Business Plan Ur Lavandera

De La Salle University-Dasmariñas
Dasmariñas,Cavite
Master of Business Administration Major in Supply Chain Management
A Business Plan
for
“UR L♥VANDERA” Laundry Shop
Submitted by:
Caringal, Cherie
Manabat, Daren Anne
Manalo, Ivy Chillen
Rodriguez, Rovelyn
Salvanera, Jed Andrew
Soriano, Rhomel
Soriano, Ria Rose
Submitted to:
Dr. Jonathan Mondero
March 25, 2017
Business Plan: UR L♥VANDERA Laundry Shop 1

UR L♥VANDERA Business Plan
Table of Contents
I. Executive Summary ...…………………………………… 4

II. Project Description ...…………………………………… 5
Vision ...…………………………………………… 5
Mission ...…………………………………………… 5
Objectives ...…………………………………………… 6
The Keys to Success in our Business ………………. 6
III. Service Design ...……………………………………. 7
Highlights of the Project ………………………………. 7
Product/Service Description ………………………….. 7
Service Offerings ………………………………………. 8
Place …………………………………………….. 8
Promotion …………………………………………….. 9
IV. Demand Forecasting ...…………………………………… 13
V. Location Planning ...…………………………………… 16
Population …………………………………………….. 18
Neighboring Establishments …………………………. 20
Competition …………………………………………….. 21
Accessibility …………………………………………….. 21
Security …………………………………………….. 22
Access to Raw Materials Supplier ………………….. 22
VI. Process Design …………………………………………… 23
Normal Laundry Work Method ………………………. 23
Dry Cleaning Method …………………………………. 26
Machine Laundry Process Method …………………. 27
Dry Cleaning Process ………………………………… 32
Laundry Detergents & Chemicals ………………….. 32
Relationship of water temperature in
Achieving a good wash ……………………………… 32

UR L♥VANDERA Business Plan
Table of Contents
Visual Inspection Criteria …………………………….. 34

VII. Capacity Planning ……………………………………………… 37
VIII. Facilities Layout ……………………………………………… 42
IX. Design of Work System …….…………………………………. 50
Personnel Plan ………………………………………... 50
Employee Compensation ……………………………. 51
Employee Benefits …….……………………………. 51
Job Description ……………………………………….. 52
Work Schedule ……………………………………….. 54
X. Inventory Management ……………………………………….. 55
Inventory System ………………………………………….. 55
Inventory Class ……………………………………………. 56
Re-order Point …………………………………………….. 57
Inventory Monitoring ……………………………………… 58
XI. Quality Control………………………………………………….. 61
XII. Financial Statement …………………………………………… 66
Financial Forecast …………………………………………. 66
Break-even Analysis ………………………………………. 67
Sales Forecast ……………………………………………… 68
XIII. Recommendations …………………………………………….. 70
XIV. L♥VANDERA Sustainability and Expansion Strategy ….. 71
XV. Appendices
Cash Flow ……………………………………………Appendix A
Balance Sheet ………………………………………..Appendix B
Initial Investment ……………………………………..Appendix C
Income Forecast ……………………………………..Appendix D
Financial Evaluation …………………………………Appendix E

I. Executive Summary
UR L♥VANDERA is a laundry shop service that will be built to serve the

residents of Woodland subdivision and the neighboring apartments which are
within the 500-meter radius. UR L♥VANDERA will be located in Governor’s Drive
Bancal, Carmona, Cavite which is less than 15 minutes from Puregold GMA and
University Perpetual Help GMA. We are strategically positioned in the center of
Brgy. Bancal and is easily accessible to nearby schools, industrial companies,
residentials, apartments and boarding houses, and we are set to serve the whole
community as well as commuters alike.
UR L♥VANDERA is a standard laundry shop in a 35-square meter facility.
We will place the latest and sturdiest washing machines and dryers to provide
superior quality and service. Aside from providing an affordable service, our shop
will have a conducive environment that will make our clients feel the best-in-class
laundry experience that nobody else can provide.
UR L♥VANDERA will be open from 7am to 7pm, Mondays to Sundays. We
offer complete laundry package such as washing, dry cleaning, ironing, folding and
packaging of clothes for our customers. Further, we are quite aware that in order to
become the leading choice of our customers, we must continue to make our facility
welcoming that is exactly we will do. No doubt our excellent customer service and
the range of additional complimentary services we offer will position us to become
one of the leading laundry shops in the area.
Though UR L♥VANDERA is a single proprietorship business, the feasibility
study was carefully evaluated by the group of professionals who worked together
in the establishment of the business. The business is to be managed by the owner,
who has extensive leadership, management skills as well as innovative and
creative character. As we continue the innovation of the business, we will keep the
management philosophy of friendliness, professionalism, efficiency and honesty.
And so, we are confident for the success of this business.
UR L♥VANDERA customers will always receive a professional greeting, and
orders will be completed on time. We will offer reasonable prices and promote

trust between our customers and our company. We will also encourage
communication between our customers and our company regarding their items.
Excellent customer service will be our most powerful attribute in the business.
II. Project Description
The company name, UR L♥VANDERA is derived from the words Love and
Labandera.
• Love means deep commitment and great value.
• Labandera is a Filipino word for someone who performs the laundry
services.
o Ur – our Customers
o Luva – means cleaning and washing of clothes with love
o Dera – Us; we will be the one to perform the cleaning and washing of
your clothes.
The company name embodies the objective of the company which is to be a
laundry service company that provides our customers the great value and superb
service experience.
UR L♥VANDERA means that we will wash your clothes with tender love and
care.
Vision
To be the number one retail laundry and dry clean service provider in Cavite
Mission
To be the leading choice in full service laundry industry dedicated to
consistently providing high customer satisfaction by rendering convenient, clean
and friendly service, reliable atmosphere at a competitive price and valued
relationship that will not only meet the needs of our clients but also supersede their
expectations.

Objectives
UR L♥VANDERA considers its business as a startup, but one that will

expand with objectives below:
• To establish a good service to customers and gain trust and loyalty in
its 1st 3 months of operation
• To be the choice of the customers from its competitor inside the
subdivision in 6-months time
• To increase its gross profit margin by 20% one year time.
• To be able to expand the business in its three operating years.
The keys to success in our business are:
• Location - the business is located at R& D plaza where it’s the closest
and most convenient place to get full services in laundry. In addition to being
the sole laundry shop in this neighborhood and surrounded by residences,
there is no potential competitor.
• Convenience - offers complete service from washing to drying and
folding
• Environment - UR L♥VANDERA shall ensure to provide conducive to
giving clean, friendly and professional services.
• Relationship - our professional and friendly service will encourage
customer to come back.

III. Service Design
Highlights of the Project

The proposed project is about putting up a retail laundry service shop. It will
be named UR L♥VANDERA and shall be located at Gov. Drive Bancal Carmona,
Cavite. The project will be a single proprietorship managed by the owner with
extensive experience in management. The timing is right for starting this new
business after patiently waiting the perfect location and that is the RD Plaza. The
target market of the proposed project is the residents of Woodland Subdivision and
the neighboring apartments which are within the 500 meter radius.
UR L♥VANDERA provides laundry services such as wash, dry and fold;
wash, dry and press; dry cleaning; special wash for delicate and bulk items; and
individually packed items which includes stuffed toy cleaning. The business will
also provide professional removal of stains as well as a professional finishing
press. Customers will always receive a warm greeting, and orders will be
professionally completed on time. We will offer reasonable prices and promote
trust between our customers and our company. We will also encourage an open
communication and feedback system between our customers and our company
regarding our services.
Product/Service Description
• Wash, dry and fold
• Wash, dry and press
• Dry cleaning
• Leather cleaning
• Pillow cleaning
• Stuffed toy cleaning

Service Offerings
L♥V Level 1
For day to day regular items, machine washed and dried. Folded or pressed.
Regular Php 33/kilo
Wash, Dry and Fold
Blanket Php 40/kilo
Regular Php 60/kilo
Wash, Dry and Press
Extra Hanger Php 4/pc
Protected up to 25% of fair claims guide value
L♥V Level 2
For items needing special attention such as comforters, delicates, bulky items
and heavily soiled clothing
Delicates
Spandex, kits,
Php 98 up/kilo
undergarments, lace,
jerseys, brand new items
Special Wash
Bulk
Seat Covers, Curtains or
Php 120 up/kilo
Draperies, Table clothes,
uniforms
Heavy-Soil Php 120 up/kilo
Comforters Php 95 up/kilo
L♥V Level 3
For items that need individualized attention like signature and designer items
as well as dry clean items
Dry Clean
Barong Php 150 up
Suit (Top) Php 200 up
Suit (Trousers) Php 195 up
Gown Php 300 up

Individually Packed
T-shirt Php 85 up
Polo shirt Php 110 up
Polo Long Sleeves Php 150 up
Pants Php 130 up
Blouse Php 110 up
Dress Php 200 up
Filipiana Dress Php 200 up
Carpet Php 80/sq.inch
Pillow Php 40/sq inc
Stuffed Toy Php 75/sq.inch
At UR L♥VANDERA, our pricing system is based on what is obtainable in

the industry, we don’t intend to charge more (except for premium and customized
services) and we don’t intend to charge less than our competitors are offering.
Place
The proposed location is at RD Plaza Gov. Drive Bancal Carmona, Cavite
where the said location is along the main road and where boarders and residents
reside. The area measures 35 square meter with a reasonable rental fee is Php
7,000 a month since it is located on the main road and within a newly developed
building.

Promotion
UR L♥VANDERA will provide superb quality of service in terms of

cleanliness and freshness of our customer’s clothes with affordable price. The
company will use effective ways to capture customers’ attention and response. But
we believe that the best method of advertising is through word-of-mouth but will
also use fliers and tarpaulins in promoting the company and its services. At the
opening of the laundry shop, first twenty customers will be given a 25% off laundry
service. This is one of our strategies to bring customers back to our business and
build customer base. We have also plans in place to offer once in a while
complimentary services such as “Libreng Laba sa Isang Dosena” and also to
reward our loyal customers especially when they refer clients to us.
FLIER and TARPAULIN design – Front Page

FLIER design – Back Page

Libreng Laba sa Isang Dosena Promo
Front Page
Back Page

IV. Demand Forecasting
Years ago, we can only see laundry shops in the main streets of major
cities in the Philippines. Now, however, these establishments have sprouted left
and right, and it seems that many of them are now prospering. The growing
number of Filipinos opting to live temporarily or for some, almost permanently in
dormitories and boarding houses in urban places where there can find high-paying
jobs compared to the province; with the lack of space to hang and dry their clothes;
with the shift of modern women from plain housewife to career women, and with
our busy lifestyle, more and more people are using the services of a laundry shop
to clean their clothes. With these changes, a laundry shop is now one of the most
stable businesses to own.
The location is the most crucial factor in the success of this business. For
UR L♥VANDERA, we opt to place it to one of the most populous barangay in
Carmona, Cavite. A more detailed discussion on our chosen location will be
discussed in Section V of this paper.
DEMAND
The target market mostly composed of the residents of Woodland Hills and
adjacent dormitories and boarding houses within the 500-meter radius. We will be
using the following assumptions in coming up with estimated demand for the next
five years.
a. Percent growth rate of population = 4.5% (average growth from year
2001 to 2011)
b. Percent of available demand tapped for the first year = 20% of total
demand.
Number of households Share

to tap % No. of Household
2,288 20% 458

c. Ratio of WDF (Wash-Dry-Press) to WDP (Wash-Dry-Press) in total
sales = 85:15
d. Order quantity per laundry service = 10kg
e. Number of times a particular household acquires a laundry service in
a month = 2 times.
Below are the monthly demand and its equivalent sales for year one:
Table 4.1 Forecasted monthly demand and equivalent sales at 85%:15% ratio of
WDF to WDP service, tapping 20% of demand, Year 1
Weekly
No. of Daily Weekly
demand, Price
Time House demand*, Sales, kg Daily Sales,
Service kg per
Frame hold, kg (b=a x Php (b÷7)
(b=a x kilo
(a) (b÷7) 10)
10)
WDF 194 1940 277.14 33.00 64,020.00 9,145.71

Week 1
WDP 35 348 49.71 70.00 24,360.00 3,480.00
WDF 194 1940 277.14 33.00 64,020.00 9,145.71

Week 2
WDP 35 348 49.71 70.00 24,360.00 3,480.00
WDF 194 1940 277.14 33.00 64,020.00 9,145.71

Week 3
WDP 35 348 49.71 70.00 24,360.00 3,480.00
WDF 194 1940 277.14 33.00 64,020.00 9,145.71

Week 4
WDP 35 348 49.71 70.00 24,360.00 3,480.00
Total, monthly 9,9,805.71 kg Total, monthly Php 378,771.43
Based on the average population growth of the location, we are projecting

that the demand and sales will increase with the same rate as well.

Table 4.2 Demand Projection for the next five years, number of household
Average Projected
Previous
Population Yearly
Year Year
Growth, Demand,
Demand (a)
(b = a x 4.5%) (a+b)
2017 458
2018 458 20.6 479
2019 479 21.5 500
2020 500 22.5 523
2021 523 23.5 546
Table 4.3 Demand Projection for the next five years, Sales
Sales of Increase in Projected
Year Previous Sales Yearly Sales,
Year, (a) (b = a x 4.5%) (a+b)
2017 - - 4,545,257.14
2018 4,545,257.14 204,536.57 4,749,793.71
2019 4,749,793.71 213,740.72 4,963,534.43
2020 4,963,534.43 223,359.05 5,186,893.48
2021 5,186,893.48 233,410.21 5,420,303.69

V. Location Planning
Figure 5.1 The Laundry shop is along Governor’s Drive in Carmona, Cavite.
Finding a good location is one of the major key in setting up a laundry

business. UR L♥VANDERA Laundry shop will be located strategically inside RD
Plaza, a commercial building located at Governor’s Drive, Bo. Bancal Carmona,
Cavite. We chose this location because it is accessible and has considerable
population concentration.

Figure 5.2 The RD Plaza
Figure 5.3 The 500-meter radius

The following criteria ware considered in choosing RD Plaza as our target
location for our laundry shop business.
a. Population
1. Number of Household. Barangay Bancal has a total population of
14,797 based on the latest survey conduction by PSA last August 2015.
It has a total household population of 3,712 with an average of 4 family
members per household.
Number of Number of Household

Papulation Households Size
Brgy. Bancal,
14,797 3,712 4
Carmona
Table 5.1 Household Population, Number of Households and Average Household

Size, Bancal, Carmona, Cavite, 2015 (PSA)
It is estimated that at least 60% of these households are situated within the
500-m radius target market or 2,228 households.
2. Income Class. Carmona, Cavite is considered a first-class

municipality with an average annual income for the last four years of at
least Php65.6 million pesos. From the figures released by Philippine
Statistics authority, 46.5% of the total families in the province of Cavite
have an average annual income of 250,000 and above or equivalent to
20,000 monthly income.

Income Class
All
Province Income 60,000 100,000 250,000
Classes Under 40,000 -
- - and
40,000 59,999
59,999 249,999 over
887 5 18 71 380 413
Cavite (in thousands)
100% 0.62% 2.06% 7.97% 42.88% 46.51%
Table 5.2 Distribution of Families by Income Class, Cavite Province, 2015 (PSA)
The following table shows the amount of money our client is willing to
spend for a laundry service. Each family is willing to allocate 4.4% to 6.8% of their
income to miscellaneous services such laundry service. This means that if a
family is earning Php20,000 monthly income, they are willing to shell out
Php880.00 up to Php1,360.00 for the said service.
Income Class
All
Calabarzon Region Income 40,000 60,000 100,000 250,000
Under
Classes - - - and
40,000
59,999 59,999 249,999 over
Total family
875,400 656 3,656 21,214 225,972 623,903
expenditures in millions
Routine Household
Maintenance Allocation, 6.60% 4.40% 4.50% 5.10% 6.30% 6.80%
%
Routine Household
Maintenance Allocation, 57,776.40 28.86 164.52 1,081.91 14,236.24 42,425.40
in millions
Table 5.3 Annual Family Expenditure by Major Expenditure Group, by Income Class 2015

b. Neighboring establishments as potential clients within 500-meter
radius
1. Household Clients:
a. Woodland Hills Subdivision - It is a nine-hectare
property and is subdivided into 530 lots. Currently, there
are 140 households residing in this place.
b. Adjacent dormitories and boarding houses. There are
60-70 units of dormitories and boarding houses within
the area. This provides alternative and temporary
housing for the employees of nearby industrial parks
within Carmona.
Figure 5.4 Vicinity Map of Household Clients
2. Commercial Clients:
a. Blaine Industrial Complex
b. Met’s Logistics
c. Granville Industrial Complex
d. Wellborne Industrial Complex
e. Mt. View Industrial Complex I

Figure 5.5 Vicinity Map of Commercial Clients
c. Competition
• Shaina Laundry Shop – Situated east of our proposed location
and is 450 m away from the site. The shop is near Puregold
GMA and University of Perpetual Help GMA and is also along
Governor’s Drive.
d. Accessibility
• The shop is accessible by PUV’s both from GMA town proper
and Carmona town proper. It is 550 meters from GMA junction
and is 250m away from Maguyam – Bancal Junction, a major
road access if you wish to go to Tagaytay from Carmona.

Figure 5.6 Street view of RD Plaza Location
e. Security
• Because RD Plaza is just beside the Brgy Hall of Bancal
Carmona Cavite, our clients will feel the advantage of our
location in terms of security and safety.
f. Access to Raw Materials supplier

• One of the advantages of this location is its proximity to a
possible supplier of raw materials. Blaine Corporation, which is
approximately 500-meters away from our shop, is a supplier of
personal and home care products. We can source from them
our major raw materials: the liquid detergent and fabric
softener.

VI. Process Design
For more efficient way of doing our laundry services it is essentially
important that a decent process is in place. This is our way of showing our customer
that they could trust and count on our exceptional services. We have set a standard
procedure for our normal laundry and dry cleaning services .
A. NORMAL LAUNDRY WORK METHOD
1. Receiving / Claiming
This includes the welcome of customer, weighing of items and Job Order
processing.
2. Sorting
The process of separating clothes under the following categories:
Pile 1: WHITES- Items that can be washes in a long wash cycle and full spin
with hot water and bleach. Such as socks. Cotton shirt, face cloths, towels and
sheets.
Pile 2: LIGHT COLORS – Warm or cold wash cycle, for shirts, tops and
bottoms.
Pile 3: DARK COLOR – Maybe washed in warm or cold water. Items like
jeans, top, and bottoms maybe washed on a long cycle with full spin.
Permanent press trousers and dark t-shirts should be washed of shorter wash
cycle with low spin. To reduce the possibilities of wrinkles.
Pile 4: RED or BRIGHT COLORS – colors that well known for bleeding and
fading on other fabric. These should be washed separately.

Pile 5: TOWELS – These are lint producers and they give off sticks to other
types of clothing. Wash with blankets, sheets and robes as long as they are
colorfast.
Pile 6: BULKY or FILTHY – Big and incredibly dirty items should be washed
separately. These are items that often need heavy duty wash cycle and
stronger dose of detergent than a regular load. Include throw rugs, socks and
maintenance work uniforms.
3. Tagging / Spotting
Tagging refers to putting identification to the item; this is done when mixing
clothes with other customers.
Spotting refers to stain confinement and removal process. The process
involves in identification and classification of Stains. There are five Stain
categories:
• Protein
o Example; egg blood, mucus, urine, cheese, milk, and baby
formula.
o DO NOT USE HOT WATER in washing
o SOAKING IN COLD WATER is necessary with heavy duty
detergent or may need bleach product to remove it.
• Tannin
o Example; coffee, tea, beer, alcoholic beverages, tomato
juice and washable inks.
o Used heavy duty liquid detergent and wash with warm/ hot
water.
• Oil based
o Example; butter, mayonnaise, creams, or grease.

o Used heavy duty liquid detergent and wash in hot water and
use bleach when necessary.
• Dye
o Example; fruits stains, paints, mustard and the likes.
o Use heavy detergent and bleach for treatment and wash in
warm/hot water.
• Combination Stains
o These require two steps to remove them. It is
recommended to use dry cleaning solvent then use a
detergent. Wash in hot/ warm water, repeat until stain is
removed.
4. Soaking
Only stained cloths/items need to undergo this process. This may take 2-3
hours clothes treatment and sometimes overnight for heavily soiled items.
5. Washing
The actual clothes washing perform by heavy duty commercial washing
machine. Requires use of detergent and may take 30-35 minutes’ cycle time.
6. Drying
Removing of excess water from the clothes, by either Machine drying or Line
drying. Line drying is recommended for sensitive types of clothes.
7. Pressing
The process of ironing clothes, but not all items need to undergo this process.
As it is customer option.
8. Folding/ Packing
Folding refers to literally folding process while doing final inspection of finished
items and packing inside the plastic bag.

9. Customer Claiming
Handling of finished/processed washed items to customer and settlement of
account.
B. DRY CLEANING METHOD
For Dry Cleaning process the only difference is that the method of washing is
by hand wash. As the type of clothes were considered special and sensitive. The
maximum level of care is necessary.
This is a cleaning process for clothing and textiles using a solvent other than
water-known as dry cleaning fluid, and typically this are tetrachloroethylene.
Items for Dry cleaning are coats, clothes made up of Rayon, Wool, Barong,
Wedding gown/Formal dress, stuffed toys, etc.

C. MACHINE LAUNDRY PROCESS METHOD
PROCESS DIAGRAM PROCESS DESCRIPTION PROCESS

OWNER
1. Welcome the Customer

2. Ask the cleaning requirement of the
RECEIVING
Customer (WDF, WDP, DC, etc.)
3. Count and weigh the items
4. Record the item count and inform the
Customer
5. Compute the total amount of the items.
6. Prepare the Job Order
7. Get the Customer information details Owner and
(name, address, tel. /mobile no.) Laundry Staff
8. Tell the Customer the lead-time and
estimated pick-up date.
9. Give the copy of JO to Customer and
remind them to bring it when claiming the
items.
10. Thank the Customer.
11. Put a Copy of JO in the received items.
12. Mark the bin with the JO number and
Customer Name.
1. Close zipper, clasp hooks, button up to
keep them from being broken or ripped.
2. Check ALL POCKETS (for tissue,
lipsticks, crayons, coins, etc) remove belt
SORTING and other accessories.
3. Turn ALL clothing inside right, ensuring
sleeves and pant legs are fully extended.
However, dark and colored items, beaded
items or those with accessories are
preferably washed inside out.
Owner and
4. Delicate/Sensitive fabrics must be placed
Laundry Staff
in a laundry net/bag. (Refer to Check Item
#1).
5. Make sure there aren’t any loose
A
A threads, rips, button repairs or sewing
repairs to avoid further damage. Placed in a
laundry net bag. (Refer to Check Item #2).
6. Check for the presence of Stains.
7. Placed the sort items in Labeled

OWNER
Baskets (White/Light Colored; Colored;

A Delicate; With Defects; With Stains).
8. Put the JO no. per labeled basket.
9. Follow the proper use of color coded
basket
1. Get the Labeled Baskets.
2. Count the items prior to tagging.
TAGGING/ 3. Match the actual count to the total items
SPOTTING indicated in JO.
4. Prepare the itemized listing.
5. Tag the items using the JO number.
6. Put the label into conspicuous part of
Owner and
clothe (wash labels, brand label, side
Laundry Staff
edging). (Refer to Check item #3)
7. Classify the stain (Protein, Tannin, Oil-
based, Dye, Combination Stains). (Refer to
Check Item #4)
8. Put the clothes to tagged basins for
proper washing procedure.
9. Place clothes to the corresponding
baskets.
N With
stain?
1. Get the Labeled Basins for Stain

treatment.
2. Fill the basin with enough water.
SOAKING 3. Dilute detergent and add bleach when
needed. Owner and
4. Put the clothes in the basin and let it Laundry Staff
soak for 2-3 hrs. If heavily soiled or stained,
B C Overnight soaking is recommended.

OWNER
5. Stain treatment procedure:

Protein Stains - Soak in cold water;
C
scraped the stain and put detergent or
bleach when necessary.
Tannin Stains -Rub using detergent and
B wash in warm/hot water. Never use bar
soap use bleach when necessary.
Oil-based Stains -Rub using detergent
and wash in Hot water. Use bleach when
necessary.
Dye Stain - Rub using a mixture of
detergent and bleach. Wash with warm/hot
water.
Combination Stains -Rub the stain with
dry cleaning solvent. Then a detergent
after. Wash in warm/hot water. Repeat until
the stain is remove
1. Select water level (Low, Med, High,
Max), temperature and wash cycle.
2. Fill tub with water
3. Add the recommended dosage of
WASHING detergent, bleach and other additive (Liquid
detergent and bleach only) before putting
the clothes in the washer. Owner and
4. During the last rinse add the softener in Laundry Staff
the water or put it in the machine dispenser
provided. NEVER pour softener directly on
the clothes.
5. Unload clothes. Give it quick to remove
creases and lints.
6. Place on labeled baskets (White/Light
colored; Colored) with JO number..
DRYING 1. Unload clothes from the washer.

2. Separate the items for Machine Drying Owner and
and Line Drying. (Refer to Check #1) Laundry Staff
D

OWNER
Machine Dry:
D a. Set the machine timer.
b. Fluff and shake each piece.
c. Load the clothes in dryer.
Line Drying:
a. Turn clothes inside out before hanging.
2. Hang clothes immediately from the
washer to reduce wrinkles.
N With
press?
1. Set the clothes for steam pressing.

PRESSING 2. Set the machine at standard
temperature. Presser
3. Press the clothes until creases and lint
are gone.
1. Collect finished items under same JO

number.
FOLDING / 2. Removed all Tagging paper from the
UNTAGGING/ clothes.
PACKING 3. Inspect clothes from Damage cause by
the laundry process (Refer to Check Owner and
Item#2) and possible burnt due to pressing Laundry Staff
process. Separate from good clothes.
4. Fold clothes.
E 5. Count the clothes make sure it tallies
with the total number of items in the JO.
6. Place folded clothes inside plastics.
- Good Clothes
- Clothes with damaged from the start
- Clothes damaged by laundry process.

OWNER
7. Spray with finishing spray before sealing

E the plastic
8. Labeled and attached JO.
1. Ask customer for Job Order.

2. Present the finished product to customer.
CLAIMING (Explain damages if occur; for proper Owner and
charging). Laundry Staff
3. Settle the account payable.
4. Give processed items to customer
together with the original JO.
5. Ask customer to surrender the duplicate
copy of JO for internal inventory and cash
account.
N With
issue?
1. Get customer's Feedback.

SETTLEMENT 2. Settle the issue.
3. Apply the settlement scheme. Owner and
4. Sign copy of settlement (both parties). Laundry Staff
5. Keep record of item 4.
END

D. DRY CLEANING PROCESS
E. LAUNDRY DETERGENTS & CHEMICALS
• Detergent is a substance made of chemical compounds that aid in

cleaning; available in both granule and liquid forms. But we opt to use
liquid to ensure the quality of our cleaning result.
• Bleach is and additive aids in the removal of soil and stains. It also
helps to whiten and brighten the pile of white clothes.
• Fabric Softener is is use in the final rinse stage of the wash and dryer.
These make fabric feels softer, this also helps to lessen the static clin,
reduce wrinkling and reduce drying time slightly.
F. RELATIONSHIP OF WATER TEMPERATURE IN ACHIEVING A GOOD WASH
• When to use Hot Water?
For most clothing the hotter the water, the cleaner the clothing will be.
Most lines, and white clothing are washed in hot water to remove
germs and heavy soil. However, many of our clothes wont come out

looking very nice if they were washed into hot water. Note that hot
water tends to make some clothing shrink, wrinkle and fade.
• When to Use Warm Water?
Majority of laundry was washed with warm water. It is usually the best
choice for permanent press and jeans. It allows good cleaning action
without as much fading, wrinkling and shrinking.
• When to Use Cold Water?
Usually used for delicate items, or items with instructions to be wahed

in cold water.

G. VISUAL INSPECTION CRITERIA
CHECK ITEM #1: Inspection guide for sensitive fabric

User: Sorting, Drying and Pressing

CHECK ITEM #2: TYPE OF DAMAGED CLOTHES

CHECK ITEM #3: WHERE TO PUT TAGS/LABEL DURING TAGGING
PROCESS?
CHECK ITEM #4: STAIN CLASSIFICATION

VII. Capacity Planning
UR L♥VANDERA will base its capacity on the cycle time of its washing/drying
machine as shown in the table below:
INPUT: 10kgs
WORKING HOURS: 11 hours
Laundry Process WDF WDP REMARKS
1 Receiving 5 5
2 Sorting 10 10
3 Soaking optional
4 Washing 35 35
5 Drying 25 25
60 minutes
Bottleneck if
6 Pressing 110
have press
7 Folding 20 20
8 Packing 5 5
9 Claiming 5 5
TOTAL 105 215
Table 7.1 Capacity Planning
Table 7.1 shows that pressing is the bottleneck process. In this case, UR
L♥VANDERA will outsource the presser. The work schedule of the presser will
work five hours a day with an output of 30~35kgs daily. This output will cater
the 15% allocation for Wash-Dry-Press (WDP) service.

DESIGN and EFFECTIVE CAPACITY (using 2 units of Washing and
Drying Machine)
DESIGN EFFECTIVE
MACHINE (One Cycle) 60 Min 60 Min
Working Hours 11 10
Working Hours (in Min) 660 Min 600 Min
Load 10 Kg 10 Kg
Output per Machine 110 Kg 100 Kg
Daily Capacity @ 2 units 220 Kg 200 Kg
Wash-Dry-Fold (WDF) 85% 187 Kg 170 Kg
Wash-Dry-Fold (WDP) 15% 33 Kg 30 Kg
Monthly Capacity 6,600 Kg 6,000 Kg
Table 7.2 Comparison of Design Capacity vs. Effective Capacity
COMPUTATION:
CAPACITY = (total working minutes) / (machine cycle time) x (Load) x (No.

of Machine) x (30days)
DESIGN CAPACITY: 660m / 60m x 10kgs x 2 = 220 x 30days = 6,600kgs

Where, 85% or 5,610kgs is for Wash-Dry-Fold and 15% or 990kgs is for
Wash-Dry-Press
EFFECTIVE CAPACITY: 600m /60m x 10kgs x 2 = 200 x 30days = 6,000kgs

Where, 85% or 5,100kgs is for Wash-Dry-Fold and 15% or 900kgs is for
Wash-Dry-Press

No of Units Capacity Forecast Gap
Year 1 2 72,000 72,000 0
Year 2 2 72,000 86,400 -14,400
Year 3 3 108,000 103,680 4,320
Table 7.3 Forecast based on Target Sales Projection for 3 consecutive years
Capacity per unit: 3,000kgs x 12 = 36,000kgs / year
NOTE:
For second year’s gap, UR L♥VANDERA plans to extend its weekly working
schedule.
In three-year term, future plan is to set-up additional washing and drying

machine.
Target Date: 1st Quarter of 2018
UR L♥VANDERA considered the following determinants of effective capacity

in making their business plan.
1. Facilities
The design of UR L♥VANDERA facility has a provision for expansion. The
location of its building is accessible to its customers and have a good supply
of water and electricity. We also have a smooth work lay-out with proper
ventilation and illumination. Part of the contingency plan, UR L♥VANDERA

has standby generator set in case of power failure and water tank in case of
shortage on water supply.
2. Service Factors
The particular service rendered also must be considered since different items
will have different rates of output. In laundry business, there is a consideration
made in service mix. A percentage of service was defined between Wash-
Dry-Fold (WDF) and Wash-Dry-Press (WDP). 85% of its daily output/service
is for WDF while 15% is allotted to WDP.
3. Process Factors
UR L♥VANDERA believes that productivity affects capacity. With its tag-line of
“washing your clothes with tender love and care”, the quality assurance of its
service is the number one priority of the shop. We also set an internal control
to prevent the occurrence of possible service problems and will have regular
review of customer feedback.
4. Human Factors
Employee motivation has a very basic relationship to capacity. Prior to
deployment of its employee to the shop, we will be conducting orientation
related to service provision and good customer relationship/etiquette. We will
be posting visual criteria per station that will guide its employee during
process. We also have incentive program that will motivate our employees to
perform their job well.
5. Policy Factors
Management Policy can affect capacity by allowing or not allowing capacity
such as overtime and shifting schedule. But in UR L♥VANDERA, we treat our
employees as family. Employee has fixed schedule and are allowed to have a
one (1) hour break time and with overtime pay when overtime requires.

6. Operational Factors
UR L♥VANDERA will use POS system to control its inventory to avoid material
shortage. We also classified our materials accordingly and defined its stock
level. Employees are tasked to do the stock-taking activity before the start and
end of its service operations for proper monitoring.
7. Supply Chain Factors

Supply chain factors must also be taken into account in capacity planning.
Current suppliers of UR L♥VANDERA have the capability to support and handle
the increase and adjust in case of sudden decreased of demand.
8. External Factors
UR L♥VANDERA ensures the compliance to applicable legal and other
requirements including safety and environment. Adequate fire extinguishers are
placed inside the shop while all its wastes and scraps will be sold to registered
junk shop or scrap buyer.

VIII. Facilities Layout
The facilities layout of UR L♥VANDERA’s shop is designed for efficiency and
flexibility. It is premeditated for the smooth movement of the process flow of the
laundry shop, which makes it easier on handling the materials and output needs to
avoid bottlenecks and minimize machine interference. The space is highly utilized
to ensure as much vertical space as possible.
FLOOR AREA
The floor area measures 35 sq. m. which is considered for adjustments
and future expansions. It utilizes the space for Waiting, Reception, and
Operation Area.
OPERATION AREA
The size for the operating process of the laundry shop is 22 sq. m. The
floor in the work area will be tiled for easy cleaning and can accommodate
wet works. The water supply and drainage will be connected through
centralized pipes to avoid messy workplace.
WAITING AREA
The waiting area has a sofa for the convenience of the customers
while waiting. It also has a TV which can lessen the feeling of boredom. The
TV will also show the advertisements of UR L♥VANDERA for additional
information on the services and promos to the customers.
INTERIOR
The color for the walls will be light colored which in some studies
indicate that it has an impact on productivity and employee morale. Interior will
come with attractive designs and relaxed ambiance mainly on the waiting area
which can influence the degree of attractiveness for promotional value on
customers as well as employees.

SAFETY AND PROTECTION
The shop has a fire extinguisher at the Operation Area in case of any
machine failures. In addition, the commercial building where the laundry shop
is proposed to be placed is equipped with fire protection system and fire alarm
detection and suppression. Fire exits and evacuation plans are also provided
in the premises. Overall, the building is in compliance with green architecture
and building code.

Figure 8.1 CAD with Dimensions

5
4 1 RECEIVING
SORTING,
2 TAGGING/SPOTTI
NG, SOAKING
3 WASHING
6
3
4 DRYING
5 PRESSING
2
6
FOLDING/UNTAG
7
GING/PACKING
7 CLAIMING
Figure 8.2 CAD with Process Flow

Figure 8.3 3D Image Top View

Figure 8.4. 3D Image Front View

Figure 8.5 3D Perspectives

IX. Design of Work System and Scheduling
PERSONNEL PLAN
Excellent customer service and efficiency are top priority for us that is why
we will ensure that we look for applicants that match the need of the business
before hiring them. We will also provide trainings in areas such as excellent
customer service etc. In essence, we want to build a team and dedicated
workforce that will work together to help Lavandera achieve its set targets,
occupying the following positions:
Position Status
No. of Personnel
Full-time 1
Laundry Shop Manager
Workers Full-time 2
Presser Outsourced 1
Accountant Outsourced 1
Total 5
Table 9.1 Personnel Plan
The Personnel must be detail oriented and reliable through undergoing

process and behavioral training prior to employment.

Employee Compensation
Position Required Salary/month Salary per annum
Manager 1 Php 20,000 Php 240,000

Worker 2 Php 10,400 Php 124,800
Presser 1 Php 7,500 Php 90,000
Accountant 1 Php 2,500 Php 30,000
Total 5 Php 40,400 Php 484,800
Figure 9.2 Employee Compensation
With the added duties and responsibilities, its reasonable and possible
salary increase will be done by the owner.
Employee Benefits
Private SSS,
Manpower Meal
Position Health Philhealth Total
Required Allowance
Insurance Pag-ibig
1,120
Php 1200/
Manager 1 520/month 400/month /mont
month
h
3,240
Php 700/
Worker 2 520/month 400/month /mont
month
h
Table 9.3 Employee Benefits

Job Description
Job Title Laundry Store Manager
Qualification Graduate of any course
Experience With background in management
To oversee an entire store’s daily production and manage the store’s

Objective revenues and costs while ensuring the quality standards of
L♥VANDERA Laundry Shop.
Hours Full Time
• Supervise and train workers to perform duties based on the

L♥VANDERA standards
• Ensure laundry equipment and facility are in best operating

condition.
• Manage and control departmental financial processing.

Duties
• Conduct budgeting, purchasing, payroll, forecasting and
inventory control.
• Handle concerns of guest and follow up on activities as

required.
• Plan, organize and hire workers when required

Other Functions
coincidental to
Performs other tasks that maybe assigned from time to time
the Position
Job Title Laundry Shop Worker (Washer)
Qualification At least high school graduate
Preferable with at least 6 months work experience with various

Experience
types of laundry, dry cleaning, pressing, and folding machines
To effectively wash customers’ garments to meet L♥VANDERA’s

Objective
standards
Hours Full Time, Flexible
• Wash, shirts and/or dry cleaning to meet the company’s

quality standards
• Inspect garments for any stains
Duties • Count clothes to check if complete
• Tag the garments
• Keep work area clean
• Assemble washed garments when necessary
Other Functions
coincidental to Performs other tasks that maybe assigned from time to time
the Position

Job Title Presser
Qualification At least high school graduate
Preferably with at least 6 months work experience with various

Experience
types of laundry, dry cleaning, pressing, and folding machines
To effectively press customers’ garments to meet L♥VANDERA’s

Objective
standards
Hours Out-sourced Flexible
• Press garments to meet the company’s quality standards

• Inspect garments for any stains
Duties • Tag the garments
• Keep work area clean
• Assemble washed garments when necessary
Other Functions
coincidental to
Performs Other task as maybe assigned from time to time
the Position
WORK SCHEDULE
Work Schedule Worker 1 Worker 2
Regular Working Hours 8:00 -17:00 10:00-19:00
Break Time 12:00-13:00 14:00-15:00

X. Inventory Management & Aggregate Planning & Materials Requirements
Planning
INVENTORY SYSTEM
UR L♥VANDERA will be using a POS system to monitor inventories for our

inputs and packaging materials. It records each sale and links it to inventory
records to ensure no stock outs and too much inventory. It acts as system that
keeps track of removals from inventory continuously, thus monitoring current levels
of each item.
POS System - Point of sales systems are checkout locations in business
operations where transactions occur. The checkout location is a point of sale or
POS terminal, which is just a computer used as a cash register. Point of sales
terminals and systems make perpetual inventory control systems possible.
Figure 10.1 POS System

Figure 10.2 Setting up the data for POS inventory management:
On the Data tab import the excel file containing inventory to be loaded to the POS
system.
INVENTORY CLASS
We have classified our inventories into three types:

• Class A – with Safety stocks, Physical count of inventories performed
daily by the end of the day, and Alternative Supplier is a must.
• Class B –with Safety stocks, Physical count of inventories performed
weekly, and Alternative supplier is not necessary.
• Class C – No Safety stocks, Physical count of inventories done only
when needed, and Alternative Suppliers is not necessary.
Figure 10.3 Inventory Classification

Figure 10.4 Other Inventories
RE-ORDER POINT
When the quantity on hand of an item drops to this amount, the item is
reordered. UR L♥VANDERA projected lead time for liquid detergent is 3 days.
Meaning if the Liquid detergent level drops 3 days worth of inventory to support the
shop, then it is time to reorder supplies.

Figure 10.5 REORDER POINT CHART
ROP = d (Demand rate) x LT (lead time) + Safety Stock

= 1L/Day x 3 days + 3 L
=6L
INVENTORY MONITORING
We will be adapting a continiuous or perpetual inventory monitoring

system. Since we have our POS, it help us keep track the usage of our inventory
continiosly.
Sample screenshot for low inventory stock:

Once the inventory is below is below 6 L, incomming orders would prompt
the user that the inventory level is low. This would should trigger the user to
arrange orders for the detergents.
Blaine supplier is just 500 meters away from Luvandera, Blaine items have 3
days lead time. Since Luvandera is implementing a 3L safety stock level, UR

L♥VANDERA would order to Blaine at 6 L total inventory level as discussed in the
reorder point chart.
Figure 10.6 Monitoring of Low Inventory Stock
WIP Monitoring:
UR L♥VANDERA would implement zero wip policy. All job orders received
will be processed within the day. Low level of wip gives more flexibility in the
system which gives room for multi tasking.
Luv goods monitoring:

Luv goods is the term used for laundry that are already ready for pick up.
Once the Luv goods are ready for the pick up. Customer would be notified by text
that the items are ready for pick. Customer details are taken when the order is
received.

For items unclaimed for 30 days and above, it would be endorsed for donation to
Mango house children’s home incorporated in Silang, Cavite.
FORECASTING
Below is the forecasted inputs for the first month of our operation.

Other Inventories:
XI. Quality Control
Failure Mode Effect Analysis (FMEA) to Improve Service Quality

To ensure that all factors are considered in putting UR L♥VANDERA
business we use FMEA system for service industry to identify potential failures and
then built steps to counteract or at least minimize the risks from those failures.
Table 11.1 shows the critical items that should be observed per station or
process. Each item was analyzed by calculating the RPN (Risk Priority Number).
For this we evaluate each point, in terms of: (S) Severity, (O) Occurrence, and (D)
Detection. These indices are scored in a "1 to 5 range", where 1 is the lowest
value and 5 the highest. Scoring reference is shown in Table 2.
Table 3, shows the preventive measures for each potential problem before
our customer experienced it

Table 11.1. Potential Problems at Laundry Business
Reference:
FMEA: A Prevention Tool
- Concept: Identify how the Service can fail in achieving the Intended Function (JURAM 1988)
1. Identify the possible error causes and eliminate them
2. Detect the failure impacts and reduce their effects
- It is a Method Designed to:
1. Identify how a Process can fail in meeting the customer critical needs
2. Estimate the risk of specific causes that lead to these failures
3. Evaluate the current control plan for the PREVENTION of these failures
4. Implement the procedures required to obtain an error-free process

Table 11.2 Risk Priority Number (RPN) Evaluation Reference
Table 11.3 Preventive Measures

Table11.3 Preventive Measures (continuation)
A. Control Reference
1. Use of check item reference, found in Process Design section.

Check Item #1: Inspection guide for sensitive fabric
Check Item #2: Type of damaged clothes
Check Item #3: Where to put tags/label during tagging process
Check Item #4: Stain classification
2. Use of color coded baskets per Job Order Control from the start of process
(Receiving).
3. Machine maintenance guidelines to prevent breakdown and possible stinky odor

of clothes. Refer to Table 4.
4. Assurance that all Customer Complaint will be handled accordingly. Refer to

Table 5

Table 11.4 Machine Maintenance Guidelines
Table 11.5 Handling Customer Complaint

I. Financial Statement
In this business, having the Php 2M capital, 50% of it will be used as start-up
business while the 50% will be allotted for the expansion in three-year term. With the
potential in the laundry business and management confidence, it is expected that the
revenue is 20% more in 1st year, 27% more in 2nd year and 29% more in 3rd year. It is
also noted that that monthly profit shown has already taken into account the return of
its capital in 3-years time. Thus, this financial statement shows a worthwhile
investment.
FINANCIAL FORECAST
This financial indicator shows the potential changes such as growth. This
is based on the annual sales, and operating expenses as measured in gross
amounts (gross margin is in percentage terms).
Financial Forecast
4,000,000.00
3,000,000.00
2,000,000.00
1,000,000.00
-
Year 1 Year 2 Year 3
Gross Sales Operating Cost Operating Income

Sales 2,775,600.00 3,330,720.00 3,996,864.00
Variable Cost 789,000.00 868.800.00 1,042,560.00
Fixed Cost 783,420.00 885,050.40 1,034,112.67
Total Operating Cost 1,572,420.00 1,753,850.40 2,076,672.67
Operating Income 1,203,180.00 1,576,869.60 1,920,191.33

BREAK-EVEN ANALYSIS
The break-even analysis shows that Ur L♥VANDERA has a good balance

of fixed costs and sufficient sales strength to remain healthy. Our break-even point is
only Php 2998.81/day. This was derived by dividing fixed cost over the difference of
selling price per unit and variable cost per unit. This also includes the cost of
products for retail sales and all other costs such as payroll, maintenance, garbage,
and utilities.
Break Even Points

In terms of Sales In terms of Kg # of loads
2,999 84 9
WDF (85%) and WDP(15%)

SALES FORECAST
The following table and chart illustrate the 3 years sales forecast. The Ur
L♥VANDERA’s cost of sales or variable cost consists of the company's
utility expenses, which are dependent on the number of customers but has good
sales potential.
Sales Forecast
9,000,000.00
8,000,000.00
7,000,000.00
6,000,000.00
5,000,000.00
4,000,000.00
3,000,000.00
2,000,000.00
1,000,000.00
-
Wash Dry Fold Wash Dry Press Total Sales
Sales Year 1 Year 2 Year 3

Wash Dry Fold 2,019,600.00 2,423,520.00 2,908,224.00
Wash Dry Press 756,000.00 907,200.00 1,088,640.00
Total Sales 2,775,600.00 3,330,720.00 3,996,864.00
Ur L♥VANDERA Summary of Financial Analysis
A. Tests of Liquidity
2,451,180.00 3,698,595.60 5,175,916.05

=
1. Current Ratio 294,154.00 409,970.88 515,367.40
This signifies that the company has the ability to meet its currently maturing obligations using its current
resources. Likewise, it gives an indication of the possible tolerable shrinkage in current resources without
threat to the claims of current creditors.

2,410,180.00 3,653,595.60 5,126,116.05
=
2. Quick Ratio 294,154.00 409,970.88 515,367.40
This signifies that the company has the ability to meet its currently maturing obligations
without relying on its inventories since it need first to be converted to cash
B. Tests of Solvency
294,154.00 409,970.88 515,367.40

=
1. Debt Equity Ratio 2,663,026.00 3,541,624.72 4,660,548.65
This measures the extent of exposure of the creditors to that of the owners. The ratios
indicate that the owners have more exposure than its creditors.
294,154.00 409,970.88 515,367.40

=
2. Debt Ratio 2,957,180.00 3,951,595.60 5,175,916.05
The ratios show the extent of the contribution of the creditors to the total resources of the
organization. The ratios indicate that the creditors have a lower contribution to the total resources.
2,663,026.00 3,541,624.72 4,660,548.65

=
3. Equity Ratio 2,957,180.00 3,951,595.60 5,175,916.05
The ratios show the extent of contribution of the owners to the total resources. This ratios
are relatively high because the owners opted to invest money since it is costly to borrow big
amount from a bank.
----------------------------------------------------------------------------------------------------------------------------- ----
C. Tests of Profitability
1. Return on 1,203,180.00 1,576,869.60 1,669,891.33

=
Assets 2,957,180.00 3,951,595.60 5,175,916.05
This signifies that in every peso of the total assets or resources invested, annual earnings will be
at 40.69% on the first year, 39.9% on the second year and 32.26% on the third year.
----------------------------------------------------------------------------------------------------------------------------- ----

D. Break-even Analysis
1. Annual Sales = 783,420.00 885,050.40 1,034,112.67

72% 74% 74%
P 1,094,563.85 P 1,197,380.53 P1,399,046.17
2. Daily Sales P 2,999.00 P 3,281.00 P 3,833.00
XII. Recommendations
As Ur L♥VANDERA aims to be the number one laundry shop in Cavite and

to make it happen, the following are recommendations on this business:
a) Quality of Soap
Not all soaps are created equal. The soap that Ur L♥VANDERA has
chosen may be the advantage over competitors in the laundry business.
Some soap may cause itchiness or allergy to the clients while some
detergents may be too harsh on clothes, but definitely should not to Ur
L♥VANDERA Laundry shop that must keep to serve high quality service
and products because a good quality of detergent can be Ur
L♥VANDERA’s advantage over other laundry shops showing the superb
quality of the business.
b) Additional Promotions
Since Marketing Strategy is an important factor in the success of the

business, a continued enjoyable and interesting promotion must be taken
place once in a while such as complimentary services and other reward
systems. After few months in operation of the business, a study of what
day is peak or non-peak is important to determine to where the promos

can be done. In this way, customers will enjoy and will not just keep
coming back but may refer Ur L♥VANDERA to their colleagues.
c) Preventive Maintenance
It must be considered to have a regular maintenance of the machines and
equipment from the outsourced maintenance in order to ensure the good
condition and continuous operation of the laundry business.
d) Financial Analysis
Though the financial forecast has been carefully studied during the planning
of the business, it must be monitored and controlled properly for the
continued success that we expect in this business.
XIII. Lavandera Sustainability and Expansion Strategy
Ur L♥VANDERA is aiming to become the number 1 in Cavite Area that is why

we took our time to craft out business plan that will help us sustain the business, as
well as grow the business in 3-years time. Part of the plans we have in place to
sustain our Ur L♥VANDERA laundry shop are the following:
1. Advance Technology and Laundry Equipment. We will continue to have

efficient machines and equipment. We will also continue to deliver quality
services, improvise on how to do things faster and cheaper.
2. Professional Service. Professional service is something that the customer
will greatly appreciate so we will continue to ensure that all the clothes of
the customer are endorsed and returned complete. The level of trust
established with the customers will no longer ask the staff to itemize the
laundry or even weigh it as the customer has trusted enough that the
clothes are in good hands.
3. Reliable Staff. More than anything else in this business, competent,
reliable and trustworthy staff will be the life support system that the
business will need in order to survive. Thus, we will continue to keep a staff

with this character. Also, a well-paid staff will earn each other’s trust. We
will continue to provide good environment for our workers and also the
required trainings that will help them deliver excellent services at all times
4. Customer Loyalty. Ur L♥VANDERA will continue its best effort to capture
the customer loyalty. In order to keep them, Customer Feedback Survey
shall effectively be conducted on a regular basis to be aware of Ur
L♥VANDERA performances that will be helpful for continual improvement of
the business because our customers are key component to the growth and
survival of our business hence we are going to continuously engage them
to give us ideas on how to serve them better.
5. Innovation. We will not waste time in diversifying our services; expand our
products and innovative service offerings once the need arises.

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Business Plan Ur Lavandera

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De La Salle University-Dasmariñas

March 25, 2017

Business Plan: UR L♥VANDERA Laundry Shop 1

I. Executive Summary ...…………………………………… 4

Business Plan: UR L♥VANDERA Laundry Shop 2

Visual Inspection Criteria …………………………….. 34

Business Plan: UR L♥VANDERA Laundry Shop 3

UR L♥VANDERA is a laundry shop service that will be built to serve the

Business Plan: UR L♥VANDERA Laundry Shop 4

II. Project Description

Business Plan: UR L♥VANDERA Laundry Shop 5

UR L♥VANDERA considers its business as a startup, but one that will

The keys to success in our business are:

Business Plan: UR L♥VANDERA Laundry Shop 6

Highlights of the Project

Business Plan: UR L♥VANDERA Laundry Shop 7

Business Plan: UR L♥VANDERA Laundry Shop 8

Protected up to 100% of fair claims guide value

At UR L♥VANDERA, our pricing system is based on what is obtainable in

Business Plan: UR L♥VANDERA Laundry Shop 9

UR L♥VANDERA will provide superb quality of service in terms of

FLIER and TARPAULIN design – Front Page

Business Plan: UR L♥VANDERA Laundry Shop 10

Business Plan: UR L♥VANDERA Laundry Shop 11

Business Plan: UR L♥VANDERA Laundry Shop 12

Number of households Share

Business Plan: UR L♥VANDERA Laundry Shop 13

WDF 194 1940 277.14 33.00 64,020.00 9,145.71

WDP 35 348 49.71 70.00 24,360.00 3,480.00

WDF 194 1940 277.14 33.00 64,020.00 9,145.71

WDP 35 348 49.71 70.00 24,360.00 3,480.00

WDF 194 1940 277.14 33.00 64,020.00 9,145.71

WDP 35 348 49.71 70.00 24,360.00 3,480.00

WDF 194 1940 277.14 33.00 64,020.00 9,145.71

WDP 35 348 49.71 70.00 24,360.00 3,480.00

Total, monthly 9,9,805.71 kg Total, monthly Php 378,771.43

Based on the average population growth of the location, we are projecting

Business Plan: UR L♥VANDERA Laundry Shop 14

2018 458 20.6 479

2019 479 21.5 500

2020 500 22.5 523

2021 523 23.5 546

2018 4,545,257.14 204,536.57 4,749,793.71

2019 4,749,793.71 213,740.72 4,963,534.43

2020 4,963,534.43 223,359.05 5,186,893.48

2021 5,186,893.48 233,410.21 5,420,303.69

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Finding a good location is one of the major key in setting up a laundry

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Figure 5.3 The 500-meter radius

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Number of Number of Household

Table 5.1 Household Population, Number of Households and Average Household

2. Income Class. Carmona, Cavite is considered a first-class

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Figure 5.4 Vicinity Map of Household Clients

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f. Access to Raw Materials supplier

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A. NORMAL LAUNDRY WORK METHOD

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