Bizmove Business Guides

Free Laundry Business Plan PDF Download, Dry Cleaning Services Business Plan PDF

Laundry Services Business Plan PDF Download | Dry Cleaning Business Plan PDF

Free Small Business Templates and Tools
Here's a collection of business tools featuring dozens of templates, books, worksheets, tools, software, checklists, videos, manuals, spreadsheets, and much more. All free to download, no strings attached.
► Free Small Business Templates, Books, Tools, Worksheets and More

How to Start a Laundry Business - Free Laundry Business Plan PDF Download

Are you considering starting a Laundry Business? if yes, you'll find this free book to be extremely helpful.

This is a practical guide that will walk you step by step through all the essentials of starting your business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.


Don’t Start a New Laundry Business Unless You Watch This Video First!

Checklist for Starting a Business: Essential Ingredients for Success

If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!

For more insightful videos visit our Small Business and Management Skills YouTube Chanel.


Here’s a Valuable Free Gift for You
This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your business.
Click Here! To get your free business plan template

The Single Most Important Ingredient for Business Success

The first and most important thing you need to acquire in order to succeed in a small business is... knowledge.

Sounds exaggerated? Listen to this...

According to research conducted by Dun & Bradstreet, 90% of all small business failures can be traced to poor management resulting from lack of knowledge.

This is backed up by my own personal observations. In my 31 years as a business coach and consultant to small businesses, I've seen practically dozens of small business owners go under and lose their businesses -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work.

Conclusion: if you are really serious about succeeding in a business... If you want to avoid the common traps and mistakes... it is absolutely imperative that you acquire the right knowledge.

"Why Invent Mediocrity, When You Can Copy Genius?"

That's an excellent quote I picked up from a fellow business owner a few years back. What this means is that you should see what is working and try to duplicate Printing Business. Why go through all the trouble of inventing something new, that you don't even know will ever work, when you can easily learn from and duplicate something that has been a proven success?

[ Note: One of the BIGGEST mistakes almost all new businesses make is that they WASTE tons of valuable time, energy and money on trying to create something "new", that has never been tested or proven... only to find out later that it was a total loss. Don't make the same mistake! ]

Hi! My name is Meir. I'm the founder and president of BizMove.com, a successful internet based information business. I'm also the author of numerous books, mostly in the area of small business management.

I've been involved in small business for the past 31 years of my life, as a business coach, manager of a consulting firm, a seminar leader and as the owner of five successful businesses.

During my career as a business coach and consultant I've helped dozens of business owners start their businesses, market, expand, get out of troubles, sell their businesses and do practically every other small business activity you can think of.
You see, I have been there .... done it ... and bought the Small Business t-shirt! -- This free book contains techniques and strategies I've learned during my 31 year small business career.

Here's what you'll discover in the 'How to Start a Laundry Business' book:

How to determine the feasibility of your business idea - a complete fill in the blanks template system that will help you predict problems before they happen and keep you from losing your shirt on dog business ideas.

A detailed manual that will walk you step by step through all the essential phases of starting your business

A complete business plan template. This fill-in-the-blanks template includes every section of your business plan, including Executive Summary, Objectives, SWOT Analysis, Marketing Analysis and Strategy, Operations Plan, Financial Projections and more (a similar template is sold elsewhere for $69.95).

All this and much much more.

Success Tip: Setting Goals

Good management is the key to success and good management starts with setting goals. Set goals for yourself for the accomplishment of the many tasks necessary in starting and managing your business successfully. Be specific. Write down the goals in measurable terms of performance. Break major goals down into sub-goals, showing what you expect to achieve in the next two to three months, the next six months, the next year, and the next five years. Beside each goal and sub-goal place a specific date showing when it is to be achieved.

Plan the action you must take to attain the goals. While the effort required to reach each sub-goal should be great enough to challenge you, it should not be so great or unreasonable as to discourage you. Do not plan to reach too many goals all at one time.

Establish priorities. Plan in advance how to measure results so you can know exactly how well you are doing. This is what is meant by "measurable" goals. If you can’t keep score as you go along you are likely to lose motivation. Re-work your plan of action to allow for obstacles which may stand in your way. Try to foresee obstacles and plan ways to avert or minimize them.

Click here! to download your Laundry Business book for free (PDF version)


Management Skills Video: How to Become a Great Manager and Leader

Learn how to improve your leadership skills and become a better manager and leader. Here's how to be the boss people want to give 200 percent for. In the following video you'll discover 120 powerful tips and strategies to motivate and inspire your people to bring out the best in them.

For more insightful videos visit our Small Business and Management Skills YouTube Chanel.


Here're other free books in the "how to start a business" series that may interest you:

Agriculture Assisted living Auto repair Bakery Bar Beauty salon Bed and breakfast Bookkeeping Boutique Bowling alley Carpet cleaning Car wash Catering Cattle farming Charity Cleaning Coffee shop Computer repair Construction Consulting Convenience-store Cupcake Daycare Dental Dog daycare Ecommerce Electrical Embroidery Engineering Farm Fashion Film Financial advisor Fitness center Flower-shop Food Food truck Franchise Frozen yogurt Furniture store Gas station Goat farming Grocery store Gym Hairdressing Hair salon Ice cream Insurance agency Interior design Internet Internet cafe IT Jewelry Landscaping Laundromat Laundry Law firm Magazine Manufacturing Microbrewery Motel-hotel Music Nightclub Nonprofit Nursery Online-retail Photography Pizza Plumbing Poultry farming Preschool Printing Private investigator Pub Real-estate Resort Restaurant Retail School Security company Service Software Spa Sports-bar Startup Supermarket Travel agency Trucking Vegetable-farming Website

Here's a Sample 'Executive Summary' for a Laundry Business plan:

COMPANY NAME is a long-term enterprise that was established in Pullman, WA in 1976 as a sole-proprietorship company currently owned by OWNER’S NAME The company will provide dry cleaning, laundry, and garment alterations, offered with regular drive-through pick-up services. The company will has a production facility, but will still need a retail shop because of our pick-up and delivery service. However, we will need delivery vans, and customer service trained drivers.
Customers can choose payment either at the time of each delivery, or by monthly credit card billing. At the end of each month the company will send statements to each contract customer, itemizing service fees and the charge for the service to their credit cards for payment.
The business provides a new door-to-door dry cleaning, laundry and clothing alteration service in Pullman, WA and surrounding neighborhoods that will surely attract customer attention. Working customers may find this service is convenient for them and want to try it. If they are satisfied with the service quality they will likely become repeat customers. When the patronage happens continuously, they become loyal customers of the service. These customers will recommend COMPANY NAME to their friends and coworkers. As more and more customers use this service, COMPANY NAME image is enhanced and we will gain more and more market share.
COMPANY NAME is seeking to attain grant funding in the amount of $250,000 in order to expand business operations, implement a larger advertising campaign and primarily to upgrade to green-technology equipment.  Sales forecast gradually increase over the year 2011. COMPANY NAME projects modest net profits the first year. The company's second and third year net profits are expected to grow substantially.

1.1 Objectives

In providing laundry and garment alteration services for customers in the Pullman, WA area, COMPANY NAME aims to:

  • Establish sustainable business by the end of the first year after attaining grant funding
  • Have first year total sales in excess of $324,000
  • Producing net profits

1.2 Mission

COMPANY NAME will offer dry cleaning, laundry, and clothing alteration services with free home pickup and delivery. The company’s high quality and convenience will save time for working customers.

1.3 Keys to Success

  • A comprehensive marketing strategy will be the key to success of the business.
  • It is important to remember that the target customers have money and want to be provided high quality service; therefore, they will only use this service if they are entirely satisfied.
  • Furthermore, the hours of operation must be convenient and service completion must be timely in order that customers are not harried after a long day working.

COMPANY NAME is an enterprise established as a limited liability company in Pullman, WA.  The company provides dry cleaning, laundry, and garment alterations, offered with regular home pick-up and delivery services. However, COMPANY NAME will need delivery vans and customer service trained drivers.  Cleaning equipment will be leased with accompanying maintenance contracts. 

2.1 Company Ownership

The proposed legal form of business is a limited liability company, wholly owned by OWNER’S NAME.  The owner/founder is the director and handles the bookkeeping responsibilities.

2.2 Company History

COMPANY NAME has been a long-term community company that was established in Pullman, WA in 1976 as a sole-proprietorship company currently owned by OWNER’S NAME. The company will provide dry cleaning, laundry, and garment alterations, offered with regular drive-through pick-up services. The company will has a production facility, but will still need a retail shop because of our pick-up and delivery service. However, we will need delivery vans, and customer service trained drivers.
Customers can choose payment either at the time of each delivery, or by monthly credit card billing. At the end of each month the company will send statements to each contract customer, itemizing service fees and the charge for the service to their credit cards for payment.
The business provides a new door-to-door dry cleaning, laundry and clothing alteration service in Pullman, WA and surrounding neighborhoods that will surely attract customer attention. Working customers may find this service is convenient for them and want to try it. If they are satisfied with the service quality they will likely become repeat customers. When the patronage happens continuously, they become loyal customers of the service. These customers will recommend COMPANY NAME to their friends and coworkers. As more and more customers use this service, COMPANY NAME image is enhanced and we will gain more and more market share.

Table: Past Performance

Past Performance

 

 

 

 

2007

2008

2009

Sales

$103,000

$94,632

$97,450

Gross Margin

$103,000

$94,632

$97,450

Gross Margin %

100.00%

100.00%

100.00%

Operating Expenses

$88,432

$79,997

$81,513

 

 

 

 

Balance Sheet

 

 

 

 

2007

2008

2009

 

 

 

 

Current Assets

 

 

 

Cash

$1,800

$2,467

$455

Other Current Assets

$0

$0

$0

Total Current Assets

$1,800

$2,467

$455

 

 

 

 

Long-term Assets

 

 

 

Long-term Assets

$220,000

$300,000

$247,000

Accumulated Depreciation

$0

$0

$0

Total Long-term Assets

$220,000

$300,000

$247,000

 

 

 

 

Total Assets

$221,800

$302,467

$247,455

 

 

 

 

Current Liabilities

 

 

 

Accounts Payable

$0

$0

$0

Current Borrowing

$0

$0

$0

Other Current Liabilities (interest free)

$0

$0

$0

Total Current Liabilities

$0

$0

$0

 

 

 

 

Long-term Liabilities

$0

$0

$0

Total Liabilities

$0

$0

$0

 

 

 

 

Paid-in Capital

$0

$0

$0

Retained Earnings

$207,232

$287,832

$231,518

Earnings

$14,568

$14,635

$15,937

Total Capital

$221,800

$302,467

$247,455

 

 

 

 

Total Capital and Liabilities

$221,800

$302,467

$247,455

 

 

 

 

Other Inputs

 

 

 

Payment Days

0

0

0



3.0 Services

COMPANY NAME is going to provide the following services for customers with free home pick-up and delivery in the Pullman area:

  • Dry cleaning
  • Laundry for personal clothes and large items such as blankets, duvets, curtains, etc.
  • Alteration service

Operations plan
There are two ways for customers to take part in the service. Customers can sign contracts with COMPANY NAME to get regularly scheduled service, or, if it is more convenient, they can order over the telephone or via e-mail.
Customers can choose payment either at the time of each delivery, or by monthly credit card billing. We will send statements to each contract customer, itemizing service fees and the charge for the service to their credit cards for payment, at the end of each month.
The operations facility is divided into four main sections as following:

  • Machine installation and cleaning activities
  • Sorting and storage of dirty garments received
  • Storing cleaned garments after finishing prior to delivery
  • Garment alteration workroom
  • The whole operation process is controlled and monitored by a laundry expert employee, and generally managed by the business owner.

How to Make Smart investment decisions


Consider these ten things when you're using the NPV, IRR, or payback method to make a capital budgeting or investment decision.

1. Remember that the reason you're making a capital budgeting decision is to create more value in the future than exists today! Don't commit yourself to a future course of action that is not profitable in the future under all possible conditions you can think of today and expect tomorrow. The value of a decision is not only centered in its expected results, but it is raised or lowered according to the number of decisions in the future that it does not preclude, but allows , and those for which space is created. This statement has profound meaning for the futurity of decisions and the design of decisions by decision makers!

2. Always use cash flows and not accounting income to create your investment decision. Cash flows are the result of the total effects of implementing the project or investment scenario only AFTER all costs are removed!

3. Do not include sunk costs in your investment analysis. They are already spent, gone, kaput; use only the costs that will be incurred by the new project or investment. There will be a tendency to--see how much we've already invested--use sunk costs to justify going ahead with the project anyway--DON'T! It would be irrational to use past expenditures to consider a decision which can only affect the future!

4. You must consider "opportunity costs" as costs of the project or investment. If you use something that could be used for something else, the cost to replace the use of the something else must be included in your capital budgeting analysis. Always consider alternative uses of capital and resources as costs to the capital budgeting project or investment.

5. Look beyond. You must consider not just the first order of consequences, but the orders of consequences following your project decision. Build a scenario of contingencies given the project decision. Look at the downstream effects of the decision, what are the side effects? Are there hidden costs, if so add them to the decision. Will the project steal market share from ongoing investments? What is the expected effect of these losses?

6. What are the effects of the non-conformities. Don't let the assumptions you make about the present and the future be "blinding." In the world we live in today, things change--overnight! What about the nonconforming assumptions you make? How flexible are the beliefs that you have established the project parameters upon? Accounting for this now, will keep the value of the project in real terms.

7. Part of the reason that NPV calculations come out the way they do is because of IRR or Internal Rate of Return. IRR is designed to calculate the "discount" rate at which the cash flows of your project are discounted. Make sure that the IRR, discount rate, hurdle rate and the project discounting rate are sufficiently related or indexed to the market environment. If you used a discount rate of 5% and the real rate of inflation soared to 10% during the project--which happened in the early eighties--your project assumptions could create disaster for the company or your investment. Don't just assume that because you have an IRR of x% that you should use that % to discount cash flows under NPV calculations.

8. Consider the utility of time not just the time value of money. With change occurring so rapidly, how quickly you get to the marketplace often determines how much utility is available for your investment decisions. It is extremely difficult to calculate the utility of ideas--often the marketplace is the only valuing entity--but as a planner you must gain a feel for what happens if you're not first, your project is outdated before you go online, or sudden shifts in macroeconomic factors change project assumptions. THERE AREN'T ANY GUARANTEES--BUT, he who ventures forth blindly, even though with courage and certainty, may need a parachute!

9. Consider risk management, contingency planning and disaster recovery as a cost of the project! Risk analysis, business interruption and disaster recovery are important factors when considering the ultimate cost or discountability of cash flows. What is the risk level of the project or investment? How can this "cost" be factored into the calculation? If the project is a complete failure, is wiped out by unforeseen contingencies or even hampered by personnel problems, what will be the effect on the company, organization or investment?

10. Last, but not least, a maxim from Professor Sharpe at Standford University who says, " it is important to remember that investment opportunities may influence one's consumption decision and that consumption opportunities may influence one's investment decision." GOOD LUCK!


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