Sustainable Cleaning Services Plc: A Business Model Analysis and Plan

This report presents a comprehensive business plan for a residential cleaning venture, Sustainable Cleaning Services Plc., based in Dublin, Ireland. The plan includes an in-depth market research analysis, exploring customer perceptions and demand for cleaning services. The study utilizes the lean business model canvas to address key aspects such as problems, solutions, unique value propositions, customer segments, channels, cost structures, and revenue streams. The market research findings reveal consumer preferences and behaviors, including the demand for online booking and ancillary services. The report validates the business opportunity, demonstrating the potential for Sustainable Cleaning Services Plc. to succeed by offering quality services at affordable prices and leveraging a strong digital presence. The analysis also includes a visual representation of the business model canvas and references supporting the research.

Running head: RESIDENTIAL VENTURE
Residential Cleaning Venture
Name of the Student:
Name of the University:
Author Note:

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Part A. Conceptual venture plan:
The research would explore the conceptual venture plan called Sustainable Cleaning
Services Plc. The company would be primarily listed on the Irish Stock Exchange or ISE and
would provide cleaning services. The target customers of the company would be both
homeowners, residential complexes and commercial establishments (Ise.ie. 2019). The company
would also provide special cleaning services like cleaning of furniture and gardening. The
company would be based in Dublin, the capital of Ireland. The entrepreneurs of the company
conducted an in depth market research to the Ireland prior to forming the strategies for the same
(Boyce 2016).
Explanation of the lean business model canvas:
The following section would explore the lean business model canvas attached:
Problems:
The survey conducted revealed that there were three main problems which inhibited
growth and expansion of cleaning services in Dublin. The first problem was that the cleaning
services offering superior services were extremely expensive and most of the consumers could
not afford them. The second problem was that the affordable and low cost cleaning services did
not ensure quality. The cleaning services providing companies had limited digital platform. The
existing alternatives were that Sustainable Cleaning Services Plc.should provide superior
cleaning services at affordable prices and the firm should have strong digital presence.

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Solution:
The solution which transpires from the discussion of problems is that Sustainable
Cleaning Services Plc. should provide superior cleaning services at affordable prices. The
company should bundle cleaning services with ancillary services to satisfy the customers.
UV proposition and high level concept
UV proposition concept should be premium quality and affordable professional cleaning
services. The high level concept should be superior cleaning services a well.
Unfair advantage:
The unfair advantage which Sustainable Cleaning Services Plc. would enjoy would be
superior cleaning services at legitimate prices. This is where the company would leave its
competitors behind.
Customer segments and early adopters:
The customer segments of Sustainable Cleaning Services Plc. would consist of household
sector and business firms. The early adopters would be ideal customers who would prefer
superior cleaning services at affordable prices.
Key Metrics:
The key metrics would be high profitability, customer retention and minimum customer
complaints. The company should ensure that it has a high CSAT score.
Channels:
1. The channels would enable customers to contact and book cleaning service slots. First
of all, customers can call up for service on the customer care number. Secondly, customers can

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book for services on the official website or they can also can book a service slot by visiting the
office of Sustainable Cleaning Services Plc.
Cost structure:
The cost structure of Sustainable Cleaning Services Plc consist of variable and fixed
costs. The fixed costs consist of taxes on net profits, taxes on property, licensing costs and
interests on bank loan if any. The variable costs consist of items like salary of employees, cost of
maintaining assets and stationary costs.
Revenue streams:
There would be two main revenue streams of Sustainable Cleaning Services Plc. They
would be revenue generation from cleaning services and revenue generation from ancillary
services.
Any market research conducted (primary and/or secondary):
The following are the findings of a market research which was conducted to gain
information regarding the perception of people regarding cleaning services:

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Finding 1.
The first question asked to the respondent was whether they had ever used a cleaning
services. Around 52 percent of the respondents answered they had used cleaning services in the
past while rest 48 percent dissented. This means that a large number of consumer has
experienced and knowledge about cleaning services (Van Doorn 2017). This large number of
respondents using cleaning services can be interpreted as the demand for cleaning services in
Ireland is high. Sustainable Cleaning Services Plc. would be able to take advantage of this
rising demand for cleaners to attract customers and generate high revenue.

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Finding 2.
The second question aimed to gather information about the frequency of the users (the 52
percent consumers in finding 1) using cleaning services. It surfaced from the analysis of this
question that only a mere 12 percent of the users used cleaning services on regular basis. Around
36 percent of the respondents used cleaning services on ad-hoc basis. 48 percent respondents
informed that they had not used a cleaning service currently (Verstina and Meshcheryakova
2015).

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Finding 3.
The third question delved into the factors responsible for people not using professional
cleaning services. While 40 percent of the respondents told that they did not use a professional
cleaning service because they had time to do it personally while around 8 percent did not
consume cleaning services since they are too expensive (Strömmer 2016). Around 8 percent
respondent did not consume cleaning services owing to trust issues while another 8 percent did
not avail the service owing to availability issues. While 12 percent respondents did not never
considered using the service, around 24 percent respondents did not use the services due to
reasons they did not reveal.

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Finding 4.
The fourth question aimed to gain information on the number of hours a month the
respondents availed. The survey revealed that more than 60 percent of the people used cleaning
services for less than ten hours a month. While around 25 percent people used the services for 5
to 10 hours, around 8.33 percent of the respondents used the services for more than 21 hours
monthly and another 8.33 percent respondents used the services for around 18 to 20 hours.

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Finding 5:
The fifth question emphasized on the fact whether consumers would prefer to use online
web based cleaning service, if possible. The response to this question was overwhelming with
around 32 percent respondents replying in a strong yes. Around 24 percent respondents answered
that they would very likely use the services. Around 16 percent, 20 percent and 8 percent
respondents answered neutrally, unlikely and very unlikely about using a web based cleaning
services if made available to them (Djellal and Gallouj 2016).

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Finding 6.
The sixth question was actually a continuation of the fifth question. The sixth question
wanted to know from the respondents how often they would use the online cleaning services if
they were made available. The survey revealed that most (36 percent) of the respondents would
use the system once a week followed by the respondents who would use the system once a
month (28 percent). Around 20 percent respondents revealed that they would use the services
less than once a month while around 12 percent respondents told that they would use the online
cleaning services more than once in a month (David 2015).

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Finding 7.
The seventh question intended to know the criteria which consumers would take into
account while choosing to avail services of a cleaning company. The analysis of the respondents
gathered in reply to the question revealed that more than half the respondents considered quality
of the services as an important criteria. The security issues and the pricing occupied second and
third position of the radar of important factors consumers take into account while choosing
cleaning services (Hussain, Al Nasser and Hussain 2015). The survey also revealed that the
variety in the clean service offering also holds significant position for the customers.

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Finding 8.
The last question delved into the ancillary services which the customers would like to
avail besides cleaning. Around 48 percent customers revealed that they would expect ironing as
the ancillary service following by deep cleaning of carpet. Around 20 percent respondents
showed interest in window cleaning and around 4 percent customers preferred curtain cleaning
(Oh and Kim 2017).
Validation of the opportunity (empathy):
The success of the venture namely, Sustainable Cleaning Services Plc. can be validated
on several grounds. First of all, the first question reveals that more than 50 percent of the
respondents were aware about cleaning services. This awareness about cleaning service can be
validated as demand for the services that existed in the market. The responses to the second
question revealed that a majority of the respondents had never used a cleaning services (Kasiri et
al. 2017). However, taking the awareness about cleaning services of around 52 percent which
prevailed among the customers, it can be pointed out that Sustainable Cleaning Services Plc.