INSTITUTE OF PUBLIC ADMINISTRATION AND

MANAGEMENT (IPAM)

UNIVERSITY OF SIERRA LEONE

MASTER IN BUSINESS ADMINISTRATION

YEAR TWO (FIRST SEMESTER)

BUSINESS PLANNING (MBA 211)

ASSIGNMENT

SUBMITTED BY:
Idrissa Rogers

ID: PI-19-208
TABLE OF CONTENTS

Executive Summary

1.Introduction …………………………………………………………………………………………………………………………. 1

2. Justification ………………………………………………………………………………………………………………..……….. 1

3. The Business …………………………………………………………………………………………………………………….….. 1

3.1. The Customers ………………………………….……………………….……………………………….…………..2

3.2. Increase our carwash processing speeds …………………………….……………..……………….…..4

3.3. Offer customers servicing options and customizations ………………………...…………..……..4

3.4. Ask customers what they want ……………………………………… ………………..…….………..……..5

3.5. Maximizing our curb appeal …………………………………………………………...……………….….…..5

3.6. Paying attention to the small details ………………………………..………………....………..……….5

3.7. Creating a thoughtful carwash environment ………….………………….……..…………….…….. 6

3.8. Offer the best carwash service …………………………………………….…..……..…….……..………..6

3.9. Management ………………..………………..………………………………………….…..……………..……….6

4. The Business Plan ……………………………………..…………………………………………………………..…..………….8

4.1. Company Summary ……………………..…………… ………………………………………..……..…………..8

4.2. Company Objectives ……………………………… …………….……………………….……………….………8

4.3. Mission Statement ………………………………………………………………………………………….………8

4.4. Company Ownership …………………….…………………………………………………………..…….……..8

4.5. Start-up Plan/Summary …………….…………………………………………………………………….……..8

4.6. Services ………………………………………………………….…………………….……………………………….12

4.7. Market Analysis Summary …………………………..……..…………….……………………………………12

4.7.1. Market Segmentation …………………..……………… ………………..…………………………………12

4.7.2. Target Market Segment Strategy …………………… ………………………..……………………….15

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 4.8. Service Business Analysis …………………………….……………..………………………………………...15

4.9. Competition and Buying Patterns ……………………………………… …………………………..…….16

4.9.1. Competition ………………………………………………………………………...……………………….…..16

4.9.2. Buying Patterns …………………………………………………………..……………..………………….....16

4.10. Strategy and Implementation Summary ……………..…………………………….………………..17

4.11. Competitive Edge ……………….………………………………………………………………..……..……..17

4.11.1. STEP ONE: Analyzing our Operation ……………………………………………………...…….….18

4.11.2. STEP TWO: Analyzing our Customers.………………………………..……….…….…….….…..18

4.11.3. STEP THREE: analyzing our market…………………………………………………….….…….……19

4.11.4. STEP FOUR: Analyzing our competition ……………………………..….………….…..………..19

5. SWOT Analysis ……….…………………..…………………………………………….………….…….………………….……20

6. Sales Strategy ………………………………………………………..………….………………….…...……………..………..23

6.1. Sales Forecast ……………….………….…………………………..…….………..……….……….…..……… 23

6.2. Naive Forecasting …………………………………………..…..…………………………………….………….24

7. Milestones …………………………..………………………………………...…..……………….……………………………. 28

7.1. Validate the business idea ..……………………………………………….…………………..……………..28

7.2. Set up a business bank account ………………….…………………………..……….……………………28

7.3. Secure funding ………………………….…………………………………………….…………………………….28

7.4. Choose the legal structure …………………….………………………………………………………………28

7.5. Finding a location ………………………………………………………………………………………………….28

7.6. Building a business website ………………..………………………………..……………………………….28

7.7 Create a marketing plan ………………………..……………………………………………………………… 29

7.8. Launch our Car Wash Services ……………………………………………………………………………… 29

7.9. Hire employees …………………………………………………………………….……………………………… 29

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 7.10. Growing our customer base ………….…….………………………..………………………………... 29

7.11. Finding a mentor ……………………….……………………………………..…………………………….. 29

8. Management Structure ………………………………………………………………………………..………………….. 32

9. Personnel Plan ……………….………………………………………………………………………………..………………. 34

10. Marketing strategies ………………………………………………………………..……………….……………………. 35

10.1 Develop a loyalty program …………………………………………………………..…………………….35

10.2 Get on social media ………………………………………………………………………………………….. 36

10.3 Send customers a free upgrade ………………………………………..………….…………………… 36

10.4. Updating the company documents ………………………………………………..………………… 37

10.5. Work with the community …………….…….………………………………….….…………………… 37

10.6. Be transparent about offerings ………………………………………………………..………………. 37

11. Financial Plan ……………………………………………………………..…………………………..……….…………….. 38

11.1. Important Assumptions ………………….…………………………….……………….….…………….. 38

11.2. Projected Cash Flow ……….………………………………………………………………….……………. 38

11.3. Projected Profit and Loss ……………………………………….………….…………………….………. 42

12. Conclusion …………………………………………………………………………………….….………………….………… 53

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List of Tables

Table 1: Start-up Requirements

Table 2: Start-up Funding
Table 3: Market Analysis
Table 4: Sales Forecast
Table 5: Milestones and Responsible Person/Department
Table 6: Personnel Plan
Table 7: General Assumptions on Financial Plan
Table 8: Projected Cash Flow
Table 9: Break-even Analysis
Table 10: Yearly Net Profit Calculation
Table 11: Yearly Total Capital and Liabilities
Table 12: Business Ratios
Table 13: Monthly Sales Forecast
Table 14: Monthly Personnel Plan
Table 15: Monthly General Assumptions

List of Figures

Figure 1: Market Analysis of Owners

Figure 2: Sales by Year
Figure 3: Sales by Month
Figure 4: Milestones Achievement Timeline
Figure 5: Net Cash Flow and Cash Balance
Figure 6: Break-even Analysis
Figure 7: Profit Monthly
Figure 8: Profit Yearly

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Executive Summary

This business venture that Idrissa wants to start will be purely based on his research
on the market and giving his background in Commerce, Idrissa also want to challenge
himself to write a Business Plan as well as develop it to a full-blown business that
should succeed.

The mission of ROGY Cash Wash Center is to provide top-notch washing and detail
service for cars and truck owners in the Country. ROGY Car Wash Center will work to
keep employees satisfied in order to maintain impeccable customer service.

Many carwash services sometimes attempt low pricing structures and even offered
great deals frequently to attract and retain customers. But, such a strategy is not
sustainable and won’t give our customers what they really want — and it devalues
services. What customers ultimately want is value for their money. We will always
compete on “value” above all other factors.

While pricing matters, we will offer great value because happy customers will be glad
to pay more for our services for what it’s worth. Therefore, we will increase value for
our carwash and car detailing services.

ROGY Car Wash will be providing customers with three services: exterior car washing,
interior cleaning, and detailing. At the moment ROGY Car Wash has no true
competitors around the communities that are being targeted though there is the
possibility they will emerge in the near future. Our carwash customers will have plenty
of options when it comes to having their cars cleaned. Car owners can choose anything
from fully automatic carwashes to attendant-operated carwashes and car detailing
services. We realize that if we want people to choose our carwash and keep coming
back for years to come, we have to understand exactly what they’re looking for and
implement the most effective techniques to help them get what they want.

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1. Introduction

ROGY Wash Car Center is a new start up hand car wash serving the Peninsular
Communities in the Western Urban District of Sierra Leone. ROGY Car Wash Center
will be run by Idrissa Rogers, as the Chief Executive Officer while a small-scale local
employment of key staff will be done for the startup. Idrissa Rogers has a Bachelor of
Commerce as his first Degree, a Post Graduate Diploma in Procurement, and currently
he is pursuing his Master’s in Business Administration at the Institute of Public
Administration and Management (IPAM). Idrissa also has worked for several non-
governmental organizations like BRAC, GOAL, WFP, MSF, UN Women, and currently
he is Logistics Coordinator at Plan International Sierra Leone. This business venture
that Idrissa wants to start will be purely based on his research on the market and
giving his background in Commerce, Idrissa also want to challenge himself to write a
Business Plan as well as develop it to a full-blown business that should succeed.

2. Justification

After in-depth analysis of our specific market area, statistics on the car wash business,
and detailed evaluation of few car wash operations in Freetown, we expect to generate
sales revenues of SLL250,000,000 in the first year of operation. We believe our initial
customer base will substantially increase as the community becomes aware of our
existence, our reputation for excellent service, and our active involvement in
community affairs. Because there are no other car wash operations within a ten-mile
radius of our site location, we feel confident our predicted growth will rise. Therefore,
we expect to have a 100 percent market share of our target market for at least a
number of years after starting operation.

3. The Business

ROGY Car Wash will be providing customers with three services: exterior car washing,
interior cleaning, and detailing. ROGY Car Wash has no true competitors around the
communities that are being targeted though there is the possibility they will emerge
in the near future. At the moment there is a major road construction work going on
linking the Peninsular to the provinces and within the next two years this road will be
a major route for most commercial and private vehicles. Before this time comes ROGY

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Car Wash Center wants to position itself as having the competitive edge and the ability
to provide a high-quality service, both in regards to the actual washing as well as
customer service and the ability to find the best employees. Hiring the best employees
is cost effective because it decreases employment costs associated with turnover and
other employee costs. Hiring the best employees and making sure that they are well
taken care of ensures that they in turn take care of the customers. Study after study
proves that a happy employee is far more likely to provide the highest level of
customer service compared to an employee who is not happy and feels that they are
being taken advantage of.

3.1. The Customers

ROGY Car Wash Center will target the following groups of customers: individual car
owners and leasers, car dealerships, NGOs, and local businesses. The surrounding
area is quite affluent, most of the residents or potential residents are upper and middle
class. Consequently, they can afford cars and want them to look nice. There is
potential for car dealerships business within the targeted communities which will
require car washing services for the various fleets. Also, there are many different local
businesses that have company cars and that require clean appearances.

Our carwash customers will have plenty of options when it comes to having their cars
cleaned. Car owners can choose anything from fully automatic carwashes to
attendant-operated carwashes and car detailing services. We realize that if we want
people to choose our carwash and keep coming back for years to come, we have to
understand exactly what they’re looking for and implement the most effective
techniques to help them get what they want.

There’s no doubt that customer service reigns supreme when it comes to providing
the best carwash service and is often the difference between success and struggling
to beat the competition. If we want to see higher levels of customer satisfaction and
improved profit margins over time, we must understand what our customers really
want from us.

Many carwash services sometimes attempt low pricing structures and even offered
great deals frequently to attract and retain customers. But, such a strategy is not

2
sustainable and won’t give our customers what they really want — and it devalues
services. What customers ultimately want is value for their money. We will always
compete on “value” above all other factors.

While pricing matters, we will offer great value because happy customers will be glad
to pay more for our services for what it’s worth. Therefore, we will increase value for
our carwash and car detailing services on the following techniques to increase value:

• Offer discounts and special promotions. This is a great way to cultivate

customer loyalty. We can provide loyalty cards that allow loyal customers to
receive discounts. Make our offers for regulars as attractive as possible. Offer
different seasonal promotions and volume discounts for companies with fleets,
car dealers and car hire companies.

• Offer a little bit of extra service and giveaways. Apart from just offering
quality services, we should also extend our service by offering customers added
value. For instance, we can give every premium carwash customer free goodies
like microfiber towels or air fresheners. Offering extra options for a service is
also an option. For instance, on top of car detailing services, we can sell some
auto parts like replacement lift supports and offer installation service for various
car models.

• Implement a frequent buyer program. our regular customers want us to

reward them for our loyalty, and there’s no better way than offering a frequent
buyer program or membership program. That makes them feel like a valued
part of our brand.

• Offer a referral program to existing customers. We will give customers

rewards for referring others. That will increase traffic and loyalty as well as
ensure repeat business from our regulars. A referral program is an excellent
value-addition technique that keeps our customers happier.

If you ask any carwash customer what matters most to them and what they love about
the business, they’ll likely mention something to do with customer-focused
carwash experience. That could be anything from staff interactions, perks,

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amenities, curb appeal, facility atmosphere, and the quality of the carwash and car
detailing services. Customers are looking for a great, customer-focused experience.

How can we improve this experience? Implementing the following practical techniques
will help us provide more satisfactory services:

3.2. Increase our carwash processing speeds.

How long are we taking to service an end-to-end car cleaning or detailing? On average,
customers expect the whole process to take around 45 minutes to 1 hour for full
service, thorough interior and exterior cleaning. Improving our speed is key but we
will never sacrifice quality. Implementing more efficient processes that minimize
customer wait times, expedite payments and upgrade equipment will be at the core
of service provision.

3.3. Offer customers servicing options and customizations

Just like the best auto shops and other local businesses do in many areas in the
country, our carwash customers also want us to offer tailored services that cater to
their unique needs. For instance, we can allow customers to choose their own car
treatments to make them feel valued. Improve our service offerings by offering various
customer-focused options:

• Undercarriage carwashes

• Specialty carwash polishes and waxes

• Paint restorations

• Leather seat protectants

• “Ozone” treatment for odor control and removal

• Headlight and rear light reconditioning.

3.4. Ask customers what they want

Customer-focused service providers like us should care about how our customers’ cars
look and prioritize the treatments they need most. The best way to ensure we’re

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meeting our customers’ needs is to ask. First, let them know the options available
through in-store signage, our online platforms and adverts. Then, get their feedback
on what they want, and track and analyze which services and treatments they like
most. Taking note of these key elements will improve our services by bringing out the
following fact:

• Do they opt for reclaimed or environmentally friendly carwash products?

• What are the popular carwash times and days of the week?

• Do customers prefer self service, conveyor belt or full service carwashes?

• What are the most preferred carwash treatments?

3.5. Maximizing our curb appeal

We should be proud of the appearance of our business. Our customers should be able
to mention how they love our carwash location or curb appeal thereby ensuring our
business stands out both inside and outside. After all, our business is all about offering
high-quality, polished and spotless carwashes for loyal and satisfied customers. Having
a disorganized and dirty facility is not good for business and will only give the wrong
impression of our carwash services’ quality. We will give our business a fresh and
appealing look. For instance, we can get a custom-branded cashier booth for our
carwash that provides a functional and comfortable space for our cashiers to perform
their duties while staying protected and secure.

3.6. Paying attention to the small details

It’s the smallest details that always have the most significant impact when offering
excellent customer service. No detail is too insignificant. As a business owner, ROGY
Car Wash Center will have a system to help detail small things, such as how often
customers stop in — even the hour — and train staff to remember faces, names and
individual requests. Keep a record of everything, and evaluate updates daily, weekly
or monthly.

3.7. Creating a thoughtful carwash environment

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We will go the extra mile to create a thoughtful and positive carwash environment
that puts our customers first. Customers are always happy to return to carwash
facilities that offer extra comfort and make their trips more enjoyable. We will think
of such additions as:

• Toys for kids while they wait for parents during a full service carwash

• Vending machines to provide snacks for hungry customers. For this especially
we will partner with anyone who wish to do food business in our facility.

• A clean, bright and well-decorated facility, especially waiting rooms and

washrooms

• Free coffee or water for customers in the waiting area and at the register.

3.8. Offer the best carwash service

This may seem obvious, but the most successful carwash businesses have mastered
all aspects of their services. They use high-quality cleaning products and chemicals,
and they offer top-notch customer service. Customers have dozens of options but will
only choose the best service. Improving our service delivery, embrace new carwash
formulas to offer a cleaner wash that customers will love and boost our marketing
efforts to attract more customers will be the order of every business day.

3.9. Management

The strength of the CEO educational background and work experience is one of ROGY
Car Wash Center strongest competitive edge as well as a significant asset. Idrissa has
been studying the trend in the car wash business for the last ten years. He has
researched the market and identified what is missing in service delivery and is
prepared to bring something new to the table. The main focus of the business startup
is first:

• Determining funding requirements

• Managing employees, and

• Overseeing marketing and advertising

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Small business management involves coordinating all aspects of the business to
ensure that it keeps on growing and achieves success.

Funding the operations of the business is the topmost priority. Whether the option will
be from personal investment, angel investment, business incubators, bank loans or
government grants, it’s important to familiarize with the advantages and
disadvantages of these funding sources as well as the criteria use to evaluate the
business.

If the business should thrive, it’s important to hire motivated, high-energy trainable
people who are looking for success rather than making a quick buck. As a small
business owner, I need to know how to retain valuable employees by offering them
perks such as flexible schedules, happy hours and team building activities. Even if the
right and smartest people are hired, it’s going to take some time for them to
understand the ins and outs of our business and figure out how to put things together
to achieve long-term goals. This is why training of employees is going to be vital for
ROGY Cash Wash Center. A training plan will be created that will make the employees
feel more competent and empowered in their jobs.

In a world where brands are constantly competing for consumers’ attention, ROGY
Car wash Center needs to force its way in front of people, show them something
valuable and somehow have them listen to their pitch. We will research the different
small business advertising and marketing options available before choosing a
marketing model that works best for us and the business.

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4. The Business Plan
4.1. Company Summary

The company is solely owned by Idrissa Rogers and will be funded by an initial
personal investment. ROGY Car Wash Center is in the Western Urban District of Sierra
Leone and will be fully registered corporation with the Office of the Registrar and
Administrator General.

4.2. Company Objectives

The objectives of ROGY Car Wash Center are:

• To be viewed as a premium car wash and detail service in the Peninsular

highway.

• Maintain a very high gross profit margin.

• Maintain a modest, steadily growing net profit margin.

• Expand to two locations after third year of operation.

4.3. Mission Statement

The mission of ROGY Cash Wash Center is to provide top-notch washing and
detail service for cars and truck owners in the Country. ROGY Car Wash
Center will work to keep employees satisfied in order to maintain
impeccable customer service.

4.4. Company Ownership

The company will be solely owned by Idrissa Rogers. Idrissa has a passion to startup
a business and see it succeed and has well research the market to make sure that the
location of the business, which will be around the Peninsular area linking Freetown
and provincial towns would be a perfect location for car wash business.

4.5. Start-up Plan/Summary

The start-up expenses for ROGY Car Wash Center will be financed by Idrissa Rogers,
from the profits he made in car wash services as well as personal savings. The property

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on the Peninsular Highway will be leased in December 2021 for a minimum of five
years, with the option to extend the lease for another five years after that.

Idrissa will work with the private lawyer to set up incorporation and to discuss lease
issues before the business is launched. He is working with a local graphic designer to
develop a logo, letterhead, and company brochures. Idrissa has followed the trend in
the car wash business and understands what quick turnaround per car is and its
importance. However, Idrissa is working with an acquaintance to set up the system
that will ensure efficient service even during peak usage.

Rent on the location has been projected and will be Le 5 million per month. In addition,
electricity bill for the business will be approximately Le 800,000 per month and will be
paid by direct debit on a monthly basis. Expensed equipment includes three high-
power water pumps, two industrial vacuum cleaners, two computer terminals, and
one cash register. All of the equipment will be depreciated over five years.

The location will be designed as a quick stop automobile service shop, so it will be set
up to move vehicles quickly through the premises, and have all the necessary systems
in place to host a car wash and detail facility. The services of a contracting company
will be sought to construct car pits, customer waiting room, water reserve tank.

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 Table 1: Start-up Requirements

Start-up SLL
Requirements
Start-up Expenses
Legal 5,000,000
Stationery etc. 4,000,000
Brochures 4,500,000
Consultants -
Insurance 2,000,000
Rent 12,000,000
Research and Development 3,000,000
Expensed Equipment 1,000,000
Signs 7,000,000
Building Materials 12,000,000
Building Labor 10,000,000
Total Start-up Expenses 100,500,000
Start-up Assets
Cash Required 87,000,000
Start-up Inventory 2,500,000
Other Current Assets 10,000,000
Long-term Assets 100,000,000
Total Assets 199,500,000

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 Table 2: Start-up Funding

Start-up Funding SLL

Start-up Expenses to Fund 100,500,000
Start-up Assets to Fund 199,500,000
Total Funding Required 300,000,000
Assets
Non-cash Assets from Start-up 112,500,000
Cash Requirements from Start-up 87,000,000
Additional Cash Raised -
Cash Balance on Starting Date 87,000,000
Total Assets 199,500,000
Liabilities and Capital
Liabilities
Current Borrowing -
Long-term Liabilities -
Accounts Payable (Outstanding Bills) -
Other Current Liabilities (interest-free) -
Total Liabilities -
Capital
Planned Investment
Investor 1 300,000,000
Investor 2 -
Other -
Additional Investment Requirement -
Total Planned Investment 300,000,000

Loss at Start-up (Start-up Expenses) -100,500,000

Total Capital 199,500,000

Total Capital and Liabilities 199,500,000

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 4.6. Services

ROGY Car Wash Center will provide three services to its customers:

• Car washing (exterior)

• Car cleaning (interior)

• Car detailing

4.7. Market Analysis Summary

The car wash will be based in River No2 Wester Urban District of Sierra. This area has
a number of benefits in terms of the market that it will provide for the business. Over
40% of households in the immediate neighborhood earn over SLL50,000,000
annually. Many people in the neighborhood own and/or lease new cars and place great
value on their cars and how they look. There is a major road construction going on
currently and it is hoped that this will finish in the next one year. After which, many
vehicles will be plying this route to transport people and goods. A large number of car
parks will emerge in the area; one within five miles of the proposed location for Car
Wash.

4.7.1. Market Segmentation

ROGY Car Wash Center will segments its customers by type of car ownership. We
believe that the type of car that a person owns says volumes about their driving, and,
therefore their car washing and detailing requirements.

• New car owners: Owners of newer cars are most likely to use a hand car
washing service. These owners take great pride in their cars and will bring them
often to the wash and detail service. The goal with these customers is to
promote regular use of the wash and detail service. The aim is to inform these
customers that ROGY Car Wash Center will keep their car looking as good as it
did the day they drove it off the lot.

• Older luxury car owners: These people have either owned their high-end
luxury cars for several years or are unable to afford the expense of a new luxury
car but want the feel of relaxed driving. Both of these groups want to keep

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 their cars in the best shape possible. Those who have bought second-hand cars
will often spend many hours in their cars and will place high importance on
keeping their cars looking good. These owners will bring their cars in for regular
washes and occasional details.

• Sports car owners: These people are often younger or middle-aged men and
will regard the look of their car as important. They will also pride themselves
on the look of their car and will have their car hand washed (at least)
weekly. These drivers will have an occasional detail, but will keep their cars so
clean the detail will not be necessary very often.

• Lifetime owners: Many of these people have owned their cars for more than
five or six years, and are more likely to be women. They are attached to their
cars as friends and though it may be more sensible for them to purchase a new
car, they will bring their car in for a wash occasionally, just when the car is
dirty. They like their cars to look presentable, and want to keep it in good shape
but are not tied up in the look of their car. For this reason, they will not have a
detail carried out on their car unless they are selling it.

• Dealerships: There are few new and used car dealerships within the proposed
location of ROGY Car Wash Center. These dealerships often use outside car
wash services to detail their vehicles before they are put up for sale.

• Local businesses: Some local businesses have fleets of cars and small vans
that must be kept clean to maintain their company image. These businesses
will be looking for a cost effective, efficient car washing service to perform this
service, and will prefer to use a car wash service during the week rather than
during weekends, like the general public.

• NGOs: Most non-governmental organizations struggle to keep their cars clean

and fresh at all times. This is mostly because there is no reliable service provider
to provide quality services. Even more disturbing is that most of the NGOs
expect their drivers to clean their vehicle themselves which most times do not
keep the morale of the driver. Therefore, ROGY Car Wash Center will target

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 these organization by offering a very attractive package that will even see our
staff moving to the premises of these NGOs to do their cleaning.

Table 3: Market Analysis

Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential
Growth CAGR
Customers
New Car Owners 10% 7,200 7,920 8,712 9,583 10,541 10%
Older Luxury Car
15% 12,500 14,375 16,531 19,011 21,863 15%
Owners
Sports Car Owners 15% 6,500 7,475 8,596 9,885 11,368 15%
Lifetime Owners 10% 17,000 18,700 20,570 22,627 24,890 10%
New and Used Car
7% 9 10 11 12 13 9.63%
Dealerships
12.28 54,42 68,67 12.28
Total 43,209 48,480 61,118
% 0 5 %

Figure 1: Market Analysis of Owners

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 4.7.2. Target Market Segment Strategy

The strategy behind the business target segmentation is to attract customers who will
be repeat users and will frequent the business in the typically quiet times for a car
wash business. It will not be difficult to attract customers during the holiday months
and on the weekends, the weekdays however, especially during the week, people will
not think about having their cars washed. For this reason, ROGY Car Wash Center will
target people who will tend not to be restricted to these busy times.

• Business owners (new car owners) tend to be very busy people, but
are often able to make their own hours.

• Retired people (older luxury car owners) are not restricted by typical work
schedules so will be able to frequent the car wash during the week.

• Dealerships will need cars detailed and washed regardless of the time of the
day and week. This will supply a constant flow of traffic.

• Businesses will need their fleet cars washed during the week during regular
business hours.

• NGOs will require their vehicles washed regularly depending on their

operations.

4.8. Service Business Analysis

At the moment the hand car washing business around River No2 consists of little or
no competitors. Everything from local youths washing cars for people who go to the
beach for leisure. However, these two alternatives aim to meet the needs of the price-
conscious individuals who are choosing the service simply so they do not have to clean
the car themselves. ROGY Car Wash Center on the other hand, targets the quality-
conscious individuals who value their car enough to spend SLL50,000-SLL100,000 per
week to make it look good.

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 4.9. Competition and Buying Patterns
4.9.1. Competition

No car wash center has been identified around the area and this puts ROGY Car Wash
Center ahead of the market. Therefore, ROGY Car Wash Center will be solving a major
pain point for our customers in a new market and in an innovative way. However,
there is full awareness of the challenges that go along with being the only service
provider. However, the following things will be considered:

• behaviours of the new target customers

• communication channels and their usage

• common payment methods

Also, the demographics will be explored while getting familiar with the business
nuances. Extensive research will be carried out which will enable the business to
appeal to new market audience, meet the needs and accomplish the business goals.

4.9.2. Buying Patterns

The customers who ROGY Car Wash Center is targeting will have their cars washed
based on the quality of the job. They do not mind spending a little more each week
to have their car washed and waxed in order to keep the paint work in excellent
shape. The businesses that ROGY Car Wash Center will target will be more cost
conscious, so prices will be affordable for these customers to promote volume usage.

Customers demand will be defined by the frequency and timing for car wash services.

These patterns will be determined by factors such as:

• Where someone lives

• Where they work

• How much money they make

• What they enjoy and prefer

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 • What their friends and family recommend

• What their goals and motivations are

• The price of the service they're interested in (and any active sales or discounts)

• Product displays

• The necessity of the service

4.10. Strategy and Implementation Summary

The key differentiator for ROGY Car Wash Center is Idrissa Rogers personal
connections within the River No.2 neighborhood. For this reason, the sales and
marketing focus will be on a one-to-one basis, with the emphasis on gaining loyal and
repeat customers as "friends" of the business. ROGY Car Wash Center, therefore, will
depend on word-of-mouth advertising for the immediate community.

While Strategic implementation is a process that puts plans and strategies into action
to reach desired goals, the strategic plan itself will detail the steps and processes
needed to reach plan goals, and includes feedback and progress reports to ensure
that the plan is on track.

Strategic implementation is going to be critical to the business success, addressing

the who, where, when, and how of reaching the desired goals and objectives. It will
focus on the entire business.

If it is going to be successful, the implementation plan should have a very visible

leadership, such as the CEO, as he communicates the vision, excitement and behaviors
necessary for achievement. Everyone in the organization will be engaged in the plan.

4.11. Competitive Edge

The car wash business is like any other service business when it comes to evaluating
the services we offer and where we stand in the marketplace. We need to adjust our
services and fine-tune our business based on a number of market factors such as the
economy, customer perception, and competition.

17
An in-depth look at our operations and a comprehensive market analysis of our
potential competition is key to helping us make decisions to keep our business viable.
A competitive analysis will allow us to assess our competitor’s strengths and
weaknesses in our trade area. It will also help us implement effective strategies to
improve our competitive advantage. Here are a few steps that will help us conduct a
competitive analysis and decide if it is time for a change.

4.11.1. STEP ONE: ANALYZING OUR OPERATION

Analyzing our services, facilities, and operations. Use SWOT (strengths, weaknesses,
opportunities, and threats) analysis charts to help answer the following:

• Why do customers use our car wash?

• What services do they use the most?
• What services or features do we offer that our competition does not?
• What makes our service offering unique?
• What is the least purchased service that we offer? Why?
• Are all of our features and services profitable?
• Is our business growing or stagnating?
• How is our employee morale?
• Are our facilities and equipment modern? Or are they growing old?
• How is our social media presence?
• Is our website modern and up to date?
• Is our marketing plan effective?

4.11.2. STEP TWO: ANALYZING OUR CUSTOMERS

We will ask the following questions about our customers:

• Who are they?

• Why do they choose our car wash over the competition?
• What services do they like or dislike? Why?
• Are they demographically diverse?
• What are their buying trends? People’s lives are constantly changing. We

18
 need to be aware of any change in the buying patterns of our customers and
plan new product offerings or services accordingly.
• Ask for ideas of services they would purchase if we offered them.

4.11.3. STEP THREE: ANALYZING OUR MARKET

• How many people live in our trade area?

• How is the local economy?
• What type of vehicles do our customers drive? Old? New? High end?
• Are there any unique vehicles in our market that you can create a niche
service for?
• Are there any seasonal occurrences, which you can create new services for?

4.11.4. STEP FOUR: ANALYZING OUR COMPETITION.

• How many competitors do we have?

• Who are they?
• What services do they offer that you do not? Why?
• What does the competition do better than you?
• How is our competition pricing their wash services?
• How do we compare on price?
• Who are our top three competitors?
• Are our competitors profitable?
• How long have they been in business?
• Are they expanding? Scaling down?
• How is their employee morale?
• How active are they on social media?
• Is their website managed by a professional or are they maintaining it
themselves?

In order to develop effective competitive strategies, we need to make a realistic

assessment of our competitors’ strengths and weaknesses as viewed by the market.
Complete a SWOT (strength, weakness, opportunities, threats) analysis of each of our

19
competitors. What do we do better than them? Focus will be laid on areas where we
can improve and provide added value to our customers. Added value allows us to
promote features and unique aspects to our customers and price our services more
profitably.

ROGY Car Wash Center competitive advantage will sets the business apart from
competition. Some of the benefits customers will receive when they do business with
us will be:

• A cleaner car, not just the exterior but the interior as well, will help de-clutter
the customer mind. It’s surprising how a clean car can affect the way you feel
about it.

• Additionally, car washes can protect our investment. A car wash helps protect
the paint on cars by clearing away acid rain, dirt and road salt that can cause
rust and corrosion to the car.

Therefore, the benefits a customer receives when they do business with ROGY Car
Wash Center will be at the top of priorities to gain competitive edge. The products,
service, and reputation of the business will also be prioritized. However, since this is
a new startup business, the location of the business is what stand out as one of the
major competitive edge at the moment.

5. SWOT Analysis

Technological advancement on products and equipment has made a huge impact on

the car wash industry over the past decade. This has been a great improvement for
the industry and has seen businesses getting quick return on investments.

The internet has caused a revolution in the ways car wash businesses attract and
retain customers as customers can now go online to check the review of other
customers before deciding to visit the car wash. A negative customer review is likely
to cause a business to lose new as well as existing customers. This has made car

20
washes to be very careful in the way they handle their customers so that a positive
review will create more customers for the business.

Household customers account for about 76 percent of those who used the services in
the car wash industry. These household customers are usually between the ages of
24 and above and own a car and a valid driver’s license. Those with high income
represent those that have the highest demand for car washing services.

Car wash business is one of the businesses that can easily generate sales with little
stress, as long as they are well positioned. We are building a standard car wash
business with variety of services which is why we have decided to subject our business
idea (company) to SWOT Analysis.

Ordinarily people can successfully run a normal car wash business without the stress
of going through the required protocol of setting up a new business including writing
a detailed business plan, but because of the nature of carwash business we want to
establish, there is no option other than to follow due process.

• Strength:

ROGY Car Wash Center is centrally located in a new residential area in River No2; our
location is in fact one of our major strength. We are going to be a car wash company
that offers variety of services. For instance, if clients visit our cash wash to wash their
cars, they will have the option of visiting the beach which is at close proximity to our
car wash center.

Also, Car washes operate with a great deal of economic stability. During times of
economic recessions or duress, car wash businesses are able to remain profitable and
cash flow positive given that they generate extremely high gross margins from their
services. Additionally, as many people are extremely busy, they will continue to use
car washes instead of cleaning their cars on their own. Generally, the startup costs for
a new car wash business range from SLL 50 million to SLL500 million depending on
whether or not automated equipment will be purchased. Companies that provide
detailing services generally produce higher gross margins than self-service car washes.

21
 • Weakness:

Since ROGY Car Wash Center is a new business which is owned by an individual, the
business may not have the financial muscle to sustain the kind of publicity the business
deserves.

Secondly, one of the primary issues that car washes have, much like any other
business is that they face a tremendous amount of competition. There are low barriers
to entry for starting a new car wash (with the exception of mechanically operated
locations). Additionally, these businesses - while generating high gross margins - also
have very high operating costs. The energy and water costs for these businesses are
very high.

• Opportunities:

We are centrally located in one of the busiest areas and on the main motor road linking
Freetown and the provinces and we are going to open to all the available opportunities
that this route has to offer. Our business concept also will position us to be a one stop
shop in the car wash industry. The truth is that at the moment, there are no car wash
facilities within the area where our car wash is going to be located; the closest car
wash facility to our proposed location is about 6 miles away. In a nutshell, we do not
have any direct competition within our target market area.

From a service standpoint, our car wash can continually expand its service offerings
to include specialized detailing and more thorough washes. Additionally, there is great
potential to expand our operations by acquiring or developing additional locations.
Once established, then we are guaranteed to secure banks and financial institutions
capital because of our highly predictable revenue streams, and economic stability.

• Threat:

Some of the threats that are likely going to confront ROGY Car Wash Center
is unfavorable government policies, seasonal fluctuations, demographic / social
factors, downturn in the economy which is likely going to affect consumers spending
and of course emergence of new competitors within the same location where our
carwash is going to be located.

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6. Sales Strategy

Sales strategy is on a one-to-one basis at the start of the business. All customers will
feel they are a valued friend of ROGY Car Wash Center, and that all employees care
about the care and upkeep of each vehicle. However, we are also aware that there
are low switching costs in the car washing industry, so we have to work hard to
develop and keep repeating customers.

ROGY Car Wash Center marketing mix will comprised of the following approaches to
pricing, distribution, advertising and promotion, and customer service.

• Pricing- The pricing scheme will be based on a per service price. A "Car Wash
Card" can be purchased which provides a volume discount to the user.

• Distribution- The offered services will be distributed from ROGY Car Wash
Center facilities.

• Advertising and Promotion- ROGY Car Wash Center will use several different
methods for advertising and promotion.

• Customer service- Exemplary customer service will be provided

6.1. Sales Forecast

For ROGY Car wash Center, the objective of forecasting will be to:

• Efficiently manage service delivery.

• Ensure we have enough storage, staff, and budget for future growth.

• Prepare to handle a spike in seasonal service demand.

• Create a successful fulfillment strategy and achieve customer satisfaction.

• Visualize and better handle cash flow.

• Determine when and how much service product to restock.

23
By forecasting for the business by service category, sub-category, and the car wash
products we will use, we should be able to continue expanding the startup and get
the support that’s crucial to handling growing demand.

To kick off forecasting for the startup, it’s important we:

1. Set the time interval we are projecting for.

2. Calculate the unit cost you incur during service delivery.

3. Determine the unit price of each service.

4. Gather information on seasonal demand trends.

5. Calculate the lead time of stock.

Making sure we have enough inventory on hand is crucial to keeping our customers
happy. With this, two forecasting methods will come to play when making predictions
that will help us prepare to meet future demand.

6.2. Naive Forecasting

This is the most basic type of inventory forecast we can do. A desired time frame (a
month, year, etc.) will be set and then finding out how many services have been
delivered. From there, an estimate will be made to keep at least that amount in stock
for that same period of time in the future.

Table 4: Sales Forecast

Sales Forecast
Year 1 Year 2 Year 3
Unit Sales
Full Wash 1,760 2,288 2,974
Exterior Wash 2,050 2,665 3,465
Interior Clean 770 1,001 1,301
End User Detail 129 193 290

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 Business Fleet
615 923 1,384
Washes
Car Dealership
494 642 963
Details
Total Unit Sales 5,818 7,712 10,376
Unit Prices
Year 1 Year 2 Year 3
Full Wash 50,000 SLL 150,000 SLL 150,000 SLL
Exterior Wash 90,000 SLL 100,000 SLL 120,000 SLL
Interior Clean 80,000 SLL 90,000 SLL 90,000 SLL
Business Fleet
10,000 SLL 100,000 SLL 100,000 SLL
Washes
Car Dealership
700,000 SLL 750,000 SLL 80,000 SLL
Details
Sales
Year 1 Year 2 Year 3
Full Wash 264,000,000 SLL 343,200,000 SLL 446,160,000 SLL
Exterior Wash 184,500,000 SLL 266,500,000 SLL 415,740,000 SLL
Interior Clean 61,600,000 SLL 90,090,000 SLL 117,120,000 SLL
End User Detail 180,600,000 SLL 279,850,000 SLL 434,250,000 SLL
Business Fleet
61,500,000 SLL 92,250,000 SLL 138,380,000 SLL
Washes
Car Dealership
345,800,000 SLL 481,500,000 SLL 770,400,000 SLL
Details
1,098,000,000 1,553,390,000 2,322,040,000
Total Sales
SLL SLL SLL

This method is fine for a quick, monthly forecast or as a baseline to check other more
complex inventory forecasts. Since it doesn’t account for other variables like market
competition or consumer demand, this one shouldn’t be the only model use for more
serious forecasting when the business should have grown.

This method will definitely well suited for making long-term forecasts about inventory.
It’s more complex since it requires a lot of time and data to create estimates. However,
it will provide a much more accurate prediction than the naive method above.

25
 Figure 2: Sales by Year

250000000

200000000

Car Dealership Details

Business Fleet Washes
150000000
End User Detail
Interior Clean
Exterior Wash
100000000
Full Wash

50000000

0
Year 1 Year 2 Year 3

26
 Figure 3: Sales by Month

Sales Monthly
14,000,000 SLL

12,000,000 SLL

10,000,000 SLL

8,000,000 SLL Car Dealership Details

Business Fleet Washes
End User Detail
6,000,000 SLL
Interior Clean
Exterior Wash
4,000,000 SLL
Full Wash

2,000,000 SLL

0 SLL
Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

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7. Milestones

ROGY Car Wash Center will check off the following pre-launch milestones as a ground
breaker:

7.1. Validate the business idea

Put the business idea to the test by creating a prototype, and getting customer
feedback and the like.

7.2. Set up a business bank account

Aside from making record keeping a whole lot easier, keeping personal and business
finances separate helps prove to the potential investors and lenders that the business
is indeed a business.

7.3. Secure funding

How much capital the business needs to get it off the ground and where will it come
from?

7.4. Choose the legal structure

This type of business will affect taxes, paperwork and even the way funds are raise,
therefore the legal structure need to be wisely chosen.

7.5. Finding a location

Whether we are going to rent or buy it, the business needs a physical address.
Therefore, we will Choose a space that can accommodate the needs now and also as
the business grows will be able to accommodate our activities.

7.6. Building a business website

We are fully aware of the role the internet plays in promoting businesses in this era.
Therefore, we will establish an online presence from the get-go, so people can find
us.

28
 7.7. Create a marketing plan

We might have the best car wash services in Sierra Leone, but if nobody knows about
it, our startup business will not succeed. Developing a marketing plan to promote the
business and what we have to offer will be a key factor.

7.8. Launch our Car Wash Services

To take our car wash services to the market, a launch date will be set

7.9. Hire employees

Focus will be laid on hiring people with the right skills and personality to fit business
culture that will eventually expand the business capabilities.

7.10. Growing our customer base

Without customers, we don’t have a business, so we are going to:

• Network

• leverage social media; and

• do all we can to build our customer base which could also take other forms like

o publicity

o Printing of fliers and brochures

7.11. Finding a mentor

Mentors can provide us with the information we need to strengthen our startup
business. They can connect us with others who are willing to invest in our business or
offer insight. And they can help us work smarter by steering clear of the pitfalls they’ve
encountered in the past.

29
 7.12. Tracking our progress

As we begin meeting these milestones, we will make sure to check in with ourselves.
Tracking our progress will not only help increase our success rate, but also boost our
confidence and keep us motivated by showing us how far we've come.

7.13. Keeping our eyes on the prize

It’s tough to stay focused when our next milestone is three, five or 10 years out.
Therefore, we will break down our goals into smaller, more manageable actionable
steps. In other words, if our goal is to take our service to the market, we will break
them down into these baby steps:

• Post our idea on our websites and other social media platforms to get customer
feedback

• Fine-tune our services according to feedback

• Create a prototype or mini version of our services

• Launch our services

The following table outlines the important and immediate milestones in the planning
and implementation of ROGY Car Wash.

30
 Figure 4: Milestones Achievement Timeline

Table 5: Milestones and Responsible Person/Department

Milestone Start End Budget Manager Department

Date Date
Complete Business Plan 2/1/22 5/1/22 0 SLL N/A Department
Sign Rental Contract 3/20/22 3/20/22 9,500,000 SLL N/A Owner
Convert Premises 4/1/22 4/30/22 0 SLL Contractors Contractors
Hire Car Wash Staff 4/20/22 4/20/22 8,000,000 SLL N/A Owner
Hire Admin Staff 4/20/22 4/20/22 6,000,000 SLL N/A Owner
Open for Business 5/1/22 5/1/22 0 SLL Staff Staff
Distribute Flyers 4/28/22 5/5/22 1,500,000 SLL Friends Friends
Press Release 4/29/22 4/29/22 1,500,000 SLL N/A Owner
Follow-up on Press 4/30/22 4/30/22 0 SLL N/A Owner
Release
Total SLL
26,500,000

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8. Management Structure

The management structure will be a relationship between different roles in the

business with Idrissa Rogers being the sole owner and CEO of ROGY Car Wash Center.
The structure will show how the roles are linked and what level of responsibility each
role involves. Moreover, it will show the hierarchy of roles within the organization.
Developing a clear idea of our business's structure will help us stay organized in the
startup phase and beyond.

Generally, there are two most common startup management structure types for small
businesses just getting started and they are the flat and hierarchical structures.
Since the business is going to have only a handful of employees for a start and the
owner (Idrissa Rogers) will have final approval over most of all decisions, we will
consider using the flat structure, with Idrissa Rogers at the top and all other employees
reporting to him. Each person will have their own area of expertise or specialty.

However, if at some point Idrissa realizes after a period of time that he cannot
efficiently perform all managerial functions, dedicated employees will take on the
functions of lower-level management, such as financial and marketing managers. By
delegating managerial responsibilities, Idrissa as the CEO can focus on larger goals.
Meanwhile, employees will have the chance to grow more skills and knowledge in
performing specific functions, making the business more efficient.

At this stage of the business developing an organizational chart will not be necessary
since the structure is very simplistic. It would have been useful to have an organization
chart if the structure of the business includes more than two levels of hierarchy (if it
goes beyond owner/manager and employees), a chart can be useful. Notwithstanding,
the simple chart below should suffice for a start for this business.

Organization Chart

However, there will be clear breakdown of what each employee does and what he/she
is responsible for. Job description will include the skills required to be successful at
that position, who the position currently reports to, and who within the organization

32
that position regularly interfaces with. The job descriptions will help the business
owner account for all the tasks and functions required to operate the company and
determine whether workloads are reasonable. As the business grows, it will be
necessary to see that one manager is responsible for a specific operational function
and has the necessary employees reporting to him/her.

The business projected growth and expansion plans will be considered under the
management structure of ROGY Car Wash Center and these will include the following:

• Skills that will be required in the future will be determined, particularly

management and technical positions.

• Decisions on current staff members who have the capacity to grow with the
company and assume greater responsibilities will be identified.

• Current employees who have the capabilities of supervising other employees

and growing into managerial roles.

• Develop a career plan for each team member showing that skills they need to
develop in order to advance within the company. This may include additional
training or education.

Finally, gaps between current employees’ capabilities and the skill sets required in the
future will be filled with new hires will be determined. Job descriptions for the positions
that will be created in the upcoming year and beyond will be created. Particular
attention to the experience, education and skills each position requires will come to
play. After carefully crafting the descriptions for these future positions, the business
owner should be able to describe the ideal candidate for each one as demonstrated
below:

• Name of employee (leave blank if the position is open)

• Department (sales, marketing, accounting, operations, etc.)

• Position or job title (sales representative, supervisor, account manager)

• Description of duties (a brief phrase or two should be sufficient)

33
 • Location (if you have more than one office)

• Contact information (physical address, phone number or extension, business

cell phone number, work email address)

• Photo (to recognize each other with ease)

9. Personnel Plan

Our staff is at the core of our carwash business. While our work is to clean cars, we’re
first and foremost a business service, which means interactions between our staff and
customers. These interactions are at the core of our customer service. Customers are
looking for an excellent experience. Therefore, we look at the different techniques we
can implement to build a positive customer experience culture:

• We employ positive and customer-centric staff. our employees are the

face of our carwash business. Apart from offering quality services, how they
interact with customers is the most memorable aspect for any customer’s visit
to our carwash. Customers may not even remember what car detailing service
or treatment they chose, but they’ll remember how our employees treated them
and made them feel. The best staff treat our customers with:

• Politeness and warmth when engaging with each customer

• Care and attentiveness when asking questions and receiving feedback

• Friendly interactions that make customers feel appreciated.

• We embrace a problem-solving approach. Customers should stop at our

carwash because they want a solution for a problem they have. Their vehicles
are dirty and may even need car detailing services to make them look new.
Maybe their cars have a funny smell due to pets or spilled fluids. The floor mats
and seats could also be stained and the interiors worn. The problems may vary,
but they all want an excellent cleaning solution.

• We will ensure that our staff are trained to consult with each customer
on service specifications and details to ensure a tailored carwash service.

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Since car washing is a seasonal business, with business increasing in the warm sunny
months, and being busier on the weekends than during the week, ROGY Car Wash
will rely on both temporary and part-time help. The company will hire one full-time
car wash/detail specialist and one full-time car wash specialist when it opens for
business. Although it will rely on temporary and part-time help, quality will not be
compromised, since all washers and detailers will receive thorough training. The
company will also hire an administrative assistant who will assist owner with
paperwork and act as a receptionist.

Table 6: Personnel Plan

Personnel Plan
Year 1 Year 2 Year 3
Owner 18,000,000 SLL 30,000,000 SLL 40,000,000 SLL
Car Washers 30,240,000 SLL 43,312,000 SLL 51,174,000 SLL
Admin/Sales 13,440,000 SLL 15,000,000 SLL 22,000,000 SLL
Total People

Total Payroll 61,680,000 SLL 88,312,000 SLL 113,174,000 SLL

10. Marketing strategies

Whether someone like us just starting our carwash marketing strategy or we’re
reviewing it for the upcoming year, it’s important to be constantly aware of the
marketing industry, so that we can build a marketing campaign that will be successful
and bring us new customers. To have an effective marketing campaign, we don’t need
to pour in a lot of money, but we do need to come up with creative marketing ideas.
That’s sometimes easier said than done. Here are the top ideas to we are going to
start with for a successful carwash marketing strategy.

10.1. Develop a loyalty program

There are a lot of retail businesses out there who are now offering loyalty programs
to their customers. These programs are a great way to create engagement with
customers and get them to return to a company time and again. When we build a
loyalty program, we need to think of our goals to make it successful. What are we

35
trying to accomplish? We should not just create a loyalty program without doing
research in advance.

Gathering information about our customers: Who is our audience that’s already
coming to our carwash, and why are they choosing our company? From that
information, we can start to create a plan, brainstorm ideas with the rest of the team
and develop the goals that match our desired outcome. We will make sure these goals
are SMART (specific, measurable, achievable, relevant and time-based). Look at other
carwash companies and operators to find out what makes them successful and what
their customers would prefer to see. Seek out feedback from current customers and
employees.

10.2. Get on social media

Creating a page on different social media platforms is an excellent way to market our
company without spending large amounts of money. Depending on our target
audience, we wish to think about the platform we’re using, because not all of them
are the same. A Facebook, Whatsap, or Instagram page is a really good way to not
only promote our business, but also engage with our local community.

If we have a tight marketing budget, we can also have a Facebook page as a substitute
for an actual website. Designing and setting up a full website takes time and money,
so Facebook is a great alternative to put all the necessary information for our
customers and this is what we are going to focus on at the onset. Then, we will
consider if our budget has enough wiggle room to pay for a targeted ad on social
media. This is a really effective way to target ads to individuals that live in other
region.

10.3. Send customers a free upgrade

Everyone loves freebies, and digital offers from carwash companies are not that
common. This is a good opportunity for our company to leverage this gap in the
industry to our benefit. Send a digital voucher to our customers for a free upgrade,
and we’ve opened the door to connect with them, remind them of our business’
presence and build loyalty.

36
Our carwash digital coupon is an excellent opportunity to use our email list and make
sure our contacts on it are up-to-date. We can email either a coupon for a free upgrade
on an existing package or offer a free wash with the purchase of another wash.

10.4. Updating the company documents

We will make sure all of our documents for our packages and signage are up-to-date.
That signage is the best way to let our customers and potential clients know that we’re
up and running, and we can showcase our brand identity. If we’re designing our
signage for the first time, we need to figure out the best options for placement, color,
features, etc., for maximum efficiency. The carwash menus need to be appealing,
therefore we will make sure we review the prices to have great offerings.

If we’ve had the same menus for a while, we can also consider adding a new offering
to change things up. we don’t have to put too much time in testing a new option. We
will start by showing the new offering as a promotion or special from the manager.
We can also remove an option from our menu. Sometimes packages on a menu are
more successful for revenue results. If we offer more than four packages, we might
risk creating too many options which will confuse or stress out our clients.

10.5. Work with the community

A great way to boost a car wash business while also contributing with the local
community is by partnering up with a school or a charity. We will consider
implementing a program that would donate a portion of our revenue to a chosen
school or charity in especially the communities we operate business. This will
encourage clients to come to our wash and spend money while also showcasing us as
a positive, contributing member of the community.

10.6. Be transparent about offerings

We should be upfront in our menu about the consumer brands we use at our carwash.
This transparency creates trust from our customers. We will make sure to share what
products and brands we use, not only on our menu but also on the curb and gate
signs. we can also upgrade our products and broadcast that to our client base.

37
Marketing can have a huge positive impact on the success of our carwash, and we
want to be always keeping our marketing new and fresh. If we’re struggling with
ideas, these six options should put us on the path to marketing success.

11. Financial Plan

The following plan outlines the financial development of ROGY Car Wash Center. The
business will be initially financed by a personal investment by Idrissa Rogers and will
finance growth through cash flow. This will mean that the company will grow more
slowly than it could, but it will ensure that Idrissa retains control over the direction of
the company. In year three, it is hoped that the company will be able to open a second
location. It is envisioned that an outside loan or equity funding will be sought at that
time.

11.1. Important Assumptions

The financial projections for ROGY Car Wash Center are based on the following
assumptions. These assumptions are thought to be quite traditional, as are the
financial forecasts.

Table 7: General Assumptions on Financial Plan

General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0

11.2. Projected Cash Flow

The following Cash Flow table illustrates that if ROGY Car Wash meets projected sales,
it will have positive cash flow after half a year of operations.

38
 Table 8: Projected Cash Flow

Pro Forma Cash Flow

Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales 93,330,000 SLL 132,038,000 SLL 197,374,000 SLL
Cash from Receivables 13,097,000 SLL 21,902,000 SLL 32,470,000 SLL
Subtotal Cash from
106,427,000 SLL 153,940,000 SLL 229,843,000 SLL
Operations

Additional Cash Received

Sales Tax, VAT, GST Received 0 SLL 0 SLL 0 SLL
New Current Borrowing 0 SLL 0 SLL 0 SLL
New Other Liabilities (interest-
0 SLL 0 SLL 0 SLL
free)
New Long-term Liabilities 0 SLL 0 SLL 0 SLL
Sales of Other Current Assets 0 SLL 0 SLL 0 SLL
Sales of Long-term Assets 0 SLL 0 SLL 0 SLL
New Investment Received 0 SLL 0 SLL 0 SLL
Subtotal Cash Received 106,427,000 SLL 153,940,000 SLL 229,843,000 SLL

Year 1 Year 2 Year 3

Expenditures
Expenditures from Operations
Cash Spending 61,680,000 SLL 88,312,000 SLL 113,174,000 SLL
Bill Payments 33,052,000 SLL 47,699,000 SLL 68,418,000 SLL
Subtotal Spent on Operations 94,732,000 SLL 136,011,000 SLL 181,592,000 SLL
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid
0 SLL 0 SLL 0 SLL
Out
Principal Repayment of Current
0 SLL 0 SLL 0 SLL
Borrowing
Other Liabilities Principal
0 SLL 0 SLL 0 SLL
Repayment
Long-term Liabilities Principal
0 SLL 0 SLL 0 SLL
Repayment
Purchase Other Current Assets 0 SLL 0 SLL 0 SLL
Purchase Long-term Assets 0 SLL 0 SLL 0 SLL
Dividends 0 SLL 0 SLL 0 SLL
Subtotal Cash Spent 94,732,000 SLL 136,011,000 SLL 181,592,000 SLL

Net Cash Flow 11,695,000 SLL 17,929,000 SLL 48,251,000 SLL

Cash Balance 20,395,000 SLL 38,324,000 SLL 86,575,000 SLL

39
 Figure 5: Net Cash Flow and Cash Balance

Cash
25,000,000 SLL

20,000,000 SLL

15,000,000 SLL

Net Cash Flow

10,000,000 SLL
Cash Balance

5,000,000 SLL

0 SLL

-5,000,000 SLL

Figure 6: Break-even Analysis

40
 Table 9: Break-even Analysis

Break-even Analysis

Monthly Units Break-even 423

Monthly Revenue Break-even 7,974,000.00 SLL

Assumptions:

Average Per-Unit Revenue 18.87 SLL

Average Per-Unit Variable Cost 0.79 SLL

Estimated Monthly Fixed Cost 7,641,000.00 SLL

41
 11.3. Projected Profit and Loss

The following Profit and Loss table illustrates income and expenses monthly for the
first year, and annually for the next two years.

Figure 7: Profit Monthly

Profit Monthly

4,000,000 SLL

3,000,000 SLL

2,000,000 SLL

1,000,000 SLL

0 SLL

-1,000,000 SLL

-2,000,000 SLL

-3,000,000 SLL
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Net Profit -2,471, -1,361, -1,185, -71,000 529,000 2,026,0 2,270,0 1,197,0 1,515,0 2,168,0 2,511,0 3,191,0

Figure 8: Profit Yearly

Net Profit

50,000,000 SLL
45,000,000 SLL
40,000,000 SLL
35,000,000 SLL
30,000,000 SLL
25,000,000 SLL
20,000,000 SLL
15,000,000 SLL
10,000,000 SLL
5,000,000 SLL
0 SLL
Year 1 Year 2 Year 3

42
 Figure 9: Yearly Gross Margin

Gross Margin

250,000,000 SLL

200,000,000 SLL

150,000,000 SLL

100,000,000 SLL

50,000,000 SLL

0 SLL
Year 1 Year 2 Year 3

43
 Table 10: Yearly Net Profit Calculation

Pro Forma Profit and Loss

Year 1 Year 2 Year 3
Sales 109,800,000 SLL 155,339,000 SLL 232,204,000 SLL
Direct Cost of Sales 4,583,000 SLL 6,994,000 SLL 11,047,000 SLL
Other 0 SLL 0 SLL 0 SLL
Total Cost of
4,583,000 SLL 6,994,000 SLL 11,047,000 SLL
Sales

Gross Margin 105,218,000 SLL 148,345,000 SLL 221,157,000 SLL

Gross Margin % 96% 96% 95%
Expenses
Payroll 61,680,000 SLL 88,312,000 SLL 113,174,000 SLL
Sales and Marketing
2,600,000 SLL 1,550,000 SLL 1,700,000 SLL
and Other Expenses
Depreciation 2,070,000 SLL 2,070,000 SLL 2,070,000 SLL
Leased Equipment 0 SLL 0 SLL 0 SLL
Utilities 3,325,000 SLL 3,500,000 SLL 3,750,000 SLL
Insurance 1,800,000 SLL 1,800,000 SLL 1,800,000 SLL
Rent 4,800,000 SLL 5,500,000 SLL 6,000,000 SLL
Payroll Taxes 15,420,000 SLL 22,078,000 SLL 28,294,000 SLL
Other 0 SLL 0 SLL 0 SLL

Total Operating
91,695,000 SLL 124,810,000 SLL 156,788,000 SLL
Expenses

Profit Before
13,523,000 SLL 23,535,000 SLL 64,370,000 SLL
Interest and Taxes
EBITDA 15,592,000 SLL 25,605,000 SLL 66,440,000 SLL
Interest Expense 0 SLL 0 SLL 0 SLL
Taxes Incurred 3,204,000 SLL 5,884,000 SLL 16,361,000 SLL

Net Profit 10,318,000 SLL 17,651,000 SLL 48,009,000 SLL

Net Profit/Sales 9% 11% 21%

44
 Table 11: Yearly Total Capital and Liabilities

Pro Forma Balance Sheet

Year 1 Year 2 Year 3
Assets
Current Assets
Cash 20,395,000 SLL 38,324 SLL 86,575 SLL
Accounts
3,373,000 SLL 4,772 SLL 7,133 SLL
Receivable
Inventory 668,000 SLL 1,958 SLL 3,200 SLL
Other Current
1,000,000 SLL 1,000 SLL 1,000 SLL
Assets
Total Current
25,435,000 SLL 46,054 SLL 97,908 SLL
Assets
Long-term Assets
Long-term Assets 10,000,000 SLL 10,000,000 SLL 10,000,000 SLL
Accumulated
2,070,000 SLL 4,140,000 SLL 6,210,000 SLL
Depreciation
Total Long-term
7,930,000 SLL 5,860,000 SLL 3,790,000 SLL
Assets
Total Assets 33,365,000 SLL 51,914,000 SLL 101,698,000 SLL
Liabilities and
Year 1 Year 2 Year 3
Capital
Current Liabilities
Accounts Payable 3,097,000 SLL 3,994,000 SLL 5,769,000 SLL
Current Borrowing 0 SLL 0 SLL 0 SLL
Other Current
0 SLL 0 SLL 0 SLL
Liabilities
Subtotal
Current 3,097,000 SLL 3,994,000 SLL 5,769,000 SLL
Liabilities
Long-term
0 SLL 0 SLL 0 SLL
Liabilities
Total Liabilities 3,097,000 SLL 3,994,000 SLL 5,769 SLL

Paid-in Capital 30,000,000 SLL 30,000,000 SLL 30,000,000 SLL

Retained Earnings -10,050,000 SLL 268,000 SLL 17,919,000 SLL
Earnings 10,318,000 SLL 17,651,000 SLL 48,009,000 SLL
Total Capital 30,268,000 SLL 47,919,000 SLL 95,929,000 SLL
Total Liabilities
33,365,000 SLL 51,914,000 SLL 101,698,000 SLL
and Capital

Net Worth 30,268,000 SLL 47,919,000 SLL 95,929,000 SLL

45
 Table 12: Business Ratios

Ratio Analysis
Industry
Year 1 Year 2 Year 3
Profile
Sales Growth NA 41.47% 49.48% 3.00%
Percent of Total Assets
Accounts Receivable 10.11% 9.19% 7.01% 8.70%
Inventory 2.00% 3.77% 3.15% 9.50%
Other Current Assets 3.00% 1.93% 0.98% 26.40%
Total Current Assets 76.23% 88.71% 96.27% 44.60%
Long-term Assets 23.77% 11.29% 3.73% 55.40%
100.00 100.00 100.00 100.00
Total Assets
% % % %

Current Liabilities 9.28% 7.69% 5.67% 29.30%

Long-term Liabilities 0.00% 0.00% 0.00% 27.80%
Total Liabilities 9.28% 7.69% 5.67% 57.10%
Net Worth 90.72% 92.31% 94.33% 42.90%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 95.83% 95.50% 95.24% 0.00%

Selling, General & Administrative

86.59% 84.13% 74.45% 68.20%
Expenses

Advertising Expenses 0.91% 0.74% 0.56% 1.50%

Profit Before Interest and Taxes 12.32% 15.15% 27.72% 2.70%

Main Ratios
Current 8.21 11.53 16.97 1.53
Quick 8 11.04 16.42 0.88

Total Debt to Total Assets 9.28% 7.69% 5.67% 57.10%

Pre-tax Return on Net Worth 44.68% 49.11% 67.10% 3.40%

Pre-tax Return on Assets 40.53% 45.33% 63.30% 8.00%

Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 9.40% 11.36% 20.68% n.a
Return on Equity 34.09% 36.83% 50.05% n.a
Activity Ratios

46
Accounts Receivable Turnover 4.88 4.88 4.88 n.a

Collection Days 57 64 62 n.a

Inventory Turnover 5.45 5.33 4.28 n.a

Accounts Payable Turnover 11.67 12.17 12.17 n.a

Payment Days 27 27 25 n.a

Total Asset Turnover 3.29 2.99 2.28 n.a
Debt Ratios
Debt to Net Worth 0.1 0.08 0.06 n.a
Current Liab. to Liab. 1 1 1 n.a
Liquidity Ratios
Net Working Capital $22,338 $42,059 $92,139 n.a
Interest Coverage 0 0 0 n.a
Additional Ratios
Assets to Sales 0.3 0.33 0.44 n.a

Current Debt/Total Assets 9% 8% 6% n.a

Acid Test 6.91 9.85 15.18 n.a

Sales/Net Worth 3.63 3.24 2.42 n.a
Dividend Payout 0 0 0 n.a

47
 Table 13: Monthly Sales Forecast

Sales Forecast
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Unit Sales
Full
0% 90 130 170 190 190 185 135 135 120 120 140 155
Wash
Exteri
or 0% 90 130 185 220 230 220 180 170 150 150 160 165
Wash
Interio
r 0% 40 50 50 55 60 65 70 80 80 85 75 60
Clean
End
User 0% 3 5 7 10 12 12 14 9 11 14 15 17
Detail
Busine
ss
Fleet 0% 25 40 55 60 60 55 55 55 55 50 50 55
Wash
es
Car
Dealer
ship 0% 15 17 20 26 32 40 56 45 56 60 60 67
Detail
s
Total
Unit 263 372 487 561 584 577 510 494 472 479 500 519
Sales

Unit Prices

48
Full 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000
Wash SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Exteri
90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000
or
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
Interio
80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000
r
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Clean
End
1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00 1,400,00
User
0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL
Detail
Busine
ss
100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Fleet
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
es
Car
Dealer
700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000
ship
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Detail
s

Sales
Full 1,350 1,950,00 2,550,00 2,850,00 2,850,00 2,775,00 2,025,00 2,025,00 1,800,00 1,800,00 2,100,00 2,325,00
Wash SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL
Exteri
1,170,00 1,665,00 1,980,00 2,070,00 1,980,00 1,620,00 1,530,00 1,350,00 1,350,00 1,440,00 1,485,00
or 810 SLL
0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL
Wash
Interio
400,000 400,000 440,000 480,000 520,000 560,000 640,000 640,000 680,000 600,000 480,000
r 320 SLL
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Clean
End
700,000 980,000 1,400,00 1,680,00 1,680,00 1,960,00 1,260,00 1,540,00 1,960,00 2,100,00 2,380,00
User 420 SLL
SLL SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL
Detail
Busine
400,000 550,000 600,000 600,000 550,000 550,000 550,000 550,000 500,000 500,000 550,000
ss 250 SLL
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Fleet

49
Wash
es

Car
Dealer
1,050 1,190,00 1,400,00 1,820,00 2,240,00 2,800,00 3,920,00 3,150,00 3,920,00 4,200,00 4,200,00 4,690,00
ship
SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL 0 SLL
Detail
s
Total 4,200 5,810,00 7,545,00 9,090,00 9,920,00 10,305,0 10,635,0 9,155,00 9,800,00 10,490,0 10,940,0 11,910,0
Sales SLL 0 SLL 0 SLL 0 SLL 0 SLL 00 SLL 00 SLL 0 SLL 0 SLL 00 SLL 00 SLL 00 SLL

Direct Unit Costs

Full 0.0 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000
Wash 0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Exteri
0.0 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000
or
0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
Interio
0.0 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000
r
0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Clean
End
0.0 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000
User
0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Detail
Busine
ss
0.0 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000
Fleet
0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
es
Car
Dealer
0.0 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000
ship
0% SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Detail
s

50
Direct Cost of Sales

Full 63,000 91,000 119,000 133,000 133,000 130,000 95,000 95,000 84,000 84,000 98,000 109,000
Wash SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Exteri
36,000 52,000 74,000 88,000 92,000 88,000 72,000 68,000 60,000 60,000 64,000 66,000
or
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
Interio
12,000 15,000 15,000 17,000 18,000 20,000 21,000 24,000 24,000 26,000 23,000 18,000
r
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Clean
End
9,000 15,000 21,000 30,000 36,000 36,000 42,000 27,000 33,000 42,000 45,000 51,000
User
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Detail
Busine
ss
18,000 28,000 39,000 42,000 42,000 39,000 39,000 39,000 39,000 35,000 35,000 39,000
Fleet
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Wash
es
Car
Dealer
45,000 51,000 60,000 78,000 96,000 120,000 168,000 135,000 168,000 180,000 180,000 201,000
ship
SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
Detail
s
Subtot
al
Direct 183,000 252,000 328,000 388,000 417,000 432,000 436,000 387,000 408,000 427,000 445,000 483,000
Cost SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL SLL
of
Sales

51
Table 14: Monthly Personnel Plan

Personnel Plan
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0 1,500,0
Owner
% 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL
Car
0 2,240,0 2,240,0 3,360,0 3,360,0 3,360,0 2,240,0 2,240,0 2,240,0 2,240,0 2,240,0 2,240,0 2,240,0
Wash
% 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL
ers
Admin 0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0 1,120,0
/Sales % 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL
Total People
Total 4,860,0 4,860,0 5,980,0 5,980,0 5,980,0 4,860,0 4,860,0 4,860,0 4,860,0 4,860,0 4,860,0 4,860,0
Payroll 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL 00 SLL

Table 15: Monthly General Assumptions

General Assumptions
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest
10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
Rate
Long-term Interest
10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
Rate
Tax Rate 30% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25%
Other 0 0 0 0 0 0 0 0 0 0 0 0

52
Conclusion

Ordinarily people can successfully run a normal car wash business without the stress of
going through the required protocol of setting up a new business including writing a
detailed business plan, but because of the nature of carwash business we want to
establish, there is no option other than to follow due process. At the moment the hand
car washing business around River No2 consists of little or no competitors. Everything
from local youths washing cars for people who go to the beach for leisure. However,
these two alternatives aim to meet the needs of the price-conscious individuals who are
choosing the service simply so they do not have to clean the car themselves.

ROGY Car Wash will be providing customers with three services: exterior car washing,
interior cleaning, and detailing. At the moment ROGY Car Wash has no true competitors
around the communities that are being targeted though there is the possibility they will
emerge in the near future. Our carwash customers will have plenty of options when it
comes to having their cars cleaned. Car owners can choose anything from fully automatic
carwashes to attendant-operated carwashes and car detailing services. We realize that if
we want people to choose our carwash and keep coming back for years to come, we
have to understand exactly what they’re looking for and implement the most effective
techniques to help them get what they want.

Our staff is at the core of our carwash business. While our work is to clean cars, we’re
first and foremost a business service, which means interactions between our staff and
customers. These interactions are at the core of our customer service. Customers are
looking for an excellent experience. Therefore, we look at the different techniques we
can implement to build a positive customer experience culture that will ultimately
guarantee our success in the market regardless of present and future competition.

53