone/cleanpage/desire.html
We will be targeting both full-time and part-time employed customers who would value the convenience of our service. Demographic research shows that the total population of the Hillsboro-Beaverton area is about 350,000, of which about 250,000 are in the labor force. Of the later, approx. 220,000 are employed full time, 20,000 are employed part time and the rest are unemployed, as summarized in the table below.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Full-time employees | 2% | 220,000 | 224,400 | 228,888 | 233,466 | 238,135 | 2.00% |
Part-time employees | 2% | 20,000 | 20,400 | 20,808 | 21,224 | 21,649 | 2.00% |
Other | 0% | 10,000 | 10,000 | 10,000 | 10,000 | 10,000 | 0.00% |
Total | 1.92% | 250,000 | 254,800 | 259,696 | 264,690 | 269,784 | 1.92% |
The table in the previous topic shows estimated percentages of Hillsboro-Beaverton residents working full time in 2004, which is a lot higher than that of those working part-time. Employment, income, and GDP trends show an increase over the past several years as well. This results in increasing standard of living, which in turn leaves people having less time to do their housework (including laundry) in Hillsboro. They are often tired after the whole day of working and tend to spend money to hire someone else to do the housework for them. Moreover, the demand on clothes of these working people (particularly professionals) usually increases proportionately with their income. Buying more clothes, especially expensive clothes, makes them pay more attention to the care and cleaning of those garments. With careful research, this business focuses on working and professional class customers as a target segment market.
Research shows that one of the key factors in choosing a personal service, such as laundry and dry cleaning, is not price but the convenience of the service. As stated above, with the growth of discretionary income people tend to choose services based on how much time and effort the service will save them. Although there are several conventional drop-off dry cleaning/laundry service providers in the area, Columbia Cleaners will primarily market its convenient pickup/delivery service to those busy individuals who are willing to appreciate such service, as it saves them time for other endeavors.
The personal service industry is very fragmented overall. The Metropolitan Portland area is no exception to that, with numerous small providers servicing the community’s needs for laundry and dry cleaning. In the city of Hillsboro there are about half-dozen dry cleaners, some of which also provide laundry and garment alteration services. However, almost none of them, except Convenient Door-to-Door Dry Cleaning, provide the convenience of the door-to-door service.
Competition in the dry cleaning/laundry business in the Hillsboro area is not fierce. Research shows that there are seven dry cleaners in the city of Hillsboro, almost all of them offering the traditional drop-off service. The only competitor offering the convenience of the door-to-door service is Convenient Door-to-Door Dry Cleaning that provides dry cleaning and shoe repair services. We believe that initially this will be our major local competitor. We also believe that we will be able to win customers from our regular, drop-off competitors by enhancing the clients’ peace of mind though a new level of convenience and saving their time.
The following areas will be monitored to evaluate the business performance:
The business success will depend on quality and convenience of the service, customer opinions, and competitor response.
The business provides a new door-to-door dry cleaning, laundry, and alteration service in Hillsboro that will surely attract customer attention. Working customers may find this service is convenient for them and want to try it. If they are satisfied with the service quality they will likely become repeat customers. When the patronage happens continuously, they become loyal customers of the service. These customers will recommend Columbia Cleaners to their friends and coworkers. As more and more customers use this service, Columbia Cleaners’ image is enhanced and we will gain more and more market share.
If we attain monthly and annual sales at least as forecasted, total costs and expenses, including any unanticipated charges, will not exceed our estimates and therefore the monthly and annual profit will be satisfactorily achieved.
Difficulties and Risks
Columbia Cleaners is a start-up and as such has less experience and begins with no market share at all. Assertive, effective initial marketing efforts will be necessary to gain a customer base. If existing competitors see us as a major threat and they resort to overtly aggressive and debilitating actions it will be very difficult for us to become an established player in the marketplace. Risks caused by competitors are possible, therefore the business has to monitor and evaluate its performance frequently, and collect customer evaluations and suggestions in order to continually improve.
Worst Case Risks
The worst case scenario would be that the business cannot support itself on an ongoing basis. The costs of doing business may be under-estimated, or sales and profit may be less than expected, making the business difficult in finance. Moreover, in case of social economic recession, political changes, or inflation, the business may perform even worse than has been forecasted.
As the U.S. economy recovers and quality of life is increases, people tend to spend more time and money in leisure activities rather than doing their house work. They prefer that someone else does the cleaning work for them. Hillsboro has a population of 70,000 served by seven dry cleaning and laundry shops. These existing shops wait for customers to bring their garments in and pick them up later. Customers have to drive cars to town, find parking places, carry their clothes or large items, such as curtains, blankets, etc. to the shop, and wait to be served. Then they must repeat this boring process when they come to collect their items. Moreover, these shops are only open from 9am – 6pm, and close on Sunday, which are almost the same working hours of offices; most inconvenient for customers especially those with full-time jobs.
By understanding and addressing this need, our new dry cleaning, laundry and alteration service will be established, providing door to door service free of delivery charge. We make our customers’ lives simpler by saving them time, and eliminating waiting in queues, parking problems, forgetting to collect clothes, missing meals, and going home late.
The following is the SWOT analysis for Columbia Cleaners:
Weaknesses:
Opportunities:
Place: Dealing directly with customers, conveniently in the customers’ houses in Hillsboro. We are choosing to not rent a shop in the town center, thereby reducing costs. Columbia Cleaners will receive clothes from and return them to customers’ houses. Requests for urgent situation pickups and deliveries will be accommodated, and a nominal fee charged.
Product: Free home pickup and delivery service, coming to customers’ houses between 6 pm – 9 pm three times per week. We provide convenience and high quality dry cleaning, laundry, and alteration services.
Price: Normally, new businesses set their initial prices lower than their competitors. In our situation however, the business has higher costs for our delivery service and promotions to increase customers’ awareness and establish our brand name. We will set our prices to match those of our competitors. The pricing scheme is based on a per service price. Moreover, the business targets working and professional customers who often pay less attention to price than the quality and convenience of service. Kelvin Clancy (in Kotler, 2003) shows that only between 15 and 35 percent of buyers are price sensitive. People with higher incomes are willing to pay more for features, customer service, quality, and convenience.
We will start off my matching our main competitor’s prices and we will be closely monitoring our financials to make sure that we develop a sustainable business without heavily discounting our services to win customers. All sales inquiries will be initially handled by the business owner. We will also train all our employees, especially those facing the customers, in customer service to make sure that our customers are fully satisfied, as such customers will not only stay longer with us but will also refer other customers to us. We will offer limited discounts to our customers with large recurring orders and also provide incentives for new customer referrals.
The sales forecast gradually increases over the year 2005 and comprises total sales of $324,700. However, in the last three months, October, November and December the sales remain almost level due to possible seasonal factors. Yearly forecasts are summarized in the table below.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Dry Cleaning | $116,892 | $151,960 | $197,548 |
Laundry | $185,079 | $240,603 | $312,784 |
Alteration Services | $22,729 | $29,547 | $38,412 |
Other | $0 | $0 | $0 |
Total Sales | $324,700 | $422,110 | $548,744 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Dry Cleaning | $14,027 | $18,235 | $23,706 |
Laundry | $14,806 | $19,248 | $25,023 |
Alteration Services | $6,819 | $8,864 | $11,524 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $35,652 | $46,348 | $60,252 |
The owner of the business will be director and accountant, working full time. A laundry expert will be employed and will be in charge of the operation and the quality of garment cleaning. Workers will report the laundry expert who reports to the owner.
Through consultations with a dry cleaning consultant, the term of reference of a laundry expert and workers are prepared. Employment information will be advertised in local newspapers. The laundry expert and two part-time workers who have experience in laundry work will be employed.
The laundry expert will be in charge of the operation and the quality of garment cleaning. Workers will be responsible for cleaning and classifying work and have duty to report daily work to the laundry expert. The expert has to report their working results and problems to the director.
Two part-time drivers for picking up and delivering clothes work from 5:30 pm – 9:30 pm three times a week.
The staff should be able to carry out working conditions and requirements:
Number of staff and salary in the period of January to March 2005:
Owner | Full-time | 1 | 23 | 40 |
Laundry expert | Full-time | 1 | 12 | 40 |
Workers | Part-time | 2 | 9 | 48 |
Drivers | Part-time | 2 | 7 | 24 |
Total | 6 | 51 | 152 |
From April 2005, the business has more customers and becomes busier, thus new staff (a worker and a driver) are employed. The business prefers to hire extra part-time workers and drivers sharing the total needed working hours. In case one of them becomes sick or busy, other staff can replace him therefore the working process will not be effected.
An average 5% increase in all salaries is planned for the following two years of operations.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Director/Accountant | $48,000 | $50,400 | $52,920 |
Laundry expert | $24,960 | $26,208 | $27,518 |
Worker-1 | $11,232 | $11,794 | $12,383 |
Worker-2 | $11,232 | $11,794 | $12,383 |
Worker-3 | $8,424 | $8,845 | $9,287 |
Driver-1 | $4,368 | $4,586 | $4,816 |
Driver-2 | $4,368 | $4,586 | $4,816 |
Driver-3 | $3,276 | $3,440 | $3,612 |
Other | $0 | $0 | $0 |
Total People | 8 | 8 | 8 |
Total Payroll | $115,860 | $121,653 | $127,736 |
The following topics, the cash flow statement, profit and loss account, and balance sheet have been built using forecasted information which is as accurate and realistic as possible. Sales increase gradually over the 12 months showing the positive trend of sales. Columbia Cleaners is steadily gaining market share. Gross profit and net profit rise proportionately to sales revenue. The financial statements show that the business runs quite well and achieves expected results.
Startup expenses will be funded through a combination of owner’s equity capital and a commercial loan, as summarized in the table below.
The owner will invest $40,000 in the business. Additional capital for the business in the amount of $20,000 will be borrowed from a bank.
The lending plan has to be completed and submitted to the bank 6 months before starting the business. The loan will be needed two months in advance. Annual interest of 10% has to be paid on the long-term loans secured with fixed assets.
Start-up Funding | |
Start-up Expenses to Fund | $23,000 |
Start-up Assets to Fund | $27,000 |
Total Funding Required | $50,000 |
Assets | |
Non-cash Assets from Start-up | $17,000 |
Cash Requirements from Start-up | $10,000 |
Additional Cash Raised | $10,000 |
Cash Balance on Starting Date | $20,000 |
Total Assets | $37,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $20,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $20,000 |
Capital | |
Planned Investment | |
J.C. Copperbeech | $40,000 |
Other investors | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $40,000 |
Loss at Start-up (Start-up Expenses) | ($23,000) |
Total Capital | $17,000 |
Total Capital and Liabilities | $37,000 |
Total Funding | $60,000 |
The monthly break-even point of the business is calculated below. As revenue becomes higher than break-even point, the business starts to harvest the profit. As forecasted, the total demand on dry cleaning and laundry service continues to rise in the following years; therefore, if the service satisfies its customers, increases new customers and retains customer loyalty, the profit will continue to go up.
Break-even Analysis | |
Monthly Revenue Break-even | $19,205 |
Assumptions: | |
Average Percent Variable Cost | 11% |
Estimated Monthly Fixed Cost | $17,097 |
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $324,700 | $422,110 | $548,744 |
Subtotal Cash from Operations | $324,700 | $422,110 | $548,744 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $324,700 | $422,110 | $548,744 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $115,860 | $121,653 | $127,736 |
Bill Payments | $133,714 | $191,828 | $245,003 |
Subtotal Spent on Operations | $249,574 | $313,481 | $372,739 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $334 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $10,000 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $259,908 | $313,481 | $372,739 |
Net Cash Flow | $64,792 | $108,629 | $176,005 |
Cash Balance | $84,792 | $193,421 | $369,426 |
The table below outlines our projected profit and loss statements for the first three years of operation. In general, the business might meet some difficulties in the beginning months but after that the business grows as expected and produces a small profit at the end of the year. It is not necessary for the business to gain high profit in the first year. Nevertheless, we are expecting to make a small profit the first year. Our second and third year net profits are expected to grow quite a bit, as shown below.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $324,700 | $422,110 | $548,744 |
Direct Cost of Sales | $35,652 | $46,348 | $60,252 |
Other Costs of Sales | $0 | $0 | $0 |
Total Cost of Sales | $35,652 | $46,348 | $60,252 |
Gross Margin | $289,048 | $375,762 | $488,492 |
Gross Margin % | 89.02% | 89.02% | 89.02% |
Expenses | |||
Payroll | $115,860 | $121,653 | $127,736 |
Marketing/Promotion | $2,250 | $2,700 | $3,000 |
Depreciation | $4,500 | $4,000 | $5,000 |
Rent | $14,400 | $15,000 | $16,000 |
Utilities | $11,100 | $12,000 | $13,000 |
Telecommunications | $4,800 | $5,000 | $5,500 |
Insurance | $10,200 | $11,000 | $12,000 |
Payroll Taxes | $0 | $0 | $0 |
Maintenance | $1,200 | $1,500 | $2,000 |
Gas | $5,250 | $6,500 | $7,500 |
Equipment lease | $20,000 | $20,000 | $20,000 |
Office cleaning | $3,600 | $4,000 | $5,000 |
Other | $12,000 | $20,000 | $30,000 |
Total Operating Expenses | $205,160 | $223,353 | $246,736 |
Profit Before Interest and Taxes | $83,888 | $152,409 | $241,756 |
EBITDA | $88,388 | $156,409 | $246,756 |
Interest Expense | $1,967 | $1,967 | $1,967 |
Taxes Incurred | $24,576 | $45,133 | $71,937 |
Net Profit | $57,345 | $105,310 | $167,853 |
Net Profit/Sales | 17.66% | 24.95% | 30.59% |
The table below shows the balance sheet annual figures for the first three years of operation. First year monthly figures are presented in the appendix.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $84,792 | $193,421 | $369,426 |
Inventory | $4,008 | $5,210 | $6,773 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $88,800 | $198,631 | $376,199 |
Long-term Assets | |||
Long-term Assets | $25,000 | $25,000 | $25,000 |
Accumulated Depreciation | $4,500 | $8,500 | $13,500 |
Total Long-term Assets | $20,500 | $16,500 | $11,500 |
Total Assets | $109,300 | $215,131 | $387,699 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $15,289 | $15,810 | $20,525 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $15,289 | $15,810 | $20,525 |
Long-term Liabilities | $19,666 | $19,666 | $19,666 |
Total Liabilities | $34,955 | $35,476 | $40,191 |
Paid-in Capital | $40,000 | $40,000 | $40,000 |
Retained Earnings | ($23,000) | $34,345 | $139,655 |
Earnings | $57,345 | $105,310 | $167,853 |
Total Capital | $74,345 | $179,655 | $347,508 |
Total Liabilities and Capital | $109,300 | $215,131 | $387,699 |
Net Worth | $74,345 | $179,655 | $347,508 |
Business ratios for the years of this plan are shown below. Industry profile ratios for Commercial Drycleaning and Laundry Collection and Distribution Establishments, based on the Standard Industrial Classification code 7216.9903, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 30.00% | 30.00% | 4.37% |
Percent of Total Assets | ||||
Inventory | 3.67% | 2.42% | 1.75% | 4.37% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 38.35% |
Total Current Assets | 81.24% | 92.33% | 97.03% | 55.47% |
Long-term Assets | 18.76% | 7.67% | 2.97% | 44.53% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 13.99% | 7.35% | 5.29% | 22.38% |
Long-term Liabilities | 17.99% | 9.14% | 5.07% | 24.56% |
Total Liabilities | 31.98% | 16.49% | 10.37% | 46.94% |
Net Worth | 68.02% | 83.51% | 89.63% | 53.06% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 89.02% | 89.02% | 89.02% | 100.00% |
Selling, General & Administrative Expenses | 71.36% | 64.07% | 58.43% | 77.90% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 2.06% |
Profit Before Interest and Taxes | 25.84% | 36.11% | 44.06% | 2.41% |
Main Ratios | ||||
Current | 5.81 | 12.56 | 18.33 | 1.70 |
Quick | 5.55 | 12.23 | 18.00 | 1.28 |
Total Debt to Total Assets | 31.98% | 16.49% | 10.37% | 61.40% |
Pre-tax Return on Net Worth | 110.19% | 83.74% | 69.00% | 4.39% |
Pre-tax Return on Assets | 74.95% | 69.93% | 61.85% | 11.38% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 17.66% | 24.95% | 30.59% | n.a |
Return on Equity | 77.13% | 58.62% | 48.30% | n.a |
Activity Ratios | ||||
Inventory Turnover | 11.85 | 10.06 | 10.06 | n.a |
Accounts Payable Turnover | 9.75 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 30 | 27 | n.a |
Total Asset Turnover | 2.97 | 1.96 | 1.42 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.47 | 0.20 | 0.12 | n.a |
Current Liab. to Liab. | 0.44 | 0.45 | 0.51 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $73,511 | $182,821 | $355,674 | n.a |
Interest Coverage | 42.66 | 77.50 | 122.93 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.34 | 0.51 | 0.71 | n.a |
Current Debt/Total Assets | 14% | 7% | 5% | n.a |
Acid Test | 5.55 | 12.23 | 18.00 | n.a |
Sales/Net Worth | 4.37 | 2.35 | 1.58 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Dry Cleaning | 0% | $4,176 | $5,364 | $6,156 | $8,280 | $9,216 | $9,720 | $10,728 | $11,520 | $12,456 | $12,924 | $13,212 | $13,140 |
Laundry | 0% | $6,612 | $8,493 | $9,747 | $13,110 | $14,592 | $15,390 | $16,986 | $18,240 | $19,722 | $20,463 | $20,919 | $20,805 |
Alteration Services | 0% | $812 | $1,043 | $1,197 | $1,610 | $1,792 | $1,890 | $2,086 | $2,240 | $2,422 | $2,513 | $2,569 | $2,555 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $11,600 | $14,900 | $17,100 | $23,000 | $25,600 | $27,000 | $29,800 | $32,000 | $34,600 | $35,900 | $36,700 | $36,500 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Dry Cleaning | 12% | $501 | $644 | $739 | $994 | $1,106 | $1,166 | $1,287 | $1,382 | $1,495 | $1,551 | $1,585 | $1,577 |
Laundry | 8% | $529 | $679 | $780 | $1,049 | $1,167 | $1,231 | $1,359 | $1,459 | $1,578 | $1,637 | $1,674 | $1,664 |
Alteration Services | 30% | $244 | $313 | $359 | $483 | $538 | $567 | $626 | $672 | $727 | $754 | $771 | $767 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $1,274 | $1,636 | $1,878 | $2,525 | $2,811 | $2,965 | $3,272 | $3,514 | $3,799 | $3,942 | $4,030 | $4,008 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Director/Accountant | 0% | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
Laundry expert | 0% | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 | $2,080 |
Worker-1 | 0% | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 |
Worker-2 | 0% | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 |
Worker-3 | 0% | $0 | $0 | $0 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 | $936 |
Driver-1 | 0% | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 |
Driver-2 | 0% | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 |
Driver-3 | 0% | $0 | $0 | $0 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 | $364 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 6 | 6 | 6 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | |
Total Payroll | $8,680 | $8,680 | $8,680 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $11,600 | $14,900 | $17,100 | $23,000 | $25,600 | $27,000 | $29,800 | $32,000 | $34,600 | $35,900 | $36,700 | $36,500 | |
Direct Cost of Sales | $1,274 | $1,636 | $1,878 | $2,525 | $2,811 | $2,965 | $3,272 | $3,514 | $3,799 | $3,942 | $4,030 | $4,008 | |
Other Costs of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $1,274 | $1,636 | $1,878 | $2,525 | $2,811 | $2,965 | $3,272 | $3,514 | $3,799 | $3,942 | $4,030 | $4,008 | |
Gross Margin | $10,326 | $13,264 | $15,222 | $20,475 | $22,789 | $24,035 | $26,528 | $28,486 | $30,801 | $31,958 | $32,670 | $32,492 | |
Gross Margin % | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | 89.02% | |
Expenses | |||||||||||||
Payroll | $8,680 | $8,680 | $8,680 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | |
Marketing/Promotion | $150 | $150 | $150 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Depreciation | $250 | $250 | $250 | $417 | $417 | $417 | $417 | $417 | $417 | $417 | $417 | $417 | |
Rent | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | |
Utilities | $700 | $700 | $700 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Telecommunications | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | |
Insurance | $700 | $700 | $700 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Maintenance | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | |
Gas | $250 | $250 | $250 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Equipment lease | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | $1,667 | |
Office cleaning | 15% | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 |
Other | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Total Operating Expenses | $15,397 | $15,397 | $15,397 | $17,663 | $17,663 | $17,663 | $17,663 | $17,663 | $17,663 | $17,663 | $17,663 | $17,663 | |
Profit Before Interest and Taxes | ($5,070) | ($2,133) | ($174) | $2,811 | $5,126 | $6,372 | $8,865 | $10,823 | $13,138 | $14,295 | $15,007 | $14,829 | |
EBITDA | ($4,820) | ($1,883) | $76 | $3,228 | $5,542 | $6,789 | $9,281 | $11,240 | $13,554 | $14,712 | $15,424 | $15,246 | |
Interest Expense | $164 | $164 | $164 | $164 | $164 | $164 | $164 | $164 | $164 | $164 | $164 | $164 | |
Taxes Incurred | ($1,570) | ($689) | ($101) | $794 | $1,489 | $1,862 | $2,610 | $3,198 | $3,892 | $4,239 | $4,453 | $4,400 | |
Net Profit | ($3,664) | ($1,608) | ($237) | $1,853 | $3,473 | $4,346 | $6,091 | $7,461 | $9,082 | $9,892 | $10,390 | $10,266 | |
Net Profit/Sales | -31.59% | -10.79% | -1.38% | 8.06% | 13.57% | 16.10% | 20.44% | 23.32% | 26.25% | 27.55% | 28.31% | 28.12% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $11,600 | $14,900 | $17,100 | $23,000 | $25,600 | $27,000 | $29,800 | $32,000 | $34,600 | $35,900 | $36,700 | $36,500 | |
Subtotal Cash from Operations | $11,600 | $14,900 | $17,100 | $23,000 | $25,600 | $27,000 | $29,800 | $32,000 | $34,600 | $35,900 | $36,700 | $36,500 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $11,600 | $14,900 | $17,100 | $23,000 | $25,600 | $27,000 | $29,800 | $32,000 | $34,600 | $35,900 | $36,700 | $36,500 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $8,680 | $8,680 | $8,680 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | $9,980 | |
Bill Payments | $202 | $6,108 | $7,526 | $8,740 | $11,419 | $12,029 | $12,452 | $13,646 | $14,418 | $15,419 | $15,763 | $15,995 | |
Subtotal Spent on Operations | $8,882 | $14,788 | $16,206 | $18,720 | $21,399 | $22,009 | $22,432 | $23,626 | $24,398 | $25,399 | $25,743 | $25,975 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $334 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $10,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $9,216 | $14,788 | $16,206 | $28,720 | $21,399 | $22,009 | $22,432 | $23,626 | $24,398 | $25,399 | $25,743 | $25,975 | |
Net Cash Flow | $2,384 | $112 | $894 | ($5,720) | $4,201 | $4,991 | $7,368 | $8,374 | $10,202 | $10,501 | $10,957 | $10,525 | |
Cash Balance | $22,384 | $22,496 | $23,390 | $17,671 | $21,872 | $26,863 | $34,232 | $42,606 | $52,808 | $63,310 | $74,267 | $84,792 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $20,000 | $22,384 | $22,496 | $23,390 | $17,671 | $21,872 | $26,863 | $34,232 | $42,606 | $52,808 | $63,310 | $74,267 | $84,792 |
Inventory | $2,000 | $1,726 | $1,636 | $1,878 | $2,525 | $2,811 | $2,965 | $3,272 | $3,514 | $3,799 | $3,942 | $4,030 | $4,008 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $22,000 | $24,111 | $24,132 | $25,268 | $20,196 | $24,683 | $29,828 | $37,504 | $46,120 | $56,607 | $67,251 | $78,297 | $88,800 |
Long-term Assets | |||||||||||||
Long-term Assets | $15,000 | $15,000 | $15,000 | $15,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 |
Accumulated Depreciation | $0 | $250 | $500 | $750 | $1,167 | $1,583 | $2,000 | $2,417 | $2,833 | $3,250 | $3,667 | $4,083 | $4,500 |
Total Long-term Assets | $15,000 | $14,750 | $14,500 | $14,250 | $23,833 | $23,417 | $23,000 | $22,583 | $22,167 | $21,750 | $21,333 | $20,917 | $20,500 |
Total Assets | $37,000 | $38,861 | $38,632 | $39,518 | $44,029 | $48,100 | $52,828 | $60,087 | $68,286 | $78,357 | $88,585 | $99,213 | $109,300 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $5,858 | $7,238 | $8,360 | $11,018 | $11,615 | $11,998 | $13,166 | $13,904 | $14,894 | $15,229 | $15,468 | $15,289 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $5,858 | $7,238 | $8,360 | $11,018 | $11,615 | $11,998 | $13,166 | $13,904 | $14,894 | $15,229 | $15,468 | $15,289 |
Long-term Liabilities | $20,000 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 | $19,666 |
Total Liabilities | $20,000 | $25,524 | $26,904 | $28,026 | $30,684 | $31,281 | $31,664 | $32,832 | $33,570 | $34,560 | $34,895 | $35,134 | $34,955 |
Paid-in Capital | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 |
Retained Earnings | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) | ($23,000) |
Earnings | $0 | ($3,664) | ($5,272) | ($5,508) | ($3,655) | ($182) | $4,164 | $10,254 | $17,716 | $26,798 | $36,689 | $47,079 | $57,345 |
Total Capital | $17,000 | $13,336 | $11,729 | $11,492 | $13,345 | $16,819 | $21,164 | $27,255 | $34,716 | $43,798 | $53,690 | $64,080 | $74,345 |
Total Liabilities and Capital | $37,000 | $38,861 | $38,632 | $39,518 | $44,029 | $48,100 | $52,828 | $60,087 | $68,286 | $78,357 | $88,585 | $99,213 | $109,300 |
Net Worth | $17,000 | $13,336 | $11,729 | $11,492 | $13,345 | $16,819 | $21,164 | $27,255 | $34,716 | $43,798 | $53,690 | $64,080 | $74,345 |
Fill-in-the-blanks and automatic financials make it easy.
No thanks, I prefer writing 40-page documents.
Discover the world’s #1 plan building software
How to open a box lunch delivery service, how to open a yogurt shop.
A dry cleaning drop-off business offers a convenience to local residents and busy professionals without burdening you with the cleaning process itself. The key to developing a successful business means you must find ways to let people know you offer drop-off services and point out how you save them time and effort. Creating a business plan helps you arrive at those answers, while also giving you a guide on how to manage your business once you open the doors.
Look at the market to determine the potential business opportunity. Your market should either work or live within a few miles of your store, or your location should be near a major traffic area that people must use to commute. Determine what type of people you’ll attract to your business, middle to upper class residents, hotel guests or business professionals. Your target market may also consist of concierges and personal assistants who manage their client’s dry cleaning needs.
Even though you won’t provide dry cleaning itself, businesses that handle cleaning are your competitors. Laundry facilities with drop-off services are also competing with you. Find out how many customers these businesses attract on a daily and weekly basis, what they charge, their opening hours and their marketing tactics. This information will help you find a competitive niche that makes your drop-off business the obvious choice to your target market.
Create a relationship with a local dry cleaning facility so you can set your own prices. You’ll need a store front with easy parking or a drive-up window. The inside of the store needs a large hanging area or a conveyer belt to hold all of the clothes that are returned clean. The space should include room to check and re-bag items returned from the cleaners. You’ll need to create a tagging system so you can match up the customer’s half of the ticket with the clean clothing. You’ll also need a cash register and a credit card system if you plan to accept payment other than cash.
Explain how you plan to operate on a day-to-day basis, and include your hours of service, making them convenient for busy professionals, such as staying open late into the evening and opening early in the morning. If you plan to hire employees, discuss the qualifications you’ll need. Explain your own background as the owner, and detail any past experience you have in opening a personal service or working with a dry cleaning company.
Attracting customers requires a mix of online and offline marketing, including setting up a website and social media pages so you can let people know you provide drop-off service. The business will need signage both on the front of the store and on sandwich boards placed on the sidewalk to make people aware of your services. Include a plan for advertising in local print publications, and plan on running promotions, such as bring drop off four items, get one item cleaned for free, to drum up interest.
Nancy Wagner is a marketing strategist and speaker who started writing in 1998. She writes business plans for startups and established companies and teaches marketing and promotional tactics at local workshops. Wagner's business and marketing articles have appeared in "Home Business Journal," "Nation’s Business," "Emerging Business" and "The Mortgage Press," among others. She holds a B.S. from Eastern Illinois University.
How to write a business plan for car valeting, how to open a laundry & dry cleaning business, how to write a business plan for retail designer hats, how to make a business plan for a pool hall, how to make a haunted house business plan, budget for a grand opening, things to consider when starting a used clothing store, how to open a laundry business, owning an automotive service shop, most popular.
Starting a dry cleaning business can be an exciting endeavor, but it can also be overwhelming. With the right planning and guidance, however, you can have the knowledge and confidence to make the best decisions for your business. The #1 Dry Cleaners Business Plan Template & Guidebook is an invaluable tool that provides owners with strategies, templates, and guidance to create a comprehensive plan and launch a successful dry cleaning business.
Get worry-free services and support to launch your business starting at $0 plus state fees.
1. describe the purpose of your dry cleaners business..
The first step to writing your business plan is to describe the purpose of your dry cleaners business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers’ problems. It also helps you identify what makes your business different from others in its industry.
It also helps to include a vision statement so that readers can understand what type of company you want to build.
Here is an example of a purpose mission statement for a dry cleaners business:
Our mission at [Name], Dry Cleaners is to provide our customers with the highest quality dry-cleaning services while also ensuring outstanding customer service. We strive to make sure that all of our products meet or exceed industry standards and that our customer's satisfaction is always guaranteed. As a local dry-cleaning business, we are committed to being an integral part of the community by treating all customers with fairness, respect, and integrity.
The next step is to outline your products and services for your dry cleaners business.
When you think about the products and services that you offer, it's helpful to ask yourself the following questions:
You may want to do a comparison of your business plan against those of other competitors in the area, or even with online reviews. This way, you can find out what people like about them and what they don’t like, so that you can either improve upon their offerings or avoid doing so altogether.
If you don't have a marketing plan for your dry cleaners business, it's time to write one. Your marketing plan should be part of your business plan and be a roadmap to your goals.
A good marketing plan for your dry cleaners business includes the following elements:
Next, you'll need to build your operational plan. This section describes the type of business you'll be running, and includes the steps involved in your operations.
In it, you should list:
The second part of your dry cleaners business plan is to develop a management and organization section.
This section will cover all of the following:
This section should be broken down by month and year. If you are still in the planning stage of your business, it may be helpful to estimate how much money will be needed each month until you reach profitability.
Typically, expenses for your business can be broken into a few basic categories:
Startup Costs
Startup costs are typically the first expenses you will incur when beginning an enterprise. These include legal fees, accounting expenses, and other costs associated with getting your business off the ground. The amount of money needed to start a dry cleaners business varies based on many different variables, but below are a few different types of startup costs for a dry cleaners business.
Running & Operating Costs
Running costs refer to ongoing expenses related directly with operating your business over time like electricity bills or salaries paid out each month. These types of expenses will vary greatly depending on multiple variables such as location, team size, utility costs, etc.
Marketing & Sales Expenses
You should include any costs associated with marketing and sales, such as advertising and promotions, website design or maintenance. Also, consider any additional expenses that may be incurred if you decide to launch a new product or service line. For example, if your dry cleaners business has an existing website that needs an upgrade in order to sell more products or services, then this should be listed here.
A financial plan is an important part of any business plan, as it outlines how the business will generate revenue and profit, and how it will use that profit to grow and sustain itself. To devise a financial plan for your dry cleaners business, you will need to consider a number of factors, including your start-up costs, operating costs, projected revenue, and expenses.
Here are some steps you can follow to devise a financial plan for your dry cleaners business plan:
Why do you need a business plan for a dry cleaners business.
A business plan for a dry cleaners business is necessary for a number of reasons. Firstly, it will enable the business owner to establish their goals and objectives for the business, including setting out a long-term vision. Secondly, the business plan will help to identify the resources needed to get the business off the ground, such as financial resources, equipment and personnel. Thirdly, it will enable a clear understanding of the marketplace and competitors, as well as pinpointing an effective marketing strategy. Finally, a business plan is essential for financing purposes as lenders or investors looks to it as an indication of how profitable the dry cleaning business can be in the future.
You should ask for help from a business consultant or financial advisor who specializes in small business planning. They can help you structure your business plan, outline your goals and strategies, and advise on the best way to move forward.
Generally, creating a business plan for a dry cleaning business requires an in-depth knowledge of the industry and financial planning. Writing an effective plan requires research, financial analysis, and an understanding of the market. It can be a time-consuming and challenging process. Therefore, it is advisable to seek assistance from experienced professionals or use online business planning software to create the plan.
We're newfoundr.com, dedicated to helping aspiring entrepreneurs succeed. As a small business owner with over five years of experience, I have garnered valuable knowledge and insights across a diverse range of industries. My passion for entrepreneurship drives me to share my expertise with aspiring entrepreneurs, empowering them to turn their business dreams into reality.
Through meticulous research and firsthand experience, I uncover the essential steps, software, tools, and costs associated with launching and maintaining a successful business. By demystifying the complexities of entrepreneurship, I provide the guidance and support needed for others to embark on their journey with confidence.
From assessing market viability and formulating business plans to selecting the right technology and navigating the financial landscape, I am dedicated to helping fellow entrepreneurs overcome challenges and unlock their full potential. As a steadfast advocate for small business success, my mission is to pave the way for a new generation of innovative and driven entrepreneurs who are ready to make their mark on the world.
COMMENTS
Writing a dry cleaning business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan.
Dry Cleaning Business Plan Template. Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their dry cleaning businesses. On this page, we will first give you some background information with regards to the importance of business planning.
Store design/build: $150,000. Three months of overhead expenses (payroll, rent, utilities): $150,000. Marketing costs: $50,000. Working capital: $50,000. Easily complete your Dry Cleaning business plan! Download the Dry Cleaning business plan template (including a customizable financial model) to your computer here <-.
Creating a business plan is essential for ensuring the success of a new project, such as a dry cleaning business. It provides an opportunity to identify potential risks and develop strategies to address them before starting the business. In short, a good business plan will help ensure the profitability of your dry cleaning business.
The Plan. Our dry cleaning business plan is structured to cover essential aspects vital for a comprehensive strategic framework. It details the business's operational processes, marketing strategies, market analysis, competitive landscape, management team, and financial projections. Executive Summary: Offers an overview of your dry cleaning ...
Calculate how much you need to start. On average, the initial capital needed to open a dry cleaning business can vary significantly, ranging from approximately $20,000 to $100,000 for a modest operation to $150,000 to $500,000 for a full-service dry cleaner in a prime location with state-of-the-art equipment.
Creating a Business Plan for Your Dry Cleaning Business. A business plan is crucial for your dry cleaning business. It secures funding, attracts investors, and guides you through startup and operation. It takes time, but the effort pays off with a clear vision and necessary insights. You can start from scratch, use templates, or hire professionals.
Operations Plan: Detail the day-to-day operations of the dry cleaning business, covering aspects such as equipment, suppliers, staffing, and quality control measures. Financial Plan: Present a comprehensive financial plan, including startup costs, revenue projections, profit margins, and a break-even analysis, demonstrating the financial ...
Let's explore the key steps involved in setting up your own dry cleaning business: 1. Research and Planning. Before diving into the world of starting a dry cleaning business, conducting thorough research and careful planning is crucial. This phase includes market research and developing a comprehensive business plan.
Dry Cleaning Business Plan Template. If you want to start a successful dry cleaning business or expand your current dry cleaning service, you need a business plan. Fortunately, you're in the right place. Our team has helped develop over 100,000 business plans over the past 20 years, including thousands of dry cleaning business plans.
Creating a Business Plan. A business plan details all you're going to do and the steps you plan to take to succeed. Think of it as a guiding roadmap to help you start, run, and grow your dry cleaning business. You can also submit your business plan to others to gain investors or funding for your new venture.
Start a laundry and dry cleaning business by following these 10 steps: Plan your Laundry and Dry Cleaning Business. Form your Laundry and Dry Cleaning Business into a Legal Entity. Register your Laundry and Dry Cleaning Business for Taxes. Open a Business Bank Account & Credit Card.
1. Describe the Purpose of Your Dry Cleaning Business. The first step to writing your business plan is to describe the purpose of your dry cleaning business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers ...
Dry Cleaning - UK Only - Business Plan. Guildford Dry Cleaning Services will provide dry cleaning, laundry, and garment alterations, offered with regular home pick-up and delivery. (NOTE: This plan was created in the United Kingdom version . Laundromat Business Plan.
Contact your local and state officials to obtain and file the necessary paperwork to start your dry cleaning business. If you plan on hiring a staff, you may also need to contact the Internal Revenue Service to register your business and receive an Employer Identification Number. 3. Rent or purchase equipment.
6. Open a business bank account and secure funding as needed. When starting a dry cleaning business, establishing a solid financial foundation is crucial. Opening a business bank account separates personal finances from business transactions, making it easier to manage cash flow and taxes.
Staffing and Management. Estimated Budget: $12,000 - $25,000 for the first month. When opening a dry cleaning business, the budget for staffing and management plays a crucial role. This budget varies based on the size of your operation, the range of services offered, and the operating hours of your business.
1 Dry cleaning machine - 25 lb. 1 Roller Iron 40 x 12 inch, variable speed and vacuum exhauster. 1 Ironing table with steaming vacuum board, integral 2 gallon boiler, iron, water pump and light. Capital plan: The owner will invest $40,000 in the business.
Create a relationship with a local dry cleaning facility so you can set your own prices. You'll need a store front with easy parking or a drive-up window. The inside of the store needs a large ...
A business plan for a dry cleaners business is necessary for a number of reasons. Firstly, it will enable the business owner to establish their goals and objectives for the business, including setting out a long-term vision. Secondly, the business plan will help to identify the resources needed to get the business off the ground, such as ...
This business plan provides a blueprint for how to start and manage your Dry Cleaning business. Our detailed research and analysis, including interviews with entrepreneurs and stakeholders, will ensure that you plan your future business for success. A business plan is used for various purposes including to (a) Raise funding from investors ...