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Ozhouse Clean is based in Melbourne and offers professional, residential cleaning services, including regular home cleans, as well as spring cleans. The company was established in 2005 and is a family business established and operated by James and Nancy Anderson. James and Nancy are the Directors of the company. Their daughters, Amanda and Sarah, are also employed by the company. Amanda is the Operations Manager and Sarah is the Administration Manager. The company sees its point of difference from competitors as being a small family business, with a focus on quality and happy and contented staff and customers. The management team understands this point of difference may need to change as the business grows. There may need to be more management staff employed, for example, while Amanda manages marketing. She is not skilled in this area and is very busy with the operational side of the business, so a skilled marketing officer may be needed. Currently target customers are consumers located in the greater Melbourne area. Target customers are people who want a professional, trustworthy and immaculate cleaning service. Pricing reflects that of competitors. The company employs 15 cleaners, all of whom are part-time contract staff working between 10 and 15 hours a week. The company currently has approximately 70 regular clients, based around Melbourne inner city. These clients require regular home cleaning, either weekly or once every two weeks for 3 to 6 hours. A standard hourly rate of $40 is charged. Staff receive an hourly rate of $25 per hour. The cost of the products provided to staff for cleaning, including equipment and ongoing supplies such as cleaning products, works out to be approximately an additional $2 per hour on top of the rate paid to staff. The company is also considering whether it may be wiser to move to employing a number of full-time, permanent cleaning staff. This is partly because there is a high turnover of casual staff and little loyalty to the company. Staff costs for employing a full-time cleaner is $55,000 per year, including superannuation payments. All ongoing cleaning supplies are currently purchased from Total Cleaning Supplies in Melbourne. However, as this company does not currently offer environmentally friendly products for use in cleaning, a different supplier needs to be identified. It is estimated that the purchase of these products will be an additional $10,000 per month. The products cost double the amount of the non-environmentally friendly products. Sales revenue for the company for the financial year ending 2017 is $360,000 with a gross profit margin of $40,000. Labour costs are a significant part of the business, representing 70% of total costs. Average debtor days are currently 40 days. Currently, marketing is via a web site, but a large proportion of the company’s work comes through word of mouth from existing customers. Social media is not used currently to market the business. The new business plan will need to reflect different ways of marketing, especially to attract commercial customers. The company understand that in this period of growth and expansion it needs clear plans. While it has developed an operational priorities plan, the information in the plan is limited and is for the upcoming year only. Ozhouse Clean Business Plan 2018 - 2020 Executive Summary Provide an overview of the business as per the scenario information e.g. where it is located, when it was established, and key services offered. Mission Provide a mission statement based on an analysis of the scenario information, operational plan and discussion at the meeting. Vision Provide a vision statement based on an analysis of the scenario information, operational plan and discussion at the meeting. Our values are: Provide a statement of values based on an analysis of the scenario information, operational plan and discussion at the meeting. Strategic Objectives Identify strategic objectives based on an analysis of the scenario information, operational plan and discussion at the meeting. Market Analysis Provide an overview of the cleaning services market, for example, revenue for the industry as a whole, growth in the sector, number employed, future trends. Include information relating to residential cleaning, as well as commercial cleaning and review trends such as environmentally friendly cleaning services. Include information about at least three competitors, including a summary of their services, as well as explaining how their services compete with Ozhouse Clean and any points of difference that will enable Ozhouse Clean to stand out. Target customers and needs Outline of target customers and their needs in relation to cleaning services. Pricing options Describe current pricing strategy and Outline alternative pricing strategies. Legislation/Regulations Identifying any permits or licences that are required for new clearing services. Supplier relationships Identifying suppliers of environmentally friendly cleaning products that can provide Ozhouse Clean with products. Identify at least three options, including the supplier contact details and summary of products offered. Situation Analysis Include a SWOT analysis here Strengths Weaknesses Opportunities Threats Marketing Strategies Discuss potential marketing strategies for existing residential services, as well as commercial and environmentally friendly cleaning services. This may be through reviewing how competitors market their services, as well as identifying effective marketing strategies. This document is Business Plan Template. It is part of the supporting resources for Assessment Task 2 of BSBMGT617. BSBMGT617 Develop and Implement a Business Plan Vocational Training Institute RTO 41111 CRICOS 03487C Page 1 of 4 Version: October 2019 v1.0 © J&S Learningwork 2018 BSBMGT617 Develop and Implement a Business Plan Vocational Training Institute RTO 41111 CRICOS 03487C Page 3 of 4 Version: October 2019 v1.0 © J&S Learningwork 2018 Actions The following table identifies the actions we plan to take to achieve our strategic objectives. Include as many rows as required. Date Month and year Actions Specific actions to achieve objectives Resource requirements (financial, physical, human) Key Performance Indicators