Business Plan: Startup for Wall and Floor Tiling Services

This business plan outlines the strategy for launching a wall and floor tiling company, focusing on providing high-quality services at competitive prices. The plan includes an executive summary detailing the company's objectives, keys to success, and mission, which emphasizes customer satisfaction and trust. It provides a company summary, including the business structure and start-up summary with details from NSW market research. The plan describes the services offered, competitive analysis, and the use of technology, particularly social media, for customer contact. A market analysis summary, financial projections for expenditures, and sales forecasts are also included. The plan highlights the importance of hiring qualified overseas laborers for their manual expertise and discusses the competitive landscape within the construction and renovation industry, emphasizing the need for competitive pricing and strong customer relationships. The document concludes with an expense budget and references supporting the business plan's strategies.

Running head: BUSINESS PLAN 1
Business Plan
Institution
Student
Course

BUSINESS PLAN 2
Business Plan
1. Executive Summary
Since its inception our Company has been offering Security, Payroll, Cleaning services, and
manpower supplying but currently another division of Wall and Floor Tiling has been launched.
This organization has a dream of providing better services to its customers than competitors.
1.1 Objectives
The goals for our company in the next two years are as follows:
Sales earnings increase progressively through year two
Continuous evaluation of service experience to ensure best customer satisfaction
Ensure there is adequate number of Tillers of service providers to our clients.
1.2 Keys to Success
The aim of this Corporation is to attract and retain an enormous consumer base and that is
basically why every objective is direct on the customer (Lo, Lynch Jr, & Staelin, 2007). As a
result, the fundamental keys to viability for our company are:
Offering high-quality services to our customers.
Steady contact with clientele in order to ensure they remain informed on the advancement
of their works.
Well-informed labor providers who will attend to clientele efficiently and with ease.
Ensure adequate customer satisfaction
Keeping KPI’s on higher end

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The mission of the company is to offer best quality services at cheap prices. We believe in the
good feature of trust (Sako, 2006). It is an intention of this business to have 100% client
satisfaction in regards to openness, time to completion, quality, and to find out new ways to
exceed the expectations of our customers (Chevalier, & Kashyap, 2011).
2. Company Summary
The entity is a limited liability company has its Tiling Division in New South Wales Australian
State. The Company is looking forward to sponsoring employees from abroad as one of its
strategies to achieving 100% customer satisfaction. At the moment, it does not have ample
resources to finance all its operations and thus it is seeking for a loan to finance the new Wall
and Floor tiling venture as the shortfall in the industry is huge.
2.1 Start-up Summary
The data used for the start-up of the new venture was obtained from research conducted in the
NSW area with other Wall and Floor tiling businesses. Inflation and other extreme economic
factors have been considered between estimates of these existing businesses (and when they
begun) and the present prices for expensed items. Most of the equipment to be used in the new
business activity such as tools will be purchased.
3. Services
This Company provides a broad array of services. As pointed out earlier, apart from offering
Wall and Floor tiling services, we also offer security and cleaning services but in this business
plan we are not concentrating on the former. This firm intends to take over the industry by
rendering the best services ever as opposed to other providers. The industry is undeniably very

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competitive with suppliers having paramount power in setting and negotiating the cost of their
services to tile walls and floors. Besides, buyer power is also very high since clients view the
service as undifferentiated and as a “commodity” with diminutive value separation between
competitors.
The barriers to entry are not low, and the huge number of competitors in this sector, including
close substitutes (like do-it-yourself) implying that the pricing for our services are indeed
competitive. The main way to gain a competitive edge in this field is a low price leadership
principle implemented insistently or to craft higher switching costs by building robust business
to client ties. Our Company will hire exceptionally qualified people from oversea countries who
have the capability to have superior customer awareness and interaction. The Corporation’s
professionals shall fulfill the organization’s goals and contracts (Scott, 2008). The largest portion
of the firm’s expenditures shall be in labor costs. The beauty with the overseas trained labor is
that they have manual expertise to perform special marble hand cutting experiences, and making
the manual edges and corners for bench tops.
3.1 Service Description
The Company will offer a wide array of services that fall under wall and floor tiling. These
include:
Wall and floor refurbishing
Placing tiles on new floors and walls
Comprehensive wall and floor tiling

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Every project or job shall be on a reservation basis, even though we shall take a certain
percentage of drive in refurbishing and repair work.
3.2 Competitive Comparison
Our new business venture falls under the category of Construction and Renovations industry
which is very competitive (Chryssolouris, Makris, Xanthakis, & Mourtzis, 2004). Majority of the
companies in this sector have high margins, low capital costs, and low level of competition.
These corporations are able to set any price they want. Besides, labor is a supplier in this field,
and wages for such laborers are well known and not very flexible. Furthermore, the costs of the
services we provide are not that cheap, and buyers and the customers are willing to look for the
most affordable combination of cost and acceptable service if available. Due to tradesman
shortage the industry is very profitable to get into.
3.3 Technology
High-tech amenities such as social media are of great importance to our new venture. As said
earlier, customer contact is a key success factor in our firm and thus we shall achieve this by use
of social media platforms such Facebook, Twitter, Tradies.com and many more. We shall also
make use of user-friendly equipment to ensure thoroughness and efficacy in our services (Perrin,
2015) The Company will continue looking for new and better ways of providing services through
technology.
3.4 Market Analysis Summary

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Since our company will be able to tile any wall or floor, it does not have to necessary segment its
market. Our prospective clients include every household which is in need of our services. The
sector does not have any seasonality which influences its operations.
3.5 Financial Projections
Item Anticipated yearly expenditure
($)
6 Tillers 420,000
3 Vans 45,000
Running Costs for 3 Vans 18,000
Insurances 31,200
Marketing advertisement 10,000
Repairing & Servicing 3600
Total annual expenditures 527,800

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3.6 Sales Forecast
Service or product Anticipated yearly sales ($)
Security services 500,000
Payroll services 450,000
Cleaning services 290,000
manpower supplying 440,000
General wall and Floor
Tiling services
750,000
Total annual sales 2,430,000
3.7 Expense Budget
Operating expenses Annual anticipated amount ($)
Wage bill 450,000
Rent 100,000
Marketing 90,000
Purchased equipment 300,000
Insurance 150,000
Others 390,000
Net expenditure 1,480,000

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References
Chevalier, J. A., & Kashyap, A. K. (2011). Best prices (No. w16680). National Bureau of
Economic Research.
Chryssolouris, G., Makris, S., Xanthakis, V., & Mourtzis, D. (2004). Towards the Internet-based
supply chain management for the ship repair industry. International Journal of Computer
Integrated Manufacturing, 17(1), 45-57.
Lo, A. K., Lynch Jr, J. G., & Staelin, R. (2007). How to attract customers by giving them the
short end of the stick. Journal of Marketing Research, 44(1), 128-141.
Perrin, A. (2015). Social media usage. Pew research center, 52-68.
Sako, M. (2006). Does trust improve business performance. Organizational trust: A reader, 267-
294.
Scott, W. R. (2008). Lords of the dance: Professionals as institutional agents. Organization
studies, 29(2), 219-238.