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1. Cleaning Business
Address 1
Address2
City/town
Post code
Phone
Fax
Mobile
E-mail
Web site
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2. 1. Summary
The Cleaning Business Company is a home-based company located nearby the
University of Southampton. The company belongs to XXX who wants to offer good
domestic cleaning services to students of the university whose budgets are limited.
The owner of the company will be responsible for the stocks and inventories of the
equipments such as the vacuum cleaners, cleaning chemicals and rags.
The company is a sole-ownership private company because it is owned and run by
XXX. The company expects to hire 20-30 part-time staffs, who are expected to
generate 1,000 pounds a day (in total).

3. 2. Business overview
The Cleaning Business Company aims at providing domestic cleaning services to
students of the University of Southampton. The company hires students and
unemployed people to work for the company as part-time staffs. Like other cleaning
firm, the company will charge the customers the hourly wages for staffs and the
agency fee from customers. In addition, the company will run an e-business so as to
save costs (from office, inventories, and so on).
The company will emphasise on giving cheap services to customers because its
targeted customers are students whose budgets are limited. This is the point that the
company concentrates on so as to differentiate itself from its competitors.
The growth of the sales of the company is estimated to be 10% each year because,
after the first year, the company expects to retain the existing customers (old students)
and attract new ones (new students).
Introduction
The University of Southampton has over 22,000 students 1,400 of which are from EU
countries and more than 3,400 of which are international students from more than 130
different countries other than the EU ones
(http://www.soton.ac.uk/international/why_southampton/index.shtml). To support
these foreign students, the university has to provide them abundant residences
(rooms).
This will be a great opportunity for the company because many students want their
rooms to be clean but they do not have time to clean their rooms. Thus, the company
will offer the cleaning service for these students whom the company regards as the
primary customers.
The company emphasises on the cleaning for all kinds of residences such as apartment
rooms, condominium rooms and houses. The company will hire students and the
unemployed working age people in Southampton, the number of which is 4,902 or
2.9% of the total number of working age population of Southampton
(http://www.southampton.gov.uk/living/statsresearch/, 2002), who would like to have
part-time jobs during their free time.
The company will emphasise on the interior cleaning of the rooms of the students of
the University of Southampton. In addition, the company will provide the cleaning
service to households and residences that are located in the area not farther than 3
miles away from the university.
Business Objectives
The Cleaning Business Company has its main business objectives as follow:
• To offer to customers good services in a cheap price;
• To generate the 10% increase of sales each year through the domestic cleaning
services affordable to all classes of customers; and
• To settle a cleaning business that can live with its cash flow without any loan.

4. Current position
Doing the research, the company found that there are many cleaning service providers
in Southampton, such as Ceep Clean Cleaning (http://www.ceepclearcleaning.co.uk/),
Custom Cleaner (http://www.customcleaners.co.uk/), Merry Maids
(http://www.merrymaids.co.uk/) and many others, all of which have professional
cleaning staffs and provide a wide range of services such as domestic cleaning,
regular cleaning, one-off cleaning, hazardous cleaning, window cleaning and so on
(http://www.accessplace.com/domestic-cleaning/hampshire/southampton.htm).
The other factor that is very important is the price. The company emphasises on
providing one-off cleaning services; thus, just the price rate of the similar service will
be researched. The research results show that most competitors charge their customers
about 7-7.5 pounds per hour per staff plus additional 20-30 pounds as the agency fee
(http://www.maid2clean.co.uk/southampton/cleaning_services.html;
http://www.firstcleaningsolutions.co.uk/domestic-cleaning-coventry-services-
prices.html).
However, the major difference between the company and other competitors is that the
company is an amateur cleaning service provider aiming at giving one-off domestic
cleaning service to students in Southampton whilst other competitors provide various
professional services, both in short-terms and in long runs, throughout the country.
An interesting case is the case of First Cleaning Solution because this company
provides regular one-off services which bind its customers to hire it on a monthly
basis and it will charge a cheaper agency fee, i.e., from 30 pounds to 10 ponds (http://
www.firstcleaningsolutions.co.uk/domestic-cleaning-coventry-services-prices.html).
This service is interesting because, although it is cheap, it ensures the company that
the company will be hired.
The other significant difference between the company and other competitors is that
the company has just amateur staffs, i.e., students and unemployed people, whereas
other competitors’ staffs seem more professional.
However, since the company’s staffs are not professional, the company can charge
lower prices from customers (just 10 pounds as the agency fee).
SWOT Analysis
In the next step, the SWOT analysis will be carried out so as to separate the strength,
weakness, opportunity and threat of the business.
The strength of the business is that it allows the customers themselves to control
the service providers. While the staff is working, the customer can tell that staff what
to do and how to do it so as that the customer will be satisfied. This can ensure that
the outcomes will be satisfying for the customer.
In addition, the company does not need any office because it can run its business
on Facebook page, and/or e-mails and telephones.
Furthermore, the company does not have to pay wages to its staffs because, like
most cleaning companies in England do, the customers will have to pay the staffs the
determined hourly wages. This will enable the company to spend less money on
starting the business.

5. The weaknesses of this business are that it cannot generate a great deal of money
at a time since the company has to follow the standard price charged by other service
providers so that the company can compete in the market and that some staffs,
especially the students, may not be available all the time. These incidents can hinder
the company from achieving its goals.
Furthermore, the staffs will have to work with the customers without being
looked over by the employer or any of its representatives; thus, the company will not
be able to control the performance of the staffs- everything depends on the deals that
the staffs make with the customers.
The final weak point of the business is that it allows customers and staffs to
work together. Thus, there can be chances where customers will make some personal
deals with the staffs, i.e., to work for the customers privately without contacting the
company (lest the customers would pay the agency fee to the company). This means
the staffs can become the competitors of the company.
The opportunities of the company are that Southampton is a big city with around
236,700 citizens (http://www.southampton.gov.uk/living/statsresearch/, 2002) and
that the university has to provide a number of accommodations for its foreign
students. In addition, many students are not fond of doing house works, so they will
hire cheap helpers to do the cleaning jobs for them.
The other opportunity is that the company charge cheaper price that the
competitors do. This will attract the main target of the company, i.e., the students of
the University of Southampton, whose budgets are limited.
The main threat of the company is that the company relies on part-time workers
lest the company would pay a great deal of money hiring professional cleaners. This
causes the company to provide limited services in limited time. For examples, during
the class, part-time student workers cannot come to work; and the company cannot
provide cleaning services for some customers such as hospitals and some computer
labs which require professional cleaners to take care of infectious refuses such as
refuses from hospitals, and sensitive stuffs such as complicated computer system.
Furthermore, the company will provide services to customers who live or reside near
the University of Southampton.
The other threat to the business is the life cycle of university students.
University students (both the staffs and the customers of the company) will spend just
4-5 years in the university. After being graduated, they will leave the university and
might have no more connection with the company anymore. Therefore, the company
might have to attract new staffs and customers every year.
Growth plan
The estimated sales volume of the first year is 1000 pounds a day, 15 days a month
and 10 months a year, so the gross annual income is supposed to be 150,000 pounds.
Then, for each of the following years, the company will forecast the demand and sales
by assuming that the sales of the service will increase 10% each year. The 10%
increase of sales comes from the loyal customers (the old students) and the new
customers (the new students of the university each year). However, the company will
carry out a research work on the market every six months so as to be able to predict
the sales volume and the demand in the accurate manner.

6. Gaither and Frazier (2002) suggested that the company could forecast both the short-
term demand and the long-term one. The forecast can be done on a weekly, monthly
or annually basis.
A demand forecast will enable the company to plan the capacity and production as
well as to schedule the workforce (Gaither and Frazier, 2002).
In this case, the demand forecast will enable the company to see whether the staffs
available at that time are enough or not, whether the company should increase its
workforce and instruments or not, etc…
3. Business strategy
The company has to forecast the demand of the market via statistical techniques. The
main target of the company is the group of students of the University of Southampton;
therefore, the company has to carry out a research work to find out whether the
targeted customers (i.e., the students) will be willing to buy the services from the
company or not, and if they do, how much they are willing to pay. In addition, the
company has to check the price rates that other service providers charge.
Gaither and Frazier (2002) suggested that there are many factors to be considered
when forecasting the demand for a product or service. Such factors include market
conditions (competitors’ actions, consumers’ tastes and preferences, products’ life
cycles, seasons and customers’ plans to use the product or service), economy
(business cycle status, leading indicators, namely, stock, prices, bond yields, material
prices, business failures, money supplies and unemployment rates), and other factors
(such as laws and regulations, politics, society and culture).
Therefore, the task that the company has to perform is to research on the
aforementioned respects. In this case the stock or the material prices may not be
important because the company emphasises on providing one-off services which does
not require any stock of materials or products. Besides, the services that the company
provides do not require many materials (just some instruments such as vacuum
cleaners and cleaning substances).
Gaither and Frazier (2002) suggested that the company should survey on customers
and the market so as to learn about the prospected customers’ requirements and the
trend of the market. In addition, the company can learn about the competitors from the
market survey as well.
4. Marketing Plan
In the first year, the company will promote its business on facebook webpage and via
the printed fliers just to let the targeted customer know about the company’s services.
To increase the sales volume in the latter years, the company might have to launch
some promotion campaigns so as to reinforce the existing customers and to attract
new customers.
After the first year’s operation, the company will reinforce the customers’ recognition
by arranging some promoting activities such as to arrange a game where all customers
can join and win a reward (such as a free 20 pounds gift voucher), to launch the

7. service coupons whereby the customers can purchase the service in cheaper prices
(excluding the fee for the staffs), for examples, the company will sell a book of
voucher that allows the buyer to receive 20 (worth 2,000 pounds) services in the price
of 15 (1,500 pounds).
Furthermore, to save the transportation expenses, the company will also launch the
clean pool campaign where 6 customers residing in the same apartment who want to
receive the service on the same day will get 20% price reduction.

8. 5. Team and management structure
The lower price can be charged when the company can pay lower wages to the staffs. However, the
company has to consult the applicable laws of England to see how much it should pay to its staffs. As
for the wages of staffs, the National Minimum Wages rates which are reviewed each year by the Low
Pay Commission suggest that, from 1 October 2011:
- the main rate for workers aged 21 and over will increase to £6.08;
- the 18-20 rate will increase to £4.98;
- the 16-17 rate for workers above school leaving age but under 18 will
increase to £3.68; and
- the apprentice rate, for apprentices under 19 or 19 or over and in the first
year of their apprenticeship will increase to £2.60 (http://www.direct.gov.uk/
en/Employment/Employees/TheNationalMinimumWage/DG_10027201).
Therefore, the company decides to pay 6.25 pounds an hour for both students and
working age staffs. This rate is lower than the rate charged by other competitors (7
pounds). However, the company does not have to pay this money because the
company will charge from the customer.
Macky and Johnson (2006) suggested that monetary incentive is a tool that the
company can rely on so as to motivate staffs to work with the company. In addition,
the 6.25 pounds wages are high for student workers- the main targeted staffs of the
company.
However, students’ time is limited, for examples, they cannot work when they have
classes and they might not want to work during an examination period. This is the
reason why the company has to employ some adult workers who are looking for a job.
These workers can cover the jobs that the student workers cannot do.
Even though the wages rate is not too low, the company will have a problem of a high
turnover rate since students spend just 4-5 years on their university before finding
permanent jobs, and the unemployed workers will work until they can find permanent
jobs as well. Thus, the company will have to find new staffs quite often.
Since the company’s business purely relies on the capabilities of staffs, the very
important resource of the company is the human resource. To run the business in an
effective way, the company has to pursue the staffs with favourable capabilities.
Macky and Johnson (2006) suggested that there are many techniques that the
company can apply so as to find the right employee. These techniques are:
1. To set job descriptions: the company has to clearly state the details of tasks
and responsibilities that the staffs will have, the personalities that the staffs
should have as well as contextual information such as work conditions;
2. To train the staffs: after being hired, the staffs will be trained so as that they
will understand what they should do and how they can do it; and
3. To manage performances: The company will set some standards that all the
staffs have to adhere to so as that all the performances will be standardised.
To assure that the staffs will be competent enough, the company will give a one-hour
training course to the staffs so that they will know the standard of the company.
In addition, the staffs will be trained to care about customers’ requests, which is the
strength of the company because the customers can decide what they want and how
they want it to be done.

9. Macky and Johnson (2006) proposed that, in designing a training course, the company
should consider two respects. The first respect if the learning theory which concerns
the motivations such as reinforcement or the repetition of success, expectancy, goals
and success of other people that the staffs can see as the examples, which drive staffs
to move toward the goal. The other respect is the characteristics of the staffs which
include their abilities, personal motivations, self-efficacy, ages. These features affect
the learning capabilities of each staff.
The training methods that the company will apply are the lecture to give essential
details and information to the staffs, the behaviour modeling to let the staffs know
what successful service providers do, and the simulation to enable the staffs to work
in a setting very much like the real situation (Macky and Johnson, 2006).
In addition, the company will apply other two techniques to control the performances
of the staffs. A technique is to use a checklist which provides a list of activities that
the staffs must do. The customers will be asked to check all the activities that the
staffs have carried out. The other technique is to encourage the customers to fill in the
feedback form after receiving services from staffs so as to show whether they are
satisfied with the services or not (Macky and Johnson, 2006).
Apart from the profession of the staffs, the loyalty of the staffs is another issue that
the company should be concerned about because while giving services to customers,
staffs have chances to talk to customers and have some deals together. That is
customers can ask staffs to work for them independently and directly. This will make
the company lose the incomes, the customers and the staffs.
Therefore, the company has to manage and control the staffs. The three techniques
that the company will apply are the reward system: to offer monetary reward the staffs
whose performances are the best of the year, the disciplinary system: to set some
disciplines and codes of conducts that the staffs should follow, the punishment
system: to punish the staff who violates the disciplines (Macky and Johnson, 2006).
The other significant issue concerning the staffs’ performance is the management for
the complaints from customers. When a customer complains against a staff’s
performance, the company will retrain that staff so that he/she can comply with the
company’s standard (Macky and Johnson, 2006). In addition, the company might
have to clean the room of the complaining customer so as to satisfy the customer.

10. 6. Financial budgets and forecasts
The company has to invest around 150 pounds to print 1,000 fliers to attract people
who would like to work with the company and to print other 1,000 fliers to inform the
people of the business so as to attract customer
(http://www.uprinting.com/products.html). Then, the company will invest about 2,000
pounds to buy cleaning instruments for 20 vacuum cleaners for 20 staffs (the
company intends to hire just 20 staffs) given that each vacuum cleaner costs around
50-80 pounds (http://www.onino.co.uk/vacuum_cleaners.html) the rest of the invested
money will be spent on cleaning chemical and other stuffs such as rags and plastic
bags.
The company will not have to invest money in the office because the company will
run an e-business whereby the company contacts all customers and staffs via
Facebook website, e-mails and telephones.
The company will create its Facebook page and promote its business via fliers. If a
customer is interested in receiving the service, he/she can contact the company via e-
mails, Facebook page or telephone. The customer will have to contact the company at
least 3 days in advance and indicate his/her needs. Then, the company will contact
any of the 20 staffs to see who is available. This scheme enables the company to run
its business without having any office.
The company will also not have to invest money in the staffs because the customer
will pay the staffs’ wages (6.25 pounds an hour a staff).
The estimated sales volume of the first year is 1000 pounds a day, 15 days a month
and 10 months a year, so the gross annual income is supposed to be 150,000 pounds.
Then, for each of the following years, the company will forecast the demand and sales
by assuming that the sales of the service will increase 10% each year. The 10%
increase of sales comes from the loyal customers (the old students) and the new
customers (the new students of the university each year).
Break Even Analysis
The break even point can be calculated from the formula
(http://businessfinance.site50.net/BreakEvenAnalysis/)
Q = FC/P-V where
Q = Quantity of Products sold at the break even point
FC = Fixed Cost
P = Sold Price
V = Variable Cost
In this case, the company does not have the variable cost because the customer will
pay the wages of the staffs. Thus, for the first year, the break even point can be
calculated as follow:
Where FC is 7,150 pounds and P is 10 pounds,
Q = 7150/10
Q = 715
Therefore, the company has to give services to 715 customers in the first year to meet
the break even point.

11. The company expects to give services to 1,500 customers a month, 10 months a year.
Thus, the total income of the first year is 150,000 pounds.
References
Book References
Gaither, Norman and Frazier, Greg (2002), Operations Management, 9th ed., Ohio:
South-Western.
Macky, Keith and Johnson, Gene (2006), Managing Human Resources in New
Zealand, 2nd ed., Auckland: McGraw Hill.
Website Reference

12. Appendix 1
Balance Sheet (Predicted)
As at 31st December, 2011
Assets English Pounds
Current Assets
Cash and Cash Equivalents 150,000.00
Non-Current Assets
Other Current assets (Equipments and Fliers) 4,150.00
Total Assets 154,150.00
Appendix 2
Cash Flow Statement
For Period of 1st January 2011 to 31st December 2011
English Pounds
Total Revenues 150,000.00
Expenses
Legal Activities 1,000.00
Fliers Printing 150.00
Equipments
Cleaning Equipments 2,000.00
Computer, Printer and Telephone 2,000.00
Accounting Activities 2,000.00
Total Expenses 7,150.00
Net Profit (Loss) 142,850.00

13. Appendix 3
Sales and Profit Forecast for the Second and the Third Years
* With the 10% annual increase
** The estimated figures are in English Pounds
1st Year 2nd Year 3rd Year
Total Income 150,000.00 172,500.00 189,750.00
Expenses on 7,150.00 50,000.00 50,000.00
Business
Settlement
(equipments
purchase and
maintenance) and
Promotions
(rewards and price
reduction)
Annual Profit 142,850.00 122,500.00 139,750.00
Total Profit 405,100.00

14. Appendix 4
Monthly Cash Flow Statement (Predicted)
1st Year
Total Expense = 7,150 pounds/ 12 months = 596 pounds
Total Revenue = 150,000 pounds/ 12 months = 12,500 pounds
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th
Expense 596 596 596 596 596 596 596 596 596 596 596 596
Revenue 12,50 12,50 12,50 12,50 12,50 12,50 12,50 12,50 12,50 12,50 12,50 12,500
0 0 0 0 0 0 0 0 0 0 0
Profit 11,90 11,90 11,90 11,90 11,90 11,90 11,90 11,90 11,90 11,90 11,90 11,904
4 4 4 4 4 4 4 4 4 4 4
Gross Profit 142,848
2nd Year
Total Expense = 50,000 pounds/ 12 months = 4,167 pounds
Total Revenue = 172,500 pounds/ 12 months = 14,375 pounds
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th
Expense 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167
Revenue 14,37 14,37 14,37 14,37 14,37 14,37 14,37 14,37 14,37 14,37 14,37 14,375
5 5 5 5 5 5 5 5 5 5 5
Profit 10,20 10,20 10,20 10,20 10,20 10,20 10,20 10,20 10,20 10,20 10,20 10,208
8 8 8 8 8 8 8 8 8 8 8
Gross Profit 122,496
3rd Year
Total Expense = 50,000 pounds/ 12 months = 4,167 pounds
Total Revenue = 189,750 pounds/ 12 months = 15,812 pounds
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th
Expense 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167 4,167
Revenue 15,81 15,81 15,81 15,81 15,81 15,81 15,81 15,81 15,81 15,81 15,81 15,812
2 2 2 2 2 2 2 2 2 2 2
Profit 11,64 11,64 11,64 11,64 11,64 11,64 11,64 11,64 11,64 11,64 11,64 11,645
5 5 5 5 5 5 5 5 5 5 5
Gross Profit 139,740