ASSIGNMENT COVER

HHAHA
HAMBRA EDU SERVICES

STUDENT’S NAME

I/C NO / MATRIX NO. :

PROGRAMME : EXECUTIVE MASTER IN OPERATION &

PROJECT MANAGEMENT

CLASS DATE :

INTAKE DATE :

MODULE : ADVANCED PROJECT MANAGEMENT

TRAINER’S NAME :

CENTRE : SHAH ALAM

OVERALL MARK
(Fill up by Trainer)

INDICATOR MARK

EFFORT ( 10% )
PRESENTATION (10% )
CONTENT ( 40% )
TOTAL ( 60% )
Table of Contents

1.0 Executive Summary

1.1 Business Objectives

1.2 Mission
1.3 Keys to Success

2.0 Company Summary

2.1 Ownership
2.2 Operation Locations & Facilities
2.3 Competitors
2.4 Why Us?

3.0 Services Description

3.1 Product Description

3.2 Sales Literature
3.3 Sourcing
3.4 Future Products
3.5 Technology

4.0 Market Analysis Summary

4.1 Market Segmentation

4.2 Target Market Segment Strategy
4.3 Industry Analysis

5.0 Strategy and Implementation Summary

5.1 Strategy Pyramid

5.2 Competitive Edge
5.3 Marketing Strategy
5.4 Sales Strategy
5.5 Strategic Alliances
5.6 Milestones
6.0 Web Plan / Strategy

6.1 Website Marketing Strategy

6.2 Development Requirements

7.0 Management Summary

7.1 Organizational Structure

7.2 Personnel Plan

8.0 Financial Plan

8.1 Important Assumptions

8.2 Key Financial Indicators
8.3 Projected Profit / Loss
8.4 Break Even Analysis
8.5 Projected Cash Flow
8.6 Projected Balance Sheet
8.7 Business Ratios

Appendix
1.0 EXECUTIVE SUMMARY

Sandakan City is the second largest city in Sabah after Kota Kinabalu. The town has an estimated
population of 510,000. Consequently, they have numerous numbers of cars and want them to look
nice too. All these potential customers need a car wash that fits their needs and their budget. We will
happily fill that need.

MBL Wash and Shine (MBLWS) will be providing customers with three services: exterior car
washing, interior cleaning, and detailing.

1.1 Objectives

MBLWS objectives is very much straight forward, which is to become preferred car washing service
provider in Sandakan.

Substantially increase profitability. We will encourage price-sensitive jobs to go elsewhere by

normalizing the pricing structure. This will allow for more high-end cleaning services to be performed
for the less price-sensitive market sector. This pricing will insure a quadrupling of net profits during
the third year.

To improve the administrative processes of the company. This will allow a reduction in the owner’s
involvement in simple administrative tasks from 50% of his time to 20%, thereby allowing him more
time for sales and marketing tasks.

1.2 Mission

Our mission at MBLWS is to always perform the highest quality work at the best price around.
Provide the best car wash experience at the best value possible. We want every customer to leave
feeling like the wash they received was worth the amount they invested in keeping their car clean. We
use premium brand automotive detergents, wax's and car care products.

• We can achieve this by only using the best of everything to do our restoration.
• We produce high-quality work using the best parts and supplies available in the marketplace
today.
• We only employ the most knowledgeable people to work for our shop. We employ only the
best people to do our work.
1.3 Keys to Success

Keys to success for the company will include:

1. Maintaining an untarnished reputation in the community.

2. Quality care.
3. Competitive pricing.
4. Continuously upgrading our service using the latest available online and web services, where
this kind approach very much preferred by people.

2.0 COMPANY SUMMARY

MBLWS is a car wash and car detailing shop located in Sandakan.This company engaged with its
current business since November 2016. Which is approximately 6 years in operation. In average, Net
Profit is approximately RM 15,000.00 per month or approximately RM 180,000.00 per annum.

As most other companies, MBLWS business do have been impacted slightly during the period of
April’2020 to Sept’2020. Company must come to a complete shut down during this period due to
Movement Orders. Anyhow, due to required waivers and moratorium by the government during this,
somehow giving us the room to breathe and manage our capital well.

MBLWS is best suited to serving the high-end services. The company dedicated to providing the
highest quality workmanship and executing the cleaning services exactly in accordance with
the customers need.

2.1 Company Ownership

MBL Wash and Shine (MBLWS) privately held and owned by Mr. Muhamad bin Lias, with 100%
shares of this company held by the owner himself.

As this is only an Enterprise company at the moment, but for future expanding approach, the owner
plan to upgrade the company to a private limited company, where the share will be further distributed
among the family members. This is to ensure that the company will continuously serve the customers
in a long period of time with the core quality of services to be maintained in all coming years.
2.2 Operations Locations & Facilities

MBLWS located strategically, 5km from Sandakan Town, 2km away from main Sandakan Port and
near to locally well-known restaurants, which is GIMSA Bistro and Grill and Kedai Kopi Baru Bar
Lok.

Free parking space around the open space area allows the customer to have their comfortable time to
get their car wash and detailing been done comfortably.

(MBLWS)
We Are Here
Current available equipment owned by MBLWS is as below summary :-

Item Description Qty Remarks

1. Portable Water Tank 4 Nos
(1500 gallon)
2. High Pressure Washer 3 Nos Various Model
3. Vacuum Cleaner 3 Nos Various Model
4. Dryer 2 Nos Various Model
5. Air Compressor 2 Nos Various Model
6. Blowers 2 Nos Various Model

Other commonly available materials are :-

• Cleaning Chemicals
• Tools and Consumables

2.3 Competition

There is one other hand car wash shop in Sandakan. It is quite new and is trying to compete with

automatic car washes by offering low prices. However, it is not targeting the customers who seek

quality cleaning.

We are very sure that MBLWS has no true competitors that are trying to offer a high-quality services
for a reasonable rate.

2.4 Why Us?

MBLWS will be providing customers with three services: exterior car washing, , interior cleaning,

and detailing. MBLWS has no true competitors that are trying to offer a high quality service for a

reasonable rate.

i. 100% Satisfaction Guaranteed If you aren’t completely satisfied after seeing your freshly
detailed car then we haven’t done our job and it is FREE!
ii. Quality Customer Service We will keep working until you are completely satisfied!
iii. Great Value for the Money Great value for the price as you see our care and attention to
detail is unparalleled. Price directly relates to Quality-of-Service and the time taken to ensure
100% customer satisfaction or your money back!
 iv. On-Time Completion Your time is important to us. We will finish your car on-time, every
time. We have a team of detailers that ensures
v. Free Consultation With a good description of your car we can tailor any of our detailing
packages to suit your needs.
vi. Documented Training Methods Every staff member is trained to our documented
procedures ensuring a consistent and high quality result every time.
vii. Quality Control Check We have a senior detailer check each car after it’s finished.
viii. Breakages Policy If we cause any breakage to your vehicle then you can rest easy that we
will fully repair any damage.
ix. Fully Insured Your car is fully insured on our premises and when we drive it.
x. Custom Detailing Premises All detailing work is performed at our customised premises in,
so the dirt stops at our place and not on your driveway!

3.0 SERVICE DESCRIPTION

3.1 Sales Literature

MBLWS sales literature or also known as marketing communications been strategized and executed
as below summary :-

• Company Brochures
• Product Data Sheets
• Safety Data Sheets
• Website
• Social Medias – Instragram / Telegram / Whatsapp

All the above items been shared for free to our customers. For them to have the trust and confidence
to use our services.

3.2 Sourcing

Main source of a car wash companies will always be our washing chemical products.

As of MBLWS approach, we will ensure a long term contract been developed with our suppliers.

A long-term contract with required suppliers, not only secure our company from having the required
product in timely manner. We can also have our required products with a bargain price along the
contract period.

3.3 Future Product / Services

As the company expands, it requires new service categories to increase the sales volume. It is
important to ensure MBLWS do have the required capabilities to serve the customer well.
We are in amidst exploring the opportunity to serve our customer with other extra services such as :-

• Vehicle Fogging / Pest Repellent

• Vehicle Disinfection Services
• Nano Coating Technology
• Hydrophobic Coating Technology
• Automated External Car Wash

We believe, by providing additional services as above will further broaden our market segmentation
as required.

3.4 Technology

As the technology is evolving, the expectation from customers do become higher and higher too.
Customers will always looks for a service which been provided to them is in good quality and with
fast services too.

Automated equipment is providing closer, more effective cleaning ability, and chemical applications
have also advanced. Foam shows and better chemistry, for example, allow operators to provide
consistent, high quality and thorough results while entertaining customers across all wash formats.
When applied correctly, these systems are also saving owners money in the process.

The premium chemical applications and an improved delivery has enabled a carwash to produce a
cleaner, shinier and drier car than in past years. By applying chemistry and water only in the places
they are needed, the amount of a particular chemical application can be reduced.

The savings don’t stop there. With certain applications, device saturation allows us to reserve
additional delivery until it is needed. Priming, on the other hand, allows product to be dispensed prior
to the activation of the device for a more thorough delivery and improved quality.

In addition to developing new technologies and automation, carwash manufacturers have also been
busy updating and improving older systems, such as tire cleaners and drying systems. As a result,
more operators are adopting these new and improved systems. One such system that is catching us to
explore is the “touch drying” equipment, which can be added to a conveyor carwash just prior to the
dryers.

Many in the industry used touch drying machines in the past, and then they went away. But,
manufacturers have improved these systems, especially the super absorbent materials that are being
incorporated, and as a result the total drying of the car is better.
Equipment and chemical advancements are also providing a better wash quality compared to past
decades, regardless if the system is offering friction or touchless car washing.

4.0 MARKET ANALYSIS SUMMARY

4.1 Market Segmentation

MBLWS market segmentation been captured as below summary successfully for 3 consecutive years.

In average, our customers is basically from :-

➢ Private Car Owners

➢ Company Cars
➢ Government Departments
➢ Dealerships

Sales

10%
10% Private Car Owners
Company Cars
Government Department
20% 60%
Dealerships

Market Analysis Summary Chart

4.2 Target Market Segment Strategy

Developing a target audience is also a more effective and efficient way to reach new customers and
grow our car wash business. Plus, it helps us to stretch our marketing and advertising budget even
further. We have determined the best target audience for our car wash, considering the followings :
➢ 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 Soapy Rides 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 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 five new and used car dealerships within three miles of the proposed
location of Soapy Rides. These dealerships often use outside car wash services to detail their
vehicles before they are put up for sale. In addition, there are fifteen other car dealerships
within a seven-mile radius of Soapy Rides.
 ➢ 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

4.3 Industry Analysis

The Malaysia car wash service market size was valued at USD 727.1 million in 2020 and is expected
to expand at a compound annual growth rate (CAGR) of 3.8% from 2021 to 2028. One of the
foremost factors driving the market for car wash services in Malaysia is the rising production and sale
of automobiles. In 2019, the Malaysian automotive industry was among the top 10 largest
manufacturing bases in the Asia Pacific and the 23rd largest in the world. According to the Ministry
of International Trade and Industry (MITI), the country’s automotive industry is one of the key
contributors to its GDP with a 4.3% contribution in 2019. The COVID-19 pandemic has severely
impacted countries across the globe and Malaysia is no exception.

The manual car wash segment dominated the market with a share of over 77.0% in 2020. This is
attributed to the low cost of this service type compared to the automatic car wash service. In addition,
the traditional method of car wash is acting as a major driver for the market in the country.
5.0 STRATEGY AND IMPLEMENTATION SUMMARY

5.1 Strategy Pyramid

Organizational restructuring is one of the key elements in MBLWS growth plan. MBLWS’s
management culture is currently placed on the “one-man-show” model, and as a consequence,
employees sometimes feel uncomfortable in the work environment and are less likely to contribute to
the overall performance of the company.

Even the flexibility is there, this style of management somehow limited the company’s growth. By
appointing non-family members to posts in strategic positions such as branch managers, MBLWS will
create more accountability in its performance.

Sooner or later, MBLWS as a company must continue to invest in increasing the competency of its
people through attending various trainings related to new product application or new equipment
handling. Through the creation of corporate culture, MBLWS will become a professional company
dedicated to good ascendancy and will one day generate greater performances.

The brand re-development for MBLWS will power include an emphasis on its new marketing
Campaign. The transparent marketing campaign will appeal to the confidence of our customers.
MBLWS somehow shifting its perception from being the “affordable” car washing and car detailing
company toward a high-end image. For sure, the price is not something will be sacrificed by the
company to make the thing happens.

5.2 Competitive Edge

The overall concept is to maximize the Internet and social medias to connect customers. This concept
not only benefits MBLWS, but also local product suppliers and customers as well.

The above industry and competitive analysis business plan is crucial for a deeper understanding of the
sector we are investing in. When entering a competitive arena, MBLWS is very clear in what it is up
against. Only with that full awareness MBLWS will be able to realistically direct its core offerings.

By putting a strength towards effective strategies that have been strong fighting chance to succeed
over the other more established players in the market. As a steam using car wash business, MBLWS
are well-versed with the opportunities and challenges the industry poses. Moreover, the reliability,
proven and have the best interest at heart.

5.3 Marketing Strategies

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 our customers and get them to
return to our company time and again. When we build a loyalty program, you are thinking of our
goals to make it successful.

We offer 1 free external washing service to our customer if they manage to complete 7 times washing
service with us, this will attract our customer to be visiting our car wash more frequent.

(Sample)

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. A Facebook or Instagram page is a really good way to not
only promote our business, but also engage with our local community.

With minimal 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.

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.
Our carwash digital coupon is an excellent opportunity to use the email list and make sure our
contacts on it are up to date. Continuously emailing either a coupon for a free upgrade on an existing
package or offer a free wash with the purchase of another wash. Without any surprise, we find that
there will definitely attract some takers from this program.

Work With The Community

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

Be Transparent About Offerings

We offer upfront in our menu about the consumer brands that we use at our carwash. This
transparency creates trust from our customers. Sharing 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.

5.4 Sales Strategies

MBLWS sales strategy very much clear from its operating model.

#1 – Targeting our Ideal Buyer

Before we effectively sell our services, we defined who is our target market. Many companies
overlook the buyer persona because they don’t recognize the value it can bring.

Knowing what our ideal customer looks like can help sales representatives to avoid chasing leads that
will never close, regardless of how masterfully we nurture them. Discovering the characteristics of
our paying customers. What are their pain points, Which lead sources do they come from, What’s
their budget and most importantly, what makes these clients a good fit for what we offers?

When combined, this information, it can help our sales team to prioritize their time and effort. In
some cases, you may have a different buyer profile or persona for each product or service you sell.
Our sales team members are excellent resources when defining these outlines, as they’re the ones who
directly interact with our customers during the buyer journey.

#2 – Keeping Tabs on Engagement

Companies who keep their finger on the engagement pulse are more likely to apply customer actions
with sales-prioritized activities. For example, when customers open an email from us, sales
representatives may plan to follow up with them later in the day. Or, when a customer clicks on a link
in the email, their lead score may increase because they’ve shown interest in our promotion.

Engagement can be highly indicative of a person’s willingness or desire to do business with you. The
more they engage, the more qualified they are for sales teams to interact with.

In addition, engagement can indicate whether a lead is marketing-qualified or sales-qualified. For

example, someone who visits our pricing page is more likely to close than someone who filled out our
newsletter signup form.

#3 – Aligning Sales and Marketing

Sales and marketing each have their own priorities and responsibilities, but the goal is ultimately the
same: to grow revenue. Marketing’s job is to create campaigns and content to attract leads for
the sales team. But lead quality matters more than lead quantity since sales must be able to close a
portion of the leads they receive.

In addition, sales must be in tune with what marketing teams are doing in order to attract leads. Our
customers should be aware of the various promotions, advertisements, and content that marketing
produces so we can well prepare with our sales presentations for consistency.

#4 – Use Data to Make Business Decisions

Sales strategies are comprised of a myriad of moving parts, and it’s not easy to track each of them on
our own. Sales enablement platform and CRM solutions help to provide data-driven insights into our
department’s performance, but we need to understand how to use this data to get the results our
expectation.

It starts by defining what metrics are worth measuring. It’s easy to get lost in the data sea we
accumulated, so take time to define the metrics that will best contribute to business growth. A few
examples you might consider:

• Lead sources
• Lead scores
• Length of customer journey based on lead score
• Engagement metrics
Our strategy is to attract customers who will be repeat users and will frequent the business in the
typically quiet times. It will not be difficult to attract customer. ZVWS target people who will tend not
to be restricted to these busy times.

More specifically we plan on targeting:

• Business owners who make their own hours. We will reach out to them by paper promotions
and brochures handed to everyone who works in the area and connect to the local businesses
through Facebook and linked in. They will get a discount the first time they use our service
for giving us a try.
• Retired people – we will mail them promotions or drop them by their homes in the area. This
demographic is less likely to be on social media, but we will honor any promotions they find
online.
• Dealerships will need cars detailed and washed regardless of the time of the day and week.
We will build a very good quid pro quo relationship with these dealerships. This will supply
a constant flow of traffic.
• Businesses will need their fleet cars washed during the week during regular business hours.
Again, this will be due to strong quid pro quo relationships with these businesses. If they trust
their cars or their client’s cars with us we will take very good care of them

5.5 Strategic Alliances

As a carwash owner, you know that a carwash system can be one of the most successful investments
on the market today. However, many operators ignore the additional practices that will add value to
the customer and increase business revenue, including important and often necessary carwash
upgrades.

Outlined in this article are three simple strategies that can help separate from our competition,
increase our profit margin and help ensure that we exceed our business goals with a carwash system.

PARTNER WITH A TRUSTED DISTRIBUTOR

Technological advances have made both friction and touchless systems more reliable and efficient
than ever before. However, that doesn’t mean carwash owners should neglect working relationships
with their distributors. Our distributor should be trusted as an ally for anything and everything,
regardless of which stage our carwash business is in.
Successful carwash operators are the ones who have built strong relationships with their local
distributors. Why? Much more than sales agents, our distributor is a trusted expert and can provide
valuable guidance regarding our local market, potential customers and competition to help maximize
our revenue potential.

Some areas where we’ll be able to tap into the distributor’s knowledge include:

• Identifying environmentally efficient solutions

• Assisting in site evaluations in order to select the best options for our system,
potentially adding value or saving you money
• Providing factory-certified installation, preventative maintenance and emergency
service
• Setting prices and reducing operating costs, and always looking to help ensure you
are maximizing our return on investment.

Our distributor’s goal is to partner with you in growing our business for years to come, thereby taking
the “if you are successful, they are successful” approach. Utilizing this effective resource will not only
increase the value of our business, but it will also reduce unnecessary stresses and confusion
associated with incorporating a carwash as well as the daily operational needs of our system. Don’t
miss out on the opportunity to leverage this valuable resource.

CREATE AN INVITING AND SAFE SITE

Maintenance and cleanliness are paramount to ensuring continual revenue growth from our carwash.
In addition to a clean car, customers prefer a clean facility.
The owner is responsible for keeping the carwash clean, safe and operational for the customer. At
least one employee at the facility, or in an area, should be responsible for maintaining the site and
taking care of sweeping, trash removal and overall cleanliness. A clean site projects success and has
an influencing impact on repeat and potential customers.

Customers also require a safe experience, especially with around-the-clock hours. A well-lit facility is
crucial to delivering a safe carwash experience, and lights should be replaced at regular intervals. As
more organizations switch to long-life LED bulbs, the need for bulb replacement has lessened, though
this does not mean our signage should be ignored. Making sure signs are clean and in good repair is a
necessity, as clear signage also contributes to a safe and inviting atmosphere.

Last but not least, consider installing vacuums, vending machines and cash machines at our facility.
These simple conveniences are a value to customers and provide additional revenue sources for us.
Once you’ve made our site as welcoming and safe as possible, it’s time to maximize our business with
a mix of marketing efforts.

MARKET OUR WASH WITH A UNIQUE MIX OF TACTICS

While the quality and effectiveness of our carwash will result in clean cars and happy customers, this
alone will not attract new customers to our business. Through a mix of tactics, we can help make sure
our business stays top-of-mind with existing customers as well as reaches potential new customers.
Effective customer retention and marketing initiatives don’t need to break the bank either. By
leveraging the following tactics, we can break through the noise of competition and differentiate our
business for little to no additional cost.

Some of the most effective marketing efforts can be done on-site. Here are some ways to market to
customers who are already at our carwash location by rewarding their choice and encouraging repeat
visits:

Loyalty program: Create a loyalty program with exclusive promotions and rewards to keep
customers coming back.

Signage: Take advantage of on-site signage to promote our carwash. Large signs on our building or
eye-catching signs along the road make for great attention grabbers.

In-bay wall space: Leverage the in-bay carwash wall spaces by promoting other revenue streams, or
sell the advertising space to local businesses. You have a customer’s full attention while they’re in the
carwash, so make the most of it.

Change mats and window clings: If our carwash is part of another business, like a convenience
store, take advantage of the opportunity to promote our carwash to every customer that comes through
the door.
Additionally, maximize our exposure in the community by taking advantage of these low-cost
opportunities:

Fundraisers: Like the “community give back” at our grand opening event, partner with a local
charity to donate a portion of the profits from carwashes on select day(s).

Social media: Serve geo-targeted digital ads and boosted posts to current and potential customers
through social media. For example, share a photo of a happy customer and his or her clean car on
Facebook, and boost the post to Facebook users within a 10-mile radius of our location.
Local media: Local radio and newspapers are cost-effective ways to reach potential customers. You
can also work with media outlets to offer on-air prizes in exchange for promotional mentions.
The carwash industry offers a lucrative business model with potential for high profit margins and
excellent customer retention. With a trusted distributor, optimized site and effective marketing, you
can leave our competitors far behind.

5.6 Milestones

The milestones program shows the detailed implementation schedule for MBLWS’s

expansion in its service portfolio and distribution strategy. The owner himself will lead the

project in finding potential to upgrade the services in the area and control the budget in
several strategic areas.

•Additional Washing Stations (Between Jan'22 - March'22)

Upgrade •Budget of RM 3,500.00
Premises

•New Washing Equipment and Dryer Unit Usage and Maintenance Programs
Send (Between April'22 - June'22)
Staffs for •Budget of RM 3,000.00
Trainings

•Target Additional 1 No. within Year 2022 (Before End of year 2022)
Open
•Budget of RM 35,000.00
New
Branch

•Upgrade Website, Upgrade Online Advertisement Methods (Along the year 2022)
Website and
Social Medias •Budget of RM 3,600.00
Promotion and
Redesigning

6.0 WEB PLAN / ONLINE STRATEGIES

A car wash web plan summary is essentially a strategic guideline for setting up a website for
establishment. It outlines the specific measures and steps a business intends to take to have a website
up and running.
Not like our competitor, we are very transparent with our services. All related documents will be
shared in our website. Customers will have the required information by searching and downloading
our required templates, material data sheet, safety data sheet from our website.

On top of that, we gave the privilege to our customers to provide their comment and feedback without
any vetting. With this, it will provide direct performance review from customers.

6.1 Website Marketing Strategies

This process refers to optimizing MBLWS website by including the frequent use of keywords from
customers going to search engines looking for car washing, such as “car wash,” “auto detailing,” and
“nearby car wash” into its web pages.

The model of web optimization is quite straightforward, knowing that search engines’ spiders
would not go as far as two levels in delivering the websites to Internet users. Note that
flash pages are not friendly to the spiders, so it is advisable not to put flashy pages on the
first two levels.

Currently, the Web positioning strategy is more than adequate to put MBLWS among other
competitors. Now, with the optimized keywords and meta-texts in position, MBLWS needs to do one
final step, posting the site for search engines.

In simple example, Yahoo! and Google are the most used search engines in the world today.
It will assist to get the things been search easily without any hassle.

6.2 Development Requirements

In developing this high-tech website, MBLWS will prioritize the Macromedia Flash software, as well
as open-source software to get the job done in a very cost effective. MBLWS will use freelance web
designers to provide their services. With this, we can have required ideas to be presented effectively.
Engaged programmer will be responsible to create the program that will enable these new features,
while for data entry, image cropping, and simple programming
7.0 Management Summary

MBLWS Owner, will be accountable for developing business strategy, identifying business
opportunities, and achieving projected revenue and expense targets. Owner himself will be
responsible for supervising the finance and accounting department. Nevertheless, responsibility of
developing brand advertising and marketing programs under owner undertaking too.

7.1 Organizational Structure

The new organization restructuring will focus on the relationship between the owner and
the managers, not necessarily limiting the involvement of the owner. The purpose
of this new organizational model is to increase the accountability of each subdivision to
gain maximum performance.

Owner /
CEO
Muhamad Bin Lias

Manager
Fajary Amir

Web Sales Operation

Designer Coordinator Coordinator
Razali R semana Tengku Syed Hasif Hanafi Saringat
7.2 Personnel Plan

Mr. Hanif will now receive the whole profit, as he is the only owner of the company. Owner will then
plan the salary packages to the staff as required. This will accumulate extra cash for the
further development of the company.

Owner / CEO RM 6,800.00

Manager RM 4,000.00
Sales Coordinator RM 2,800.00
Operation Coordinator RM 2,600.00
Web Designer RM 800.00
Direct Workers RM 7,000.00
Total Monthly Wages RM 24,000.00

8.0 Financial Plan

MBLWS financial plan is based on overall strategy of new market development. We will cut our
margins from 35% to 25% to increase our appeal to a wider audience. With lower prices, we must rely
on online marketing efforts to maintain and enhance the prestige of our brand and services.

8.1 Important Assumptions

Our assumption is based on the historical 20% annual sales growth since 2016. This is a rather
conservative sales projection. As we expand our categories and revamp the technology, in addition to
building a stronger image brand, we expect a higher growth percentage during three years of
operation.

8.2 Key Financial Indicators

We will decrease our gross margin from 35% in previous years to 25

 Benckmarks
1.4

1.2

0.8

0.6

0.4

0.2

0
Sales Gross Margin Operating Expenses Nett Profit

2016 2017 2018 2019 2020 2021

8.3 Projected Profit / Loss

Our estimated Net Profit for 2022 and 2023 is presented in the accompanying table and
charts.

Projected Profit Monthly Profit

RM20,000.00
RM18,000.00
RM16,000.00
RM14,000.00
RM12,000.00
RM10,000.00
RM8,000.00
RM6,000.00
RM4,000.00
RM2,000.00
RM0.00
Jan Feb Mar April May June July Aug Sept Oct Nov Dec

Monthly Profit
 Projected Yearly Nett Profit

RM190,000.00

RM185,000.00

RM180,000.00
Nett Profit
RM175,000.00
2022 2023

Nett Profit

Gross Margin Monthly

RM60,000.00

RM50,000.00

RM40,000.00

RM30,000.00

RM20,000.00

RM10,000.00

RM0.00
Jan Feb Mar April May June July Aug Sept Oct Nov Dec

Monthly Profit
 Gross Margin Yearly

RM620,000.00

RM610,000.00

RM600,000.00
Gross Margin
RM590,000.00
2022 2023

Gross Margin

Pro forma Profit and Loss

Item 2022 2023 Remarks

Sales RM 50,000.00 RM 52,000.00
Direct Cost of Sales & Services RM 32,000.00 RM 32,200.00
Other Cost of Sales & Services RM 3,000.00 RM 3,100.00
Total Cost of Sales & Services RM 35,000.00 RM 35,300.00

Gross Margin RM 603,000.00 RM 620,000.00

Gross Margin % 25.3% 26.3%
Taxes RM 43,400.00 RM 45,600.00
Net Profit / Sales RM 137,600.00 RM 144,400.00

Expenses 2022 2023 Remarks

Payroll & Taxes RM 24,000.00 RM 26,000.00
Marketing / Promotion RM 1,000.00 RM 2,200.00
Car Wash Bay Monthly RM 3,000.00 RM 3,000.00
Installment, Utilities
Washing Chemicals, Equipment RM 5,000.00 RM 5,500.00
Maintenance, Tools and
Consumables
Total Operating Expenses RM 33,000.00 RM 36,700.00
8.4 Break Even Analysis

With monthly fixed costs and variable costs, the table and chart below show what we
need to do more sells each month to break even. We are well past the break-even point,
even with these lower margins.

Monthly Revenue Break Even Sales Volume = 2,523 Unit

Assumptions :-

Average Percent Variable Cost = 7.5 %

Estimated Monthly Fixed Cost = RM 35,000.00

8.5 Projected Cash Flow

MBLWS projected cash flow presented in below table.

At beginning cash balance was RM 50,000. Ending cash balance is projected to be RM 67,000 for the
1st month of business.

Operations generated RM 17,000 in cash flow for the 1st month period.
8.6 Projected Balance Sheet

MBLWS projected balance sheet presented in below table.

Current Assets Year 2021 (Current Year) Year 2022 Year 2023
Cash RM 500,000.00 RM 520,000.00 RM 650,000.00
Inventory RM 50,000.00 RM 85,000.00 RM 100,000.00
Others RM 350,000.00 RM 475,000.00 RM 570,000.00
8.7 Business Ratios

Business ratios for the years of this plan are shown below. MBLWS utilizes online calculation tools to
easy the calculation processes.
Appendix
Popular e-commerce payment trends in Malaysia (2019) – Graph from J.P.
Morgan2