Laundry at Khalifa City-Get - Assignment Nurse

GROUP ASSIGNMENT (30%)
Introduction to Business- Business plan

The g project will be in the form of a REPORT of 2000-3000 words.
1. You are required to select a company of your choice and undertake a Business Plan. The
company will be:
 Public or private
 In any industry

Other elements
Format
1. All written submissions should be typed, DOUBLE-SPACED, on one side only of A4
(210mmX297mm) white paper. Allow a minimum of 2.5 cm (1”) on left, right, top and
bottom margins. Hand written submissions, or submissions typed on colour paper will not
be accepted. Inferior quality dot-matrix printers and faded, overused printer ribbons
should be avoided.
2. Assignment should have a separate cover page that should state the title of the project, the
name and number of the student, and the name of the faculty. There should also be a
separate page for table of contents. Copy of the assignment submitted should be retained
by the student.
3. Pages should be numbered, and the entire document should be securely stapled in the top
left corner. If preferred, assignments may be bound using a plastic comb or a heat-seal
binding system. Assignments will not be accepted with each page enclosed in a clear
plastic envelope.

Assignment submission
 Late penalty (5% per day)
 Weight 30% (Assignment 15%; Presentation 15%)

Assignment Presentation
Each student will be asked different questions related to the whole project and to the topic.

Good Luck

1-Executive Summary
Opportunity
Problem
Solution
Market
Competition
Why Us?
Expectations

Financing Needed

CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret
information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
3-Execution
Marketing & Sales
Marketing Plan
Describe the major components of your marketing plan. What kind of marketing
activities will you use to attract customers? Do you plan to invest in signage, physical or
digital advertising, email newsletters, search engine optimization, social media
outreach, TV or radio commercials? Have you developed a logo and branding? Choose
the activities you think are right for your business, and make sure the related expenses
are included in your forecast.
If you plan on advertising, talk about your messaging. What is the unique value
proposition or selling point — your pitch — that you expect to resonate with potential
customers? Talk about how that pitch positions you relative to your competitors. Are you
the no-frills, low-cost option for budget-conscious shoppers? Or a premium product that
is superior to the others in a key way? Or are you differentiating yourself in another way
— being faster, more convenient, better for the environment, locally sourced? Make
sure this is aligned with the competitive advantages that you described in the
Competition section.
Describe your distribution and pricing plans. How will your customers buy your products
or services? Will they pay you directly, either in your store or out in the field? Will they
buy what they want on your website? Or through other retailers, distributors, or
resellers? Are your customers the people actually using your products or services, or
are you selling to other companies who are incorporating your solution into their own?
What will your customers pay, and will those payments be one-time purchases or an
ongoing arrangement?
As you can see, there is a lot to talk about here. Depending on the size and complexity
of your business, you may want add additional topics to this section. Then you can just
hit the high points here and refer to the other topics for more detail. For many small
businesses, though, you can cover the major points well enough here.
Sales Plan

CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret
information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
Explain how you plan to sell your products or services. You do not need to cover
marketing activities here — that is, how you are going to attract potential customers.
Focus instead on how you will turn those prospects who express interest — the people
who visit your store, who sign up for your newsletter, who ask for an estimate — into
paying customers. For a simple business, such as a food truck, that is pretty simple.
You might want to talk about the payment methods you accept and any order tracking
tools you are using.
For a sales-heavy business like insurance or enterprise software, talk about the nuts of
bolts of the sales process. How will you nurture leads to get them ready to close? What
kind of staffing do you need? Do you have a commission structure? Sales territories?
Quotas? Also, describe any key sales activities that you will use to build and maintain
your sales pipeline, such as prospecting calls and emails, networking events, trade
associations, existing customer follow up, thought leadership, referrals, and so on.
Operations
Locations & Facilities
Describe your company’s physical locations. This might be your office, store locations,
manufacturing plants, storage facilities — whatever is relevant to your business. How
much space do you have available, and how well will it meet your current and future
needs?
If location is important in your market, as with a restaurant or an art gallery, explain the
benefits of where you are located. Do you get a lot of vehicle or foot traffic passing by?
Is your target customer type heavily represented in your neighborhood's demographics?
Are you close to other key resources, such as a key supplier’s office or shipping ports or
freeways?
If you are working from a home office, talk about how well that is working for you. Are
you planning to move to an outside office later? If so, when and why?
EXAMPLE: Food Truck
Technology
Describe any important software, hardware, or other information technology that you
use now or plan to use later to operate your business. That might include a point-of-sale

Key metrics
Explain which performance metrics are most important for understanding how your
business is doing. What does success mean for you, and how will you know it when you
see it? Is it critical to contain your direct costs in a low-margin industry? To generate a
certain number of leads to keep your sales pipeline full? To get a certain level of traffic
on your website or convert a certain percentage of those visitors into customers? To
keep a certain amount of cash in the bank?
The goal here is to keep your plan alive by tracking your actual results, identifying poor
assumptions or weak performance as early as possible, and correcting course right
away to keep your business on track. The first step is to get clear on which metrics are
going to be the most important to watch closely.
EXAMPLE: Food Truck

CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret
information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
4-Company
Overview
Ownership & Structure
Use this area to specify who owns your company. If there are multiple owners, describe
each of them and how much of an ownership stake they have. Also, identify your
company’s legal structure. Is it a sole proprietorship — that is, just you working for
yourself? Or a partnership, such as a limited-liability corporation (LLC) or partnership
(LLP), where the profits pass through to the partners involved? Or a nonprofit
organization? Or a proper S- or C-type corporation with its own tax obligations and the
rest?
If you are just getting started on your business and are not familiar with these options,
searching online for " business structures & quot ; should provide plenty of background reading
on the pros and cons of the various options.
EXAMPLE: Food Truck
Company history
Tell the story of your company so far. If it’s a newer business, what have you done so
far, and what kind of traction have you gotten in the marketplace? If it’s a longtime
business, who started it, when and where, and what was the original product or service?
What has changed since then? Talk about good years, bad years, new services, new
locations, new partners. Highlight an important date or event that had an impact on the
business. Show the reader where the company started and how it got to where it is now.
If your company is still in the idea stage or is just getting started, you can just remove
this topic from your plan for now. You can always add it back later when you have some
history to talk about.
Team
Management team

Expenses by Month

Net Profit (or Loss) by Year

Financing
Use of funds
f your forecast includes loans, investments, or other financing, use this space to explain
what you plan do with that money. Will it help to cover operating costs as your new
business scales up? Will it finance capital expenditures, such as the purchase of
expensive equipment? Will it enable you to add personnel or expand your marketing to

2018 2019 2020

Revenue
Direct Costs
Gross Margin
Gross Margin %
Operating Expenses
Total Operating Expenses
Operating Income
Interest Incurred
Depreciation and Amortization
Income Taxes
Total Expenses

Projected Balance Sheet

2018 2019 2020

Cash
Accounts Receivable
Inventory
Other Current Assets
Total Current Assets
Long-Term Assets
Accumulated Depreciation
Total Long-Term Assets
Total Assets
Accounts Payable
Income Taxes Payable
Sales Taxes Payable
Short-Term Debt
Prepaid Revenue
Total Current Liabilities
Long-Term Debt
Total Liabilities
Paid-In Capital
Retained Earnings
Earnings
Total Owner's Equity
Total Liabilities & Equity

2018 2019 2020

Net Cash Flow from Operations
Net Profit
Depreciation & Amortization
Change in Accounts Receivable
Change in Inventory
Change in Accounts Payable
Change in Income Tax Payable
Change in Sales Tax Payable
Change in Prepaid Revenue
Net Cash Flow from Operations
Investing & Financing
Assets Purchased or Sold
Investments Received
Change in Long-Term Debt
Change in Short-Term Debt
Dividends & Distributions
Net Cash Flow from Investing &
Financing
Cash at Beginning of Period
Net Change in Cash
Cash at End of Period

Maha's Company

15
CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Appendix
Profit and Loss Statement (With monthly detail)
2018 Jan '18 Feb '18 Mar '18 Apr '18 May '18 June '18 July '18 Aug '18 Sept '18 Oct '18 Nov '18 Dec '18
Total Revenue
Total Direct
Costs
Gross Margin
Gross Margin %
Operating
Expenses
Operating
Income
Interest Incurred
Depreciation and
Amortization
Income Taxes
Total Expenses
Net Profit
Net Profit /
Sales

2018 2019 2020

Total Revenue

Maha's Company

16
CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Total Direct Costs
Gross Margin
Gross Margin %
Operating Expenses
Operating Income
Interest Incurred
Depreciation and Amortization
Income Taxes
Total Expenses
Net Profit
Net Profit / Sales

Balance Sheet (With Monthly Detail)
2018 Jan '18 Feb '18 Mar '18 Apr '18 May '18 June '18 July '18 Aug '18 Sept '18 Oct '18 Nov '18 Dec '18
Cash
Accounts
Receivable
Inventory
Other Current
Assets
Total Current
Assets
Long-Term Assets
Accumulated
Depreciation
Total Long-
Term Assets

Maha's Company

17
CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Total Assets
Accounts Payable
Income Taxes
Payable
Sales Taxes
Payable
Short-Term Debt
Prepaid Revenue
Total Current
Liabilities
Long-Term Debt
Total
Liabilities
Paid-In Capital
Retained Earnings
Earnings
Total Owner's
Equity
Total
Liabilities &
Equity

2018 2019 2020

Cash
Accounts Receivable
Inventory
Other Current Assets
Total Current Assets
Long-Term Assets

Maha's Company

18
CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Accumulated Depreciation
Total Long-Term Assets
Total Assets
Accounts Payable
Income Taxes Payable
Sales Taxes Payable
Short-Term Debt
Prepaid Revenue
Total Current Liabilities
Long-Term Debt
Total Liabilities
Paid-In Capital
Retained Earnings
Earnings
Total Owner's Equity
Total Liabilities & Equity
Cash Flow Statement (With Monthly Detail)
2018 Jan '18 Feb '18 Mar '18 Apr '18 May '18 June '18 July '18 Aug '18 Sept '18 Oct '18 Nov '18 Dec '18
Net Cash Flow
from
Operations
Net Profit
Depreciation &
Amortization
Change in
Accounts
Receivable

Maha's Company

19
CONFIDENTIAL – DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.

Solution

Executive Summary

Get Laundry is a laundering company that offers the services of washing, pressing, and
textile services. We are an electronic marketplace, and allow our clients to register with us and
make orders online in addition to our physical store traffic. Our SaaS (Software as a Service)
platforms are available through a website(www.getlaundry.co) and mobile
application(Get Laundry) in both iOS and Android devices. Our organization is currently based in
the city of Khalifa A. We have one car for delivery, one driver, and three employees that help
run our business. In the year 2019, we made a total revenue of 1132.9 USD, and we hope to
improve our business processes and attain a target of around 5500USD as revenue come
December of 2020 and 8500 USD in December of 2021. Our primary clients are the citizens
residing in the city of Khalifa. Apart from cleaning, we offer loads pickup and later have the
loads delivered back to individual clients for free. We are a fast, transparent, and efficient e-
market, and our goal is to become among the top competitors in the laundering service industry.

Opportunity

El Issa (2017) laments on the evolutional turn the washing machine has taken between
the years of 1950 to 2017. The device was indisposable to any household upon its invention, but
in recent years the masses do not seem to carry it in such high regard anymore. The machine
facilitated laundry washing services in a quicker and quality mode in the mid-nineties. Fast-
forwarding to 2017, individuals were getting fed up with the same device and argued that they
lack the time and patience to do laundry themselves. This new development among our society

GETLAUNDRY 5

members set an opportunity for world leaders and entrepreneurs to tap into the problem and
devise means to make money off of it.
Problems In the Market
Flat6Labs(2019) documents an interview with the CEO and Co-founder of the laundry
startup(Washmen), where he affirms the lack of quality players in the laundering market. Rami
Shaar, the CEO, noted a deficiency in companies that would offer quality services at a
reasonable price. He further explains how this gap in the marketplace impelled his decision to
establish his own facility rather than outsourcing—considering that at his organizational level,
outsourcing would incur almost the same costs as running their own facility. A couple of laundry
services are evidently operational in Abu Dhabi, yet, these services are not meeting the market
needs. Currently, in Khalifa A, only three laundering shops are operational, and the quality of
service remains wanting and in need of dire improvements. Several aspects of these businesses
ought to be polished in order to reach their maximum potential.
Solutions Available
The most prominent issues with the other laundering facilities in Khalifa city is late
delivery, late pickups, and the most complained concern of unironed and wrinkly clothes. Our
organization tries and addresses these issues in the market in the following ways.
Issue of Late Pickups and Late deliveries. Considering we are a startup company with only
limited facilities, we try to maximize our resources as best as we can. Having that we have only
one vehicle, we group our orders in time slots, each having a two and a half-hour difference.
Suppose on one day we get around 20 orders from different localities; our system is able to

GETLAUNDRY 6

group orders from nearby clients and group them together and sample them out as the first batch
to pick loads from. Once these loads are picked and submitted to our facilities, our employees
proceed to wash them while our driver gets the second batch. By the time the second batch has
arrived, the previous is done, and the driver takes each load to the right customer.
This method of grouping has helped our company manage the complaints of late pickup
or delivery of loads. By selecting one locality to work on at a given time, our customers are
given a more accurate time frame to expect pickup and deliveries of their clothes. So far, this
system has worked for us, but in the next two years, we are targeting to increase our delivery cars
and drivers to three and in correlation triple our employee numbers as well.
Issue of unironed clothes. This is a common problem among laundering facilities in Khalifa A.
At most times, either the clothes are ironed just half as well, or some laundering companies skip
this process altogether. As Get laundry, we have not only invested in high-end ironing boxes but
with steamers as well. Steamers are a better and more effective way to get wrinkles out of fabric,
and they require less time and effort for operation.
Target Market
Our primary customers are residents in Khalifa, especially the working class individuals
and older residents of the city. In certain, although rare situations, we get tenders from larger
institutions such as hospitals and schools to provide cleaning services to them. As a company,
our most immediate goal is to save up and acquire all the resources needed to undertake
extensive scale laundering services like the mentioned above. Through our online platform, an
individual needing laundry services is able to register into our accounts and provide us with

GETLAUNDRY 7

personal information such as addresses and contact email. Through this acquired data, we are
able to group the customers appropriately within our system and ensure that our daily processes
are in line with their expectations of timeliness and good quality. Our desired duty as a company
is to provide fulfilling services that will help us gather a crowd of loyal clientele.
Our Competition
GetLaundry is a startup company with limited infrastructure but clear and well-structured
goals. We are in competition with JustClean( an on-demand laundry app in Kuwait) (Staff,
2017). JustClean alike, our GetLaundry has created an online marketplace, and gathered vendor
sign-ups all throughout the country, and promises to deliver transparent laundering services.
Through their app, users can log in and select a vendor of choice, pick out the time and day of
the week most available to them. In addition to clothes, JustClean offers a broader cleaning
scope ranging from wedding dresses and carpets. JustClean offers delivery in less than 24 hours,
and customers can track their loads throughout the transaction period via their smart devices; this
feature sets them apart from most laundering companies.
Our Advantages
GetLaundry is a startup enterprise in the laundering business equipped with a competent
team and clear goals. Our online marketplace presence (website and mobile apps) has greatly
helped popularize our business among our target market groups. Apart from washing clothes
and delivering them, our company also provides a range of extra services such as ironing, clothes
alteration, and bag restoration. If a user is feeling overwhelmed by the variety of choices
provided, they could click on the ‘Let Us Choose For You’ button and rest in the assurance that
the vendors will take the best care of their items (Cision, 2016).

GETLAUNDRY 8

SWOT Analysis
STRENGTHS WEAKNESSES Opportunity Threat
GetLaundry remains
to be the most popular
growing laundering
company in the city of
Khalifa.
We have amassed a
loyal clientele that
appreciates and
promotes our
operations whenever
an opportunity arises.

GetLaundry is new in
the laundering market,
and we face the
limitation of lack of
sufficient
infrastructure
In as much we aspire
to be among the most
competitive
laundering offering
services in Khalifa, it
is well beyond our
current means to
afford more
infrastructure such as
car and more
employees.

The city of Khalifa
has only three
laundering companies
whose quality needs
improving. We aim to
fill up the need for
timely, affordable,
and quality services in
the market while still
providing
employment services
to our citizens.

Our online platforms
(the website and
mobile applications)
may face risks such as
virus and malware
attacks

Execution

Marketing Plan
The diagram below represents a famous concept that summarizes the major pillars of
marketing.

The 4Ps of Marketing

GETLAUNDRY 9

Product. GetLaundry is a service offering company. We provide laundering service alongside
pressing and textile services.
Price. With as little as 9.53 USD, our client could book us, get their loads picked up and washed,
then have them delivered back to his/her doorstep. Individuals that spend up to 730 USD get a
10% discount for laundering. We accept credit card payments online and offline on our premises.
Place. We are located in Khalifa A, along 204-A, Ibn Battuta Gate Office Sheikh Zayed Road.
Promotion. Most of our advertising will be done online on several broadcast media and a little in
personal advertising on malls and other retail outlets.

GETLAUNDRY 10

As GetLaundry incorporation, we plan to advertise ourselves more broadly through the broadcast
media and, to a small extent, physically. Our targeted media are majorly Tv, Radio, Print, Blogs,
Websites, and Podcasts.
Tv offers a broad spectrum of audiences of all ages and throughout social classes. It is a safe bet
to assume that every household member has a favorite TV program, and if we select the keenly
from a day’s program when to advertise our product, we will have reached a bigger audience.
Radio is an effective tool to rich a specific demography of individuals. Radio advertising is
affordable and more memorable than TV media. With appropriate funds, we will be able to
afford persistent adverting that accurately resonates with our target audience- in this case, older
citizens.
Print. Print Advertising majorly involves putting ads on newspapers, and this will target the
older corporate individuals
Blogs and Podcasts. Blogging, Vlogging, and podcasts are the major key marketing strategies we
shall use to attract our younger clientele. We hope to get a hold of popular influencers in the
various scenes and pay them to endorse our services.
Websites. We intend to approach the sites majorly used by our clientele for efficient website
advertising and pay them to host our ads or use a third party advertising such as Google
AdSense(Burns-Millyard, 2020).
Marketing Agenda

GETLAUNDRY 11

Throughout all our suggested broadcast media, we plan to present our organization as an
efficient, reliable, quick, and transparent alternative to the long tiresome process of laundering.
We aspire to create a narrative that resonates with our targeted audiences throughout all our
pitches on social media, thereby drawing more keen attention. We also plan to maximize on the
advantages that come with our free pickups and deliveries of the various loads of clothes
(Tracxn, 2020).

Sales Plan
Our priority sales plan is to maintain our mobile and website platforms and ensure that
they are stable, secure and functional at all times. Having stabilized our online presence, we hope
to attract more customers and expand our presence in not just Khalifa city but the neighboring
environs. A single shirt currently is only charged 9.53 USD; this means that with as little as nine
dollars, a customer would access the entirety of our services from pickups through to washing
and finally delivery. Customers that spend up to 730USD get a 10% discount for that particular
transaction. The revenue acquired in our business will be used to pay our labor, and all the rest
saved up for future expansion.

Operations

Locations

City: Khalifa,

GETLAUNDRY 12

Location: 204-A, Ibn Battuta Gate Office Sheikh Zayed Road.

Telephone:+971-50-1729517.
Contact Name: GetLaundry.group
Website: www.getlaundry.co

Facilities
GetLaundry Corporation has within its access a vehicle to pick up orders and later deliver
them back to their owners. Customers do not incur any transportation costs. Once an order is
finalized, GetLaundry dispatches a vehicle to pick the load to the designated vendor. After the
vendor completes laundering, an authorized vehicle picks it up again and returns to the customer.
The washing machines, irons, detergents, and other laundering equipment belong to us, and we
incur all these costs that help us run our business.
Technology
Our business operates as an e-commerce subset. We have a complete and functional
designed mobile application that runs on Java technologies (Primer, 2016). We have
incorporated a Point of Sales (POS) and Customer Relation Management (CRM) features within
its design. Although sufficiently operative, we intend to save up and implement more robust
security features that will ensure that our online presence is available and users’ private
information such as credit card numbers and home addresses are protected from unauthorized

GETLAUNDRY 13

access. GetLaundry’s website uses recent technologies, among which are SSL, Content Delivery
Network, and Global Site Tag Cruchbase(2020).

Milestones and Metrics

Milestones Table
ACTIVITY PROJECTED
DATE

Update Security Features on our Online
Platform

5/1/2020
Acquire a second car for delivery 30/12/2020
Acquire Second Car for Delivery 30/12/2021
Marketing 6/12/2020
Have an estimate of 10 cleaners 30/12/2020

Key Metrics
Customer satisfaction and the delivery of quality services is the most important goal for
us. We pride ourselves after venturing into a new market and winning over our customers’
loyalty. As an organization, we shall consider ourselves on the right path towards the projected
future if, by the end of 2020, we would have raised our overall revenue form 1132.9 USD in
2019 to a target of 5500 USD by the end of the year 2020. Other than monetary gains, we aspire
to have positive reviews on our online platforms (websiter and mobile device applications)and in
order to attain a quantitative estimate of this, we hope to get four stars on the Google play store
and Apple store.

Company

GETLAUNDRY 14

Overview
GetLaundry was developed in 2018 to solve the problem of laundering around our
homes. It was initially founded by Jon Santillanand, but with time, the company now has six
partners who run the organization together. We are a Limited Liability Corporation (LLC),
meaning we are granted liability protection while getting tax advantages of a partnership.
Ownership and Structure
GetLaundry was launched in April of 2018 by its founder Jon Santillanand and, started
its operations primarily in the City of Khalifa A, Dubai. It is a private company that ventures into
the servicing sector (Menur, 2017). In 2018, It started off as a traditional on-demand delivery
store, but by March of 2018, we had started implementing our online presence with the
intentions to shift most of our in-person business processes to a more automated scenario. Our
online shift of business gave the organization a cutting edge where we could engage and manage
our customers better, especially by easing up communication. Our startup now has a website
presence at ‘www.getlaundry.co’, and users can still access the mobile application ‘GetLaundry
on Google PlayStore for android and in the Apple App Store for iOS users.

Team and Management

GetLaundry is owned by its founder, Jon Santillanand, together with five other partners
namely, Juma Khan, Mohammed Ali, Nasser Ahmed, Khalid Albudoor, and Mira Hassan. Jon
holds the majority of the shares and is the key players in running the business. Juma is
responsible for handling human resource issues, whereas Mohammed controls and records all
financing activities carried out in a month. Nasser is a sales and marketing graduate and helps us

GETLAUNDRY 15

in strategizing our business model. Khalid is a well versed tech-savvy and is responsible for
ensuring that our online presence is maintained 24/7 and that appropriate security measures have
been implemented to safeguard company and client data. Mira is our branding divisions leader
and the brain behind the front we present to the world. Currently, we have one driver- Hassan
Abdullah, and three employees responsible for washing and pressing- Omar Saeed, Faisal Ali
and Manar Ammar.

Advisors
As a startup company, we rely heavily on advises and recommendations of players that
have been in the market long before us. We not only limit ourselves to advice from other
laundering companies; we also seek financial counsel from the ‘Hay Group Consulting Firm.’
Special firms consultations over the last year have helped us attain a specialized and expertise
view on business processes. It has allowed us to save on tax contributions and benefits, all while
providing a higher level of business knowledge acquired from their diverse experience of
business dealings.

Financial Plan

Forecast
GetLaundry is an on-demand marketplace that has an additional advantage of having a
stable and functional online presence. Our business reached a revenue level of 1132.9 USD in
2019 after being in the business industry for less than two years. These figures are encouraging,

GETLAUNDRY 16

and they have allowed us to set a higher goal for the subsequent years. In 2020, as we review our
financial statements, we hope to have reached a target of 5500 USD as revenue and later in 2021,
with all improvements in place, our revenue as projected should amount to 8500USD.

Pro-Forma Cash Flow Projections
This encompasses receipts and payment to be made by GetLaundry company

GETLAUNDRY 17

PARTICUL
ARS

JAN. FEB. MRC
H.
APR
L.
MAY
.
JUN
E.
JUL
Y.
AGS
T.
SEPT
.
OCT
.
NOV. DEC.

USD USD USD USD USD USD USD USD USD USD USD USD

Bal. b/f 1,45
6.5
1,50
0.4
1,800
.6
2,20
0.7
2,500 2,86
0.4
3,000 3,300.
05
3,540
.6
3,90
0
4,564.
65
4,800
.9

Cash sales 750 860 920.4 1,00
0
1,050.
7
1,20
0.6
1,250 1,280.
4
1,300 900 860 1000

Credit Sales – – 620.3 650.
4
706.4
65
690 704 800 750 674.
4
800 900

Total cash
inflows

2,20
6.5
2,36
0.4
3,341
.3
3,85
1.1
4,257.
15
4,75
1
4,954 5,380.
45
5,590
.6
5,47
6.4
6,224.
65
6,700
.9

Cash
outflows
Creditors – – 325 382.
5
364.5 296 400 315.3 335.6 348.
2
356.4 359.6
6

Cash
purchases

300 350 400 380 320 315 300 280 265 360 300 375
Rent 15 15 15 1515 15 15 15 15 15 15 15 15
Electricity 8 7 6.9 7.2 8.5 9 8 7.5 8.2 6.2 6.8 8
Insurance 15 15 15 15 15 15 15 15 15 15 15 15
Salaries 80 80 80 80 80 80 80 80 80 80 80 80
Repair and
maintenance

20 18 17.5 16 12 14 17 19 16 15 13 17.5
Water 9 7.5 6.8 7.12 7 8.2 7.81 7.62 7.26 7.1 6.5 7
Tax 72.6 75.3 71.8 68.2 65 70 81.8 76.6 74.4 71.4 71.8 72.8
Total
outflows

519.
6
567.
8
1,000
.1
1,03
5.1
871.5 822.
2
929.3
1
816.0
2
890.2
6
872.
6
1,510.
7
957.9
6

Bal.c/d:

1,68
6.9
1,79
2.6
2341.
2
2816 3385.
67
3928
.8
4024.
69
4564.
43
4700.
34
4603
.8
4713.
96
5742.
94

GETLAUNDRY 18

Net profit by Year 2019

PARTICULARS

USD

Sales

2,000

Cost of sales;
Opening stock 504
Add: purchases 350
Cost of goods available for sale 854
Less: closing stock (254.6)
(599.4)

GROSS PROFIT

1,400.6

EXPENCES;
Depreciation 15
Wages and salary 104
Rent 16.4
Electricity 8
Repair and maintenance 17
Transport 42
Insurance 19.6
Interest on loan 4.5
Total expenses before tax 226.5
Provision for tax 41.2
Total expenses after tax 267.7

267.7

Net profit after tax

1,132.9

Pro-Forma Balance Sheet

GETLAUNDRY 19

This records the assets and liabilities of the business at the beginning of the year and at the end of the
year.
PARTICULARS AS AT JANUARY AS AT DECEMBER
ASSETS: USD USD
Current assets;
Cash in hand 500 665.2
Cash in bank 640 250
Debtors 1,200 900
Stock of finished goods 800 1,200
Stock of raw materials 960 1,050

4,100

3,120.2

FIXED ASSETS;
Machinery and equipment 1,540 1,250.6
Less dep. (10%) (154) 1,386 (154) 1,096.6
Furniture and fittings 1,200 945.4
Less dep. (8%) (96) 1,104

2,490

(96) 849.4
1,946

TOTAL ASSETS;

6,590

5066.2

LIABILITIES
Short term liabilities
Creditors 320 180.6
Bank overdraft 89.46 409.46 56.3 236.9
Long term liabilities
Bank loan 749.504 645.7
Owners equity 1,450.6 2200.104 1,054.365 1,700.065
Total liabilities and equity

2,609.56

1,936.97

NET PROFIT
3,980.44

3,129.235

GETLAUNDRY 20

Pro-Forma Income Statement
Profit and Loss Account

This shows the transaction of GetLaundry company business including expenses to be incurred

PARTICULARS

USD

Sales

2,000

Cost of sales;
Opening stock 504
Add: purchases 350
Cost of goods available for sale 854
Less: closing stock (254.6)
(599.4)

GROSS PROFIT

1,400.6

267.7

GETLAUNDRY 21

Net profit after tax 1,132.9

Financing

Use of Funds
According to Raoul Reyes (2016), consumers are willing to pay extra if convenience and quality
are ensured, and as a company we are willing to do just that. The table below clarifies on the various
aspects of business we shall improve our business with.
Additional Features USD
Update of Security
Features on Online
Platforms

3300

Acquire the first car 5145
Acquire the second car 5145
Marketing 3000
16590

Source of Funds

Currently, we do not have any investors (PitchBook, 2020). We plan to divide part of the capital
among the six of us (partners), each individually contributing 2765USD amounting to the total price
needed 16590USD.

GETLAUNDRY 22

References

Burns-Millyard. (2020). How to Advertise a Business on a Website. Chron.
https://smallbusiness.chron.com/advertise-business-website-624.html
Cision. (3 November 2016). All New Getlaundry: Taking Convenience to the Next Level.
https://www.prnewswire.com/news-releases/all-new-getlaundry-taking-convenience-to- the-
next-level-599797031.html

GETLAUNDRY 23

Crunchbase. (2020). Get Laundry:About.
https://www.crunchbase.com/organization/getlaundry/technology
El Issa, T. (27 March 2017). Is a marketplace enough to penetrate UAE’s laundry services?.
Wamda. https://www.wamda.com/2017/03/marketplace-penetrate-uae-laundry-services-
getlaundry
Flat6Labs. (9 September 2019). Washmen: The Future of Laundry?. Medium.
https://insights.flat6labs.com/washmen-the-future-of-laundry-a053d57a259
GetLaundry. (2020). Free SaaS enabled marketplace. https://angel.co/company/getlaundry
Kesrauni, P. (5 Nov 2015). Online laundry sector booming despite obvious challenges. Wamda.
https://www.wamda.com/2015/11/online-laundry-sector-booming-despite-obvious-
challenges-
Maulani, A. M. A. (18 May 2017). GetLaundry launches laundry business management solution to ease
work for shop owners. E27. https://e27.co/getlaundry-launches-laundry-business- management-solution-
20170518/
Menur, A. (18 May 2017). GetLaundry launches laundry business management solution to ease work
for shop owners. YahooNews.
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=
8&ved=2ahUKEwim2OWYkcfsAhU88uAKHTnBBbcQFjAIegQIDhAC&url=https%3A
%2F%2Fsg.news.yahoo.com%2Fgetlaundry-launches-laundry-business-management-
solution-ease-shop-043113240.html&usg=AOvVaw2xPV-tY5An0tf409zmpGoN

GETLAUNDRY 24

PitchBook. (2020). GetLaundry General Information. https://pitchbook.com/profiles/company/169714-
00#overview
Primer. (2016). The GetLaundry App: takes dirty laundry off your hands.
https://primer.com.ph/business/2016/09/21/the-getlaundry-app-takes-dirty-laundry-off-your-
hands/
Raol-Reyez, R. (21 Oct 2016). Dubai company launches mobile laundry services. BM.
https://businessmirror.com.ph/2016/10/21/dubai-company-launches-mobile-laundry-services/
Staff, B. (30 August 2017). JUST CLEAN: From Startup Battle To Success Story. Baazar.
https://bazaar.town/just-clean/
Tracxn. (2020). Get Laundry. https://tracxn.com/d/companies/getlaundry.ae

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