Strategic Planning for Plantris Shine Company

This report presents a strategic business plan for Plantris Shine Company, a car washing and detailing service provider in Australia. The plan focuses on using environmentally friendly products and water-free techniques to reduce negative impact on the environment. It includes marketing and sales strategies, target market analysis, competitive advantage, and financial projections.

Running head: STRATEGIC PLANNING
PLANTRIS SHINE COMPANY
Strategic Enterprise
Planning
5/29/2019

STRATEGIC PLANNING 1
Executive Summary
The aim of this report is to present a business plan of Plantris Shine Company which
is involved in offering car washing and detailing services to the customers in Australia. The
key motive of the business is to be responsible for society by using environmentally friendly
products for car washing and avoiding the use of water in order to safeguard natural
resources. The report has highlighted all the key aspects of the business plan such as
marketing and sales strategy, target market, competitive advantage, and financial projections.
Using environmentally friendly products for cleaning the car will result in a less negative
impact on the environment. In addition to this, the company has planned to offer low-cost
services in order to attract customers who believe that washing car at home is cost-effective
but ignoring environmental concerns. In order to operate the business successfully company
has planned to hire two full times and two part-time experts of car washing. From the
analysis of the report, it could be said that Plantris Shine Company will be able to cover the
Australian market successfully as there is greater need of businesses making use of water free
techniques for car washing and environmentally friendly products. The report has also
presented the financial projection and funding requirement for the Plantris Shine Company.
Year 1 Year 2 Year 3
Executive Summary Amount Amount Amount
Sales $ 4,96,000.00 $ 5,54,900.00 $ 4,39,070.00
Exports 0 0 0
Net profit before tax $ 3,57,607.00 $ 3,74,200.82 $ 3,99,966.66
Investment 154366 237350 399820
Employment $ 23,874.00 $ 25,067.70 $ 26,571.76

STRATEGIC PLANNING 2
Table of Contents
Executive Summary...................................................................................................................1
Introduction................................................................................................................................4
Company Description.............................................................................................................4
Promoters...........................................................................................................................4
Shareholders.......................................................................................................................5
Board of Directors..............................................................................................................5
Advisors.............................................................................................................................5
Products and Services........................................................................................................6
SWOT Analysis.................................................................................................................8
Motto of Plantris Shine .....................................................................................................9
Market Analysis.....................................................................................................................9
Target Market.....................................................................................................................9
Total market valuation and Market Trends........................................................................9
Profile of Competitors......................................................................................................10
Competitive Advantage....................................................................................................11
Benefits to clients.............................................................................................................11
Marketing/Sales Strategy.....................................................................................................11
Market Segment...............................................................................................................11
Key Benefits to different customer segment....................................................................13
Marketing Responsibility.................................................................................................13
Income sources.................................................................................................................13
Sales Strategy...................................................................................................................15
Pricing..............................................................................................................................17
Advertisement and Promotion..........................................................................................17
Research and Development..................................................................................................18
Roadmap..........................................................................................................................18
Research and Development..............................................................................................18
Technical Partners............................................................................................................19
Patents and brands............................................................................................................19
Staffing and Operations........................................................................................................19
Management Organization charts....................................................................................19

STRATEGIC PLANNING 3
Staffing.............................................................................................................................20
Training plans...................................................................................................................20
Operations........................................................................................................................20
Financial Projections............................................................................................................21
Key assumptions..............................................................................................................21
Profit and loss accounts....................................................................................................21
Balance sheets..................................................................................................................22
Cash flow projections.......................................................................................................23
Sales Pipeline...................................................................................................................23
Funding Requirement.......................................................................................................24
Conclusion................................................................................................................................24
References................................................................................................................................26

STRATEGIC PLANNING 4
Introduction
Strategic planning is said to be the most essential aspect required for resolving
strategic tasks. It is the procedure of creating, managing, and maintaining a strategic balance
between the goals of the business and the resources present in the environment. A strategic
plan is said to be the activities set that are generated for the success and growth of the
business (Steiner, 2010). Strategic management is an art of business planning performed at a
higher level and executed by the leaders of the company and is concentrated on creating a
dense underlying establishment for business (Rothaermel, 2013). The intent of this report is
to present the strategic planning of the new business idea that is Plantris Shine which is
involved in the sustainable car washing business in Australia. The report is highlighting the
key activities and functions that business has planned to follow in order to take the business
to the highest success level. Some of the business activities that are highlighted in this report
are company background, market analysis, sales strategy, marketing strategy, financial
projections, funding, etc.
Company Description
Promoters
Promoters can be an individual or an organization that supports in raising money for
some kind of investment activity. Promoters work for raising the money for a business by
providing investment vehicles (Tade & Akinleye, 2012). The key promoters that will be
contacted by Plantris Shine are Mirum Agency, which is a digital marketing agency with
operations across the globe. This company is known in the market for combining the strategy,
technology, and creativity for understanding human and business motivations (Mirum
Agency, 2019).

STRATEGIC PLANNING 5
Shareholders
All the students involved in establishing the business idea of Plantris Shine will have
equal stake in the business as each student have invested in the business in cash as the initial
capital. After successfully establishing the business in the Australian market, the company
has planned to issue its shares in the general public by listing the company on the Australian
stock exchange. In addition to this, the company will initiate the tie-up with Benalla
Sustainable Future group and Eastern Climate Action Melbourne.
Board of Directors
The board of directors of the company will be comprised of the owner (managing
member), general manager, sales and marketing officers and finance and administration
officer.
Advisors
The advisors who will be contacted by Plantris Shine for the legal advice and support
are Bendigo District Environment council. This organization is determined as environmental
advocates. They have worked expansively with the City of Greater Bendigo on different
planning schemes and policies, and have sustained an endless public profile (Environment
Victoria, 2016).
Products and Services
Background of Business plan
Plantris Shine the car wash company has been established by the college students
who were inspired by different businesses that are involved in the sustainable business
practices. The business idea of Car wash by reducing the use of water and washing cars with
environmental friendly products was thought by the students after observing the wastage of
water by the people who believe the car washing at home is cost effective in comparison to

STRATEGIC PLANNING 6
consuming the industrial services. The head office of Plantris Shine will be established in
Melbourne. The most suitable metro cities in Australia to start the business is in Melbourne
because Victorian government encourages sustainable business starts ups by providing
mentors and legal advices and the multi- cultural environment including the highest
population of students provides wider scopes for the business.
The company will make use of environmental friendly products and reducing the
consumption of water in order to avoid attain a sustainable word. The primary product of the
company is Dry wash technology – Wax and Wipe Method, which is a Blend of soaps,
surfactants, wetting agents, plus a superior Sio2 ceramic protective coating. The Wax – Wipe
method provides aircraft finish for luxurious cars, while reducing the water consumption of
only 1250 litres water for 25000 cars. In traditional car wash method one car needs 300 litres
of water and an average of 7.5 million litres per year, which saves around 98% of water
consumption. The second product is Stream car wash method, which is operated by a LPG
gas powered small engine. The equipment is Imported from Brimfull Shine, China for 8000
dollars, this product got appreciation in 2018 Sustainable business model exhibition happened
in California. The products that will be displayed in the hub are Eco Touch Car Wash
Shampoo, Eco Touch Waterless Car Wash, Nature’s Green Magic Premium Interior Cleaner,
President’s Choice Green Fragrance-Free All-Purpose Cleaner and White Vinegar. All these
products are eco-friendly and available on Amazon.com but the company had signed a
contract with them profit share basics.
The business has planned to also offer a Hooka service near lounge area for the customers
such that they do not get bore and enjoy visiting Plantris Shine car service.

STRATEGIC PLANNING 7
Benefits and features
Plantris Shine Company has planned to offer an exclusive, innovative, and efficient
service, by raising the car wash business bar. The company installed solar panels to generate
electric power and replaced all halogen lights to LED lights. As per the calculation 220
kwh/day of energy is needed for the car wash hub but it is reduced to 63kwh/day by
implementing the changes as mentioned above. The environmentally friendly and high-
quality product line of the Plantris Shine will offer a supreme shine at a convenient time and
place to the customer. The company will treat its customers at the highest priority and
determined to meet their expectations (Hill & Brierley, 2017).
Unique selling points
The unique selling point of Plantris Shine is the use of environmentally friendly and
sustainable products for the cleaning of the car, in order to reduce the business effect on the
environment.
The company is also focused on saving the water and has planned to save around 50-
90 gallons of water per vehicle.
Advantages to customers
 The products that will be used by Plantris Shine are completely safe for the car as
well as for the environment, so they do not have to sacrifice quality to “Go Green”.
 Now people can save their money and time while protecting their car.
 Plantris Shine will offer car wash services at a convenient place and time of the
customer, such that it can contribute towards saving the time as well as money of the
customers.

STRATEGIC PLANNING 8
 The environment-friendly car cleaning products can also be purchased by the
customer from Plantris Shine through the online medium as well as from the retail
outlet of the company.
Disadvantages or weak points
 The major weak point for Plantris Shine is its low market presence in the Australian
market, which can result in making negative perception by the customers.
 Today different automotive brands are offering different customer services like car
washing which results in impacting the market share for Plantris Shine in the market.
This results in increasing the intensity of competition for the company.
Future Developments
Plantris Shine has planned to be listed on the Australian stock exchange such that it
can issue its share in the market for the general public.
Market development strategy will also be adopted by Plantris Shine , in order to
extend business operations in different nations such as USA, Germany, etc.
Long Term Aim of Business
The long term aim of the company is to be the largest and loved car washing company in the
Australian market by using environment-friendly products for car cleaning.
Objectives
 The key objective of Plantris Shine is reducing the negative business effect on the
environment such as wastage of water in car cleaning, high chemical, and toxic
products, etc.
 To be viewed as the top car wash and detail service in Australia.
 Maintaining a high gross profit margin

STRATEGIC PLANNING 9
 Expanding business operations in different states of Australia and other nations like
Germany.
SWOT Analysis
Strength
A strong relationship with key partners
The positive image in the eyes of the target
audience
Experienced and trained employees
Use of environment-friendly products for car
cleaning
Weakness
Low market presence and awareness in the
Australian market
Lack of market knowledge
Opportunities
Market development in different
Australian states and other countries like
Germany and the USA
Capability to decrease the fixed cost
Threats
Presence of a number of big players in the
market, which can result in increased
competition for the company.
A global economic downturn can influence
the business of Plantris Shine .
Motto of Plantris Shine
Cleaner and Waterless Car Wash Service at Your Doorstep
Market Analysis
Target Market
Plantris Shine will target three customer groups that are car dealerships, local
businesses, and car owners. The area where the company will establish is covered with

STRATEGIC PLANNING 10
affluent customers, where around 40% of the people earn $70,000 in a year (Bob In Oz,
2019). Hence, they own branded cars and desire them to look clean and good. There are
around five diverse car dealerships in the zone of three-mile radius which need services of car
washing for diverse fleets. In addition to this, there are a number of local businesses that have
cars and require the cleaning service for their vehicle.
Total market valuation and Market Trends
The revenue of the industry of Detailing and Car Wash Services has increased
marginally in last five years, which is supported by customers increasing awareness regarding
the environment in terms of high consumption of water and possibly instigated by vehicle
washing at home. Though, a decrease in the average working weekly hours and sluggish
development in the discretionary income have resulted in miserable demand for the services
of the industry. A number of customers hence has opted to wash their vehicle at home and
save money in spite of environmental issues. The revenue of the industry is anticipated to
increase at the yearly rate of 0.4% in the coming five years from 2018-19, to around $508.9
million. Decreasing availability of the water has inspired customers to make use of industrial
services in the last five years. Thought, it is expected that the revenue of the industry is to
decrease by 1.5% (IBIS World, 2019). Considering the environmental issues related to car
washing industry, Plantris Shine has planned to offer environment friendly services by
reducing the use of water and adopting environment friendly products. Plantris Shine will be
able to successfully cover this market as its motive is to offer safe and environmentally
friendly services to the customers which are the key concern of this industry.
From the analysis, it has been analyzed that Plantris Shine can cover this market
through its unique services. In the initial phase, the company has planned to target for 8% of
the share in the Australian market.

STRATEGIC PLANNING 11
Profile of Competitors
The car wash and detailing service industry of Australia is comprised of limited but
big players in the market which give strong competition to the new entrants. From the
analysis it has been identified that there are two key players in the car washing industry of
Australia are Magic Hand Car Wash Franchisor Pty Ltd and Mpower Franchising Pty Ltd.
Magic Hand Car Wash Franchisor Pty Ltd is the largest provider of services of hand
car-wash in the Australian market. The company is also the biggest company in the industry
in terms of revenue. The idea behind establishing this company was combining a car wash
with the café. The company specializes in offering detailing and manual car wash services.
The market share of the company is 7.8% (IBIS World, 2015).
Mpower Franchising Pty Ltd is the parent company of Car Care Australian Pty Ltd., a
major franchiser of mobile car washing and detailing services. The market share of the
company in the Australian market is 3.3% (IBIS World, 2015).
Competitive Advantage
The factors that will support Plantris Shine in attaining competitive advantage in the
Australian market are its quality and environment friendly services to the customers. As
discussed above, considering the environmental issues, the company has planned to save
water and make use of environment friendly products while washing the car.
Cost effective services to the customer is another factor that will support Plantris
Shine in attaining competitive advantage in the Australian market.
Benefits to clients
Offering environment friendly services in the market will benefit the environment as
well as clients of the company. As the company has planned to reduce the use of water which
will result in reducing some issue of water scarcity in the market. In addition to this, offering

STRATEGIC PLANNING 12
cost-effective services to the customers will result in changing the perception of people that
washing car at home is cost-effective (Johnston & Kong, 2011). Eventually, it will result in
decreasing car wash at home and results in justifiable use of water.
Marketing/Sales Strategy
Market Segment
The management team of Plantris Shine has segmented its customer based on the
type of car ownership.
New car Owners – The newer owner of the car are the one who most likely to make use of
services of car washing. These are the owners who take higher pride in their vehicle and
bring them for regular service and washing (Shende, 2014). The new owner of the car also
likes to opt for the best service and desire for environmentally friendly products to be used
for car service and washing. The aim of the business to target this group is to promote the
regular use of washing service.
Older Luxury Car Owners – These people are either owner of the luxury cars for a number
of years or are incapable to have enough money for the purchase of the new luxury car but
desire to have relaxed driving. Both these customer group want to keep high maintenance of
their car in the best possible manner. Hence, Plantris Shine will target these groups by
highlighting its best care service for the luxury car through the use of environment friendly
products.
Sports Car Owners – These owners are mostly middle-aged men or youngster who gives
major importance to the look of their vehicle. Besides this, these customers also give priority
to environmentally friendly products and sustainable practices of the business (Drozdenko,
Jensen & Coelho, 2011).

STRATEGIC PLANNING 13
Lifetime Owners – This customer group have owner the cars for more than six to seven
years and are mostly women. This customer group carries their car occasionally for the
service.
Dealerships – There are a total of five new and used car dealerships within the area of three
miles in the selected location of Plantris Shine . Mostly, these dealerships make use of
outside service of car wash before selling the vehicle (Lee & Govindan, 2014).
Local Businesses - Few of the local businesses possess the fleets of cars and small vans that
need to be maintained for the image of the company. All these businesses also look for the
cost-effective and best car wash service.
Source [(By Author, 2019)]
Key Benefits to different customer segment
The aim of Plantris Shine by establishing this business in the market is offering the
opportunity to different customer segment to add their contribution to the environment, by
availing the company's environment friendly services. The company has planned to save
around 50-90 gallons of water per vehicle. Even this step of Plantris Shine Company will
encourage people to make justifiable use of water and other natural resources and for this,
they will increase their visits to the service center of the company.

STRATEGIC PLANNING 14
Marketing Responsibility
The responsibility of the marketing of the Plantris Shine Company’s service in the
Australian market will be hand over to one of the marketing promoting agency that is Mirum
Agency, which is a digital marketing agency with operations across the globe. This company
will promote the company's operations through online as well as the offline medium (Mirum
Agency, 2018). In addition to this, the marketing department of Plantris Shine will also hire
different sales officers for the distribution of pamphlets and brochures.
Income sources
Revenue Source Contribution Description
Product 30% Use of environmentally
friendly products for car
wash will majorly contribute
to the revenue of the
company because they are
the major aspect which will
work towards attracting
customers.
In addition to this, the
company will also sell these
products to the customers
who prefer washing car at
their home.

STRATEGIC PLANNING 15
Service 60% The quality and friendly
services to the customers will
support the company in
increasing the brand
awareness and reputation of
the company in the market.
License Cost of license for operating
the business in Australia
The cost will incur for the
company for purchasing the
license, however, it will
indirectly contribute to the
revenue of the business as the
company will get legal
permission for the operations
and avoid the chances of
fines.
After Sales Service 10% After sales services to the
customers such as informed
regarding the new discounts
and offers and other services
will support the company in
attracting customers to avail
the services.
Upgrades Upgrades in the products
used and techniques
Using new and upgraded
environment friendly
products and technologies for

STRATEGIC PLANNING 16
car washing will also support
the company in increasing its
revenue because it will save
time and cost of the
customers as well as
business.
Sales Strategy
Direct Retail Services
Direct selling is said to be the retail channel utilized by global brands as well as
smaller businesses to market their services and products to the customers. There are various
businesses that use this selling strategy for insurance, housewares, cookware, etc. (Poon,
Albaum & Shiu-Fai Chan, 2012). Plantris Shine Company will make use of a direct selling
strategy under which it will offer car wash and detailing services to the customer directly by
adopting different promotional means. In addition to this, the company will make use of sales
officers for the promotion and marketing of its services among the customer. The company
has planned to set the prices through direct retailing per car wash is $15. Considering the
pricing strategy of the competitors, the company has decided a reasonable cost for its
environment friendly services which will result in attracting a maximum number of
customers.
The time business will gain a reputation in the market; Plantris Shine will work on its
pricing strategy and will try to earn more profit. Offering a cost-effective environment
friendly service will help the company in being established as a sustainable business in the

STRATEGIC PLANNING 17
Australian market. Furthermore, the company will initiate contact with different suppliers
who can provide quality products that will be used to wash cars.
Advantage of Direct Retailing
Direct selling will provide business a distribution channel with distinctive or
innovative products (Rapisarda, 2015).
Customers also gain benefit through direct selling due to the convenience and service
its offers, comprising personal demo and clarification of products, home delivery, and
substantial satisfaction guarantees (Tereyağoğlu & Veeraraghavan, 2012).
Website
Plantris Shine Company will also create its online page or website where it will
provide a detailed description of its services and allow customers to book the service.
Through online medium company will offer a discount to the customers and will charge $12
for per car wash. Using website will be effective for the company as people are becoming
social and techno-savvy due to which they like to avail every service through online medium
Advantages of Website
 The online business medium allows the company to gain awareness and increased
customer share (Simmons, Armstrong & Durkin, 2011).
 Booking the service through Website will be convenient for the customers of Plantris
Shine Company.
Pricing
Economy pricing Strategy – Economy pricing strategy is used by a number of businesses
because it aims to entice customers who are price conscious (Nagle & Müller, 2017). As
stated above, people in Australia are planning to reduce the expenses therefore, they opt to

STRATEGIC PLANNING 18
wash their car at home, however, it is raising an environmental issue that is water wastage. In
order to resolve this issue, Plantris Shine Company has planned to adopt the economy
pricing strategy under which it will offer car washing services at low rates. This will result in
giving strong competition to those companies who offer manual car washing services.
Advertisement and Promotion
Advertisement – Under advertisement Plantris Shine Company will promote the
services through brochures, radio, etc. (De Mooij, 2018)
Website and Internet Marketing – Plantris Shine will design its online website where
it will provide the detail of its services, prices, and allow service booking option.
Word of Mouth – Word of Mouth will be encouraged by the customers who have
availed the services of the company.
Personal Selling – Under personal selling, Plantris Shine will hire sales
representatives for the promotion of its services at nearby places (Albers, Mantrala & Sridhar,
2010).
Research and Development
Roadmap
Future Development
Team Structure Research and development
department head and market
analysis team
Methodology Internal and external analysis
of the environment
Platforms used Online and Offline

STRATEGIC PLANNING 19
Milestone The business will be
commenced on 1/07/2019
Upgrades Updates and development of
advanced technology and
product that could be used
for washing car.
Research and Development
Plantris Shine Company has planned to have ongoing research and development as
the main activity of the company in order to search for new and innovative technologies that
can result in minimizing the use of natural results. Besides this, the research will also be
regularly conducted to find new environmentally friendly products that could be used for car
washing (Leiponen & Helfat, 2010). Searching for new and advanced products for the
business will support the company in attaining leading position in the Australian industry.
Technical Partners
Plantris Shine Company has planned to implement an ERP system which will support
the company integrating all the key business processes in order to make effective business
decisions. Company will contact Oracle for the ERP solution. In addition to this, the
company will also implement accounting software that is MYOB in order to maintain and
secure all the financial transactions that will take place into the business (Syafrudin, 2012).
Patents and brands
Plantris Shine Company will work towards building the brand image in the market by
offering sustainable and environmentally friendly operations in the market. In addition to this,

STRATEGIC PLANNING 20
the owner of Plantris Shine Company will get the patent right for the business plan such that
he can exclude others from making, and selling services of Plantris Shine Company.
Staffing and Operations
Management Organization charts
Source [(By Author, 2019)]
Staffing
As car wash is the seasonal business, there is an increase in the business in the
summer months, and become busier during weekends, hence, Plantris Shine Company will
majorly depend on part-time help and temporary help. Company will appoint two full-time
car wash specialists and two full-time car wash/detail specialists the time it will commence
the business. Though the business will be dependent on both full-time and part-time help the
quality of the service will not be compromised.
Training plans
Employees Time Period
Full-Time Employees The company will regularly provide training

STRATEGIC PLANNING 21
to full-time employees after every six months
Full-time employees will also be provided
with training for new developments in the
market.
Part-Time Employees The company will provide training to part-
time employees at the time of hiring.
Operations
Premises – Premises is one of the initial infrastructure requirements of Plantris Shine
Company in order to offer best and reasonable services to the customers. In order to have a
physical existence in the market, it is very important for the company to have a land where a
company can establish its operations and offer services (Varadarajan, 2010). In addition to
this, the premises will be established as the solar energy hub, where company will also be
inspired to make effective use of energy.
Equipment – Equipment like cleaning machine, products for the car services are a
requirement by Plantris Shine.
Leadership Approaches
Leadership is the art of motivating people in an organization to attain common goal (Nohria
& Khurana, 2010). The leadership approaches that will be followed in Pantris Shine
Company are:
Trait Approach
The major leadership approach is generally denoted as the trait approach to leadership
because this approach search for personality, mental, and physical traits that is possessed by
the effective leaders that is not possessed by the ineffective leaders and non-leaders. There

STRATEGIC PLANNING 22
are number of studies conducted in order to define the relationship between individual traits
and measures of leadership effectiveness (Nichols & Cottrell, 2014). Some of the traits that
are defined by the researchers that differentiate effective leader from non-leaders are
intelligent, cooperative, self-confident, and adaptable. All these traits are gained by the COO
of the Plantris Shine Company who is responsible for managing the operations and
administrative work in the company.
Situational Approach
The situational approach suggests that there is no one style of leadership that is best. In its
place, it is based on the situation and type of leadership as well as strategies that suites the
task. As per this approach, the most operative leaders is the one who is capable enough to
adopt his/her style as per the situation and look at signs like nature of group, task type, and
other different factors that can help in meeting the task (Gudmundsson & Southey, 2011).
This approach is very much required in the business of car wash, because the employees and
owners of the company have to come across different type of people and situations, which
will be requiring a situation approach to be followed.
Legal Laws
The legal regulations are implemented by the government to protect the environment and
municipal equipment. Deprived of these regulations, businesses will be free to release highly
hazardous ingredients to the environment or sewerage system. Some of the legal legislations
that will be adhered by Plantris Shine Company are Environment Protection and biodiversity
conservation act, environmental protection act 1997, etc. (Australian Government, 2019)
Besides this the legal procedure that will be adopted by the business is:
 Checking name availability
 Choosing a legal structure

STRATEGIC PLANNING 23
 Registering the name of the business
 Getting a federal tax ID number
 Opening a back account
 Getting local permits
 Following employer law
Future Development of the Company
In the coming future the company will plan to expand at different locations of Australia such
as Sydney, Perth, Canberra, Gold Coast, and Brisbane. This will be done in order to gain a
significant place in the service industry of Australia. In addition to this, expanding business
operations in Australia will help in increasing the share in the market and giving strong
competition to different players in the market.
Furthermore, expansion will help company in increasing the awareness among people
regarding harmful effects of chemical products used for servicing and car washing. Besides
this, it will help people in making justifiable use of water by avoiding washing cars at home
and availing waterless car wash services.
Plantris Shine Company has planned to be listed on the Australian stock exchange such that it
can issue its share in the market for the general public. This will help in gaining the increased
capital for business and expanding the scope of the business.
In addition to this, the company will import different advanced technologies for car servicing
and washing car such that human efforts can be reduced.

STRATEGIC PLANNING 24
Company Logo
Virtual ACN and ABN number
ACN 000 000 019, 007 249 989, 005 749 986
ABN 53 004 085 616

STRATEGIC PLANNING 25
Financial Projections
Key assumptions
Key Assumptions Year 1 Year 2 Year 3
Number of Employees 8 10 12
Costs 72743 75036 79213
Projected investment 154366 237350
Creditors days Expected 95 85 89
Debtors Days Allowed 35 37 42
Profit and loss accounts
Profit and Loss Account
for the year ending 31st March 2019 4800 5300
Particulars 5900 6100
Rat
e Units Amount Amount Amount
Sales (Online) 48 4500
$
2,16,000.00
$
2,30,400.00
$
2,54,400.00
Sales (Direct) 55 5600
$
3,08,000.00
$
3,24,500.00
$
3,35,500.00
Direct cost of sales
$
35,200.00
$
34,600.00
$
32,160.00
Gross Margin
$
4,88,800.00
$
5,20,300.00
$
5,57,740.00
Expenses
Payroll 8
$
15,000.00
$
1,20,000.00
$
1,26,000
$
1,33,560
Sales and marketing
expenses
$
10,940.00
$
11,159
$
11,494
Depreciation
$
9,574.00
$
10,053 10,857
Utilities
$
17,628.00
$
18,509
$
19,435
Insurance
$
17,100.00
$
17,613
$
18,318
Rent
$
22,200.00
$
21,090
$
22,145
Payroll Taxes
$
17,427.00
$
18,124
$
19,574
EBIT
$
2,73,931.00
$
2,97,752.02
$
3,22,358.62
Interest Expense $ $

STRATEGIC PLANNING 26
12,450.00 14,318 17,181.00
Profit before tax
$
2,61,481.00
$
2,83,435
$
3,05,178
tax
$
8,840.00
$
10,166 12,199.20
Net profit
$
2,52,641.00
$
2,73,269
$
2,92,978
Balance sheets
Balance sheet
as at 31st March 2019
Assets Amount Amount Amount
Current Assets
Cash
$
1,54,200.00 $ 1,67,350.00 $ 2,00,820.00
Accounts Receivable $ 52,540.00 $ 60,421.00 $ 72,505.20
Inventory $ 25,400.00 $ 28,360.00 $ 34,032.00
Other Current $ 82,270.00 $ 94,610.50 $ 1,13,532.60
Total current
$
3,14,410.00
$
3,50,741.50
$
4,20,889.80
Long term Assets
Property plant, equipment
$
2,63,000.00 $ 1,65,400.00 $ 2,88,480.00
Accumulated depreciation $ 16,300.00
$
6,920.00
$
8,098.00
Total non-current assets
$
2,46,700.00
$
1,58,480.00
$
2,80,382.00
Total Assets
$
5,61,110.00 $ 5,09,221.50 $ 7,01,271.80
Liabilities and capital
Current liabilities
Accounts payable $ 30,460.00 $ 48,333.60 $ 55,483.66
Current Borrowings $ 45,580.00 $ 58,252.80 $ 76,142.49
Other current liabilities $ 56,229.00 $ 59,366.58 $ 77,667.23
Total current liabilities
$
1,32,269.00
$
1,65,952.98
$
2,09,293.38
Long term borrowings
$
1,30,000.00 $ 40,000.00 $ 1,55,000.00
Total non-current $ $ 40,000.00 $

STRATEGIC PLANNING 27
liabilities 1,30,000.00 1,55,000.00
Total liabilities
$
2,62,269.00
$
2,05,952.98
$
3,64,293.38
Paid up capital $ 46,200.00 $ 30,000.00 $ 44,000.00
Retained earnings
$
2,52,641.00 $ 2,73,268.52 $ 2,92,978.42
Total Capital
$
2,98,841.00
$
3,03,268.52
$
3,36,978.42
Total liabilities and equity
$
5,61,110.00
$
5,09,221.50
$
7,01,271.80
Cash flow projections
Projected Cash flow
Cash received
Cash sales $ 1,88,550.00 $ 1,25,600.00
$
94,900.00
Cash received from receivables
$
42,450.00 $ 5,000.00
$
10,800.00
Cash flow from operating
activities $ 2,31,000.00 $ 1,30,600.00
$
1,05,700.00
Purchase of equipment
$
(1,00,310.00)
$
(2,400.00)
$
(18,080.00)
A/c Gas pump
$
(15,210.00)
$
(2,960.00)
Purchase of pipe
$
(4,500.00)
$
(12,340.00)
Purchase of Water machine
$
(7,500.00)
$
(25,000.00)
Spare parts
$
(25,480.00)
Sale of spare parts $ 6,300.00
Cash from investing activities
$
(1,53,000.00)
$
(36,400.00)
$
(18,080.00)
Proceeds from paid up capital
$
46,200.00
$
(14,000.00)
Borrowings
$
30,000.00
$
10,000.00
$
(1,15,000.00)
sale of shares
$
(16,200.00)
Cash from financial activities
$
76,200.00
$
(6,200.00)
$
(1,29,000.00)

STRATEGIC PLANNING 28
Net cash flow from activities $ 1,54,200.00
$
88,000.00
$
(41,380.00)
Cash at the beginning $ - $ 1,54,200.00 $ 2,42,200.00
Cash at the ending $ 1,54,200.00 $ 2,42,200.00 $ 2,00,820.00
Sales Pipeline
Year 1
Sales Pipeline
Sales Direct online Total
Cash $ 1,02,300.00 $ 86,250.00 $ 1,88,550.00
Credit $ 1,77,700.00 $ 1,29,750.00 $ 3,07,450.00
Sales (Online) 48 4500 $ 2,16,000.00
Sales (Direct) 50 5600 $ 2,80,000.00
Year 2
Sales Pipeline
Sales Direct online Total
Cash $ 48,790.00 $ 76,810.00 $ 1,25,600.00
Credit $ 2,75,710.00 $ 1,53,590.00 $ 4,29,300.00
Sales (Online) 48 4800 $ 2,30,400.00
Sales (Direct) 55 5900 $ 3,24,500.00
Year 3
Sales Pipeline
Sales Direct online Total
Cash $ 36,900.00 $ 58,000.00 $ 94,900.00
Credit $ 2,98,600.00 $ 45,570.00 $ 3,44,170.00
Sales (Online) 48 5300 $ 2,54,400.00
Sales (Direct) 55 6100 $ 3,35,500.00
Funding Requirement
Funding requirements Year 1 Year 2 Year 3
Cash 44366 44366 44366

STRATEGIC PLANNING 29
Capital 35000 35000 35000
Loan 130000 30000 30000
Total 209366 109366 109366
Ratio Analysis
Liquidity Ratio Year 1 Year 2 Year 3
Current ratio= Current Assets/Current
Liabilities 314410
350741.
5
420889.
8
132269 165953
209293.
4
2.37705
2.11349
9
2.01100
4
Quick ratio= Quick Assets/Current Liabilities 206740 227771 273325
132269 165953
209293.
4
1.56302
7
1.37250
3
1.30594
2
Profitability Ratio Year 1 Year 2 Year 3
Return on Equity= Net Income/ Average Shareholders'
Equity 252641 273269 292978
298841
301054.
8
320123.
5
0.84540
3
0.90770
5
0.91520
3
Return on Asset= Net Income/ Total Assets 252641 273269 292978
561110
509221.
5
701271.
8
0.45025
2
0.53664
1
0.41778
1
Solvency Ratio Year 1 Year 2 Year 3
Debt ratio = total Debt/ total assets 130000 40000 155000
561110
509221.
5
701271.
8
0.23168
4
0.07855
1
0.22102
7
Debt to equity ratio = total Debt/ Total Equity 130000 40000 155000
298841 303268. 336978.

STRATEGIC PLANNING 30
5 4
0.43501
4
0.13189
6 0.45997
Market Ratio Year 1 Year 2 Year 3
price to earnings ratio= Market value per
share/ Earnings per share 25.2641 27.3269 29.2978
40 40 40
0.63160
3
0.68317
3
0.73244
5
Market value per share = Net profit after
tax/ weighted average no of share 252641 273269 292978
10000 10000 10000
25.2641 27.3269 29.2978
IRR
Year 1 Year 2 Year 3
Annual Cash flow s 154200 88000 -41380
Assume the cost of the Project is -157400 154200 88000 -41380
IRR 26%
ARR
Average Profit 252641
27326
9
29297
8 272963
Average Investment 154366
23735
0
39982
0 263845
ARR 1.03
Depreciation
Year 1 Year 2 Year 3
Straight line method 263000
16540
0
28848
0
at the rate of 10% 26300 16540

STRATEGIC PLANNING 31
12308
0 6154
16540
0 16540
22694
Conclusion
The above report is providing the detail description of the business plan of Plantris
Shine Company which is planning to commence the business of car washing. The company
has decided to make use of environment-friendly products for the cleaning of the car and
avoid the use of water for encountering environmental issues. From the analysis, it has been
identified that through sustainable business operations, Plantris Shine will be able to save
around 50-90 gallons of water per vehicle. Hence, in order to make a successful business, the
above report has provided the details of the strategies that the company will adopt such as
market segmentation, economy pricing strategy, and requirement of patent rights. Plantris
Shine will offer a number of benefits to the customers such as low-cost car wash services,
increasing awareness regarding justifiable use of water, and chemical free products for car
cleaning at low prices.

STRATEGIC PLANNING 32
References
Albers, S., Mantrala, M. K., & Sridhar, S. (2010). Personal selling elasticities: A meta-
analysis. Journal of Marketing Research, 47(5), 840-853.
Australian Government. (2019). Environmental legislation licences and permits. Retrieved
from
https://www.business.gov.au/risk-management/environmental-impact/environmental-
management/environmental-legislation-licences-and-permits
Nichols, A. L., & Cottrell, C. A. (2014). What do people desire in their leaders? The role of
leadership level on trait desirability. The Leadership Quarterly, 25(4), 711-729.
Gudmundsson, A., & Southey, G. (2011). Leadership and the rise of the corporate
psychopath: what can business schools do about the ‘snakes inside’?. E-Journal of
Social & Behavioural Research in Business, 2(2), 18-27.
Bob In Oz. (2019). How much do you need? Retrieved from
https://www.bobinoz.com/migration-advice/calculating-your-comfortable-family-
income-in-australia/
De Mooij, M. (2018). Global marketing and advertising: Understanding cultural paradoxes
4th ed. U.K: SAGE Publications Limited.
Drozdenko, R., Jensen, M., & Coelho, D. (2011). Pricing of green products: Premiums paid,
consumer characteristics and incentives. International Journal of Business,
Marketing, and Decision Sciences, 4(1), 106-116.

STRATEGIC PLANNING 33
Environment Victoria. (2016). Bendigo & District Environment Council. Retrieved from
https://environmentvictoria.org.au/group-member/bendigo-district-environment-
council/
Hill, N., & Brierley, J. (2017). How to measure customer satisfaction 3rd ed. U.S: Routledge.
IBIS World. (2015). Car Wash and Detailing Services in Australia. Retrieved from
https://www.prowash.com.au/resources/b6f06323-224f-4dd9-b163-7ad46c0c7ac2.pdf
IBIS World. (2019). Car Wash and Detailing Services - Australia Market Research Report.
Retrieved from https://www.ibisworld.com.au/industry-trends/specialised-market-
research-reports/consumer-goods-services/car-wash-detailing-services.html
Johnston, R., & Kong, X. (2011). The customer experience: a road-map for improvement.
Managing Service Quality: An International Journal, 21(1), 5-24.
Lee, T. W., & Govindan, S. (2014). Emerging issues in car purchasing decision. Academic
Research International, 5(5), 169.
Leiponen, A., & Helfat, C. E. (2010). Innovation objectives, knowledge sources, and the
benefits of breadth. Strategic Management Journal, 31(2), 224-236.
Mirum Agency. (2018). The Rainbow Cup. Retrieved from
https://www.mirumagency.com/en/work
Mirum Agency. (2019). About Us. Retrieved from https://www.mirumagency.com/en/about-
us
Nagle, T. T., & Müller, G. (2017). The strategy and tactics of pricing: A guide to growing
more profitably 2nd ed. U.S: Routledge.

STRATEGIC PLANNING 34
Poon, P., Albaum, G., & Shiu-Fai Chan, P. (2012). Managing trust in direct selling
relationships. Marketing Intelligence & Planning, 30(5), 588-603.
Rapisarda, P. (2015). Analysis of a direct selling network for agrifood products. Italian
Journal of Food Science, 27(1), 109-117.
Rothaermel, F. T. (2013). Strategic management: concepts 2nd ed. New York: McGraw-Hill
Irwin.
Shende, V. (2014). Analysis of research in consumer behavior of automobile passenger car
customer. International Journal of Scientific and Research Publications, 4(2), 1-8.
Simmons, G., Armstrong, G. A., & Durkin, M. G. (2011). An exploration of small business
website optimization: enablers, influencers and an assessment approach. International
Small Business Journal, 29(5), 534-561.
Steiner, G. A. (2010). Strategic planning 1st ed. U.K: Simon and Schuster.
Syafrudin, V. (2012). An empirical study of Accounting software Acceptance among
Bengkulu City students. Asian journal of Accounting and governance, 3, 99-112.
Tade, O., & Akinleye, B. (2012). 'We are Promoters not Pirates': A Qualitative Analysis of
Artistes and Pirates on Music Piracy in Nigeria. International Journal of Cyber
Criminology, 6(2), 1014.
Tereyağoğlu, N., & Veeraraghavan, S. (2012). Selling to conspicuous consumers: Pricing,
production, and sourcing decisions. Management Science, 58(12), 2168-2189.
Varadarajan, R. (2010). Strategic marketing and marketing strategy: domain, definition,
fundamental issues and foundational premises. Journal of the Academy of Marketing
Science, 38(2), 119-140.

STRATEGIC PLANNING 35
Nohria, N., & Khurana, R.(2010). Handbook of leadership theory and practice 1st ed. U.S:
Harvard Business Press.

STRATEGIC PLANNING 36