Brightwork Inc.
2008 Business Plan
Purposes:
Guidance in growth of the company & people within the company.
Maintaining & improving quality of workmanship, efficiency & organization.
To keep company & people within the company on task and focused on the goals we have set for ourselves.
To give ourselves a standard & timeline by which to measure success & progress.
To give everyone involved with the company an opportunity to grow within the company so that the company can grow with them.
Goals for 2008:
Refer to this document at least once a month & track progress.
Written work instructions for each technician task.
Instructions for operation of equipment including troubleshooting & clean up.
Procedures & corrective action.
Customer relations
Written work instructions for each secretarial task.
Phone scripts.
Record keeping procedures.
Tracking
Written work instructions for each managerial task.
Timekeeping, and supervisory duties.
Progress reporting
After action reporting
Corrective action.
Written work instructions for each Marketing related task.
Setting a budget
Marketing Plan by Market Segment
Tracking & targeting
Web site development
Content development.
Implementation.
Written work instructions for each Sales related task.
Sales goals weekly, monthly, quarterly & annually
Job cost analysis
Written proposal preparation
Customer Relations
Follow up procedures
Equipment selection & revision.
Vehicle cost & capacity
Productivity & versatility of equipment
New purchase cost/benefit analysis
Service profitability analysis
Focused marketing of the 3 most profitable services
Goals for 2008 (Continued):
Standardized forms
Invoices
Service agreements
Written proposals
After & corrective action reports
Accounting
Monthly Profit & Loss Analysis broken down: Overall, By Service, By Vehicle
Break down of where the money went & came from.
Analysis of trends.
Product Selection & Inventory
Carpet cleaning production & spotting
Ceramic Tile & Stone cleaning & sealing
VCT Stripping & Refinishing
Purposed Time Line for Implementation & Delegation:
Jeremy -
Work Instructions: For all positions mentioned above completed & distributed by March 1st, 2008.
Product Selection & Inventory Management – Ongoing, progress reported quarterly
Generation of Standardized Forms – After & corrective action due March 1st.
Equipment Selection (with the aid of Matt &/or Greg) - Ongoing, progress reported quarterly
Proof read & critique newly generated Standardized Forms.
Andrea -
Accounting: Tally, Average & Record all sales & expenses weekly &monthly. Report as completed.
Assist Alicia in marketing efforts through identifying prospect accounts.
Marketing: Identify decision makers at prospect accounts, generate letters, save records accordingly.
Clinton &/or Matt:
Consult with Jeremy on the topics of “Progress & Strategic Planning” a minimum of once per month.
Proof read & critique newly generated Standardized Forms.
Assist in Equipment Selection.
Sale of add on services & service bundles.
Development of the “next great idea” for our marketing materials.
Notes:
Commercial Marketing Plan
2008
Annual Budget: $7,500.00
Quarterly Budget: $1,875.00
Monthly Budget: $625.00
Weekly Budget: $150.00
Daily Budget: $30.00
How do we make this limited budget work for us?
By maximizing the value of our marketing dollar.
By servicing the client in an exceptional manner & standing behind our work once completed. This will build trust in the brand & confidence in our service
By targeting our marketing efforts to accounts “worth servicing”. This means cherry picking accounts. Find the most profitable jobs & pursue them with a vengeance.
Look for people that are looking for us. Key indicators being square footage, the need for a clean appearance and the need for regular maintenance.
By focusing on a few market segments with similar needs so as to tailor the marketing specifically to them.
By pre-qualifying the prospects in a market segment. Make sure these are place we want to work in.
By identifying just whom at the prospective clients place of business needs to see the materials prior to sending them. This ensures (or at the least increases the chances of ) our materials reaching the decision maker.
By offering discounted service bundles to each and every customer. This maximizes the lifetime value of the customer while giving us predictable cash flow.
By marketing our most profitable services. Example: Stripping & refinishing VCT usually grosses about 45.00 per hour while burnishing usually grosses well over $100 per hour. Why strip a floor if it will never be burnished? Sell the follow on services or price the one time service much higher in order to maintain profitability.
NOTES:
Sales Goals: Commercial
Annual Sales Goal: Gross sales of $75,000 in 2008
2 year goal: $120,000 in gross sales in 2009
2008
Average Gross Quarterly Sales of $18,750
Average Gross Monthly Sales of $6,521.74 (11.5 months per year)
Average Gross Weekly Sales of $1,500 (50 weeks a year)
Average Daily Sales of $300 (5 day week)
Average hourly earnings of $37.50 (8 hour day)
2009
Average Gross Quarterly Sales of $30,000
Average Gross Monthly Sales of $10,434.79 (11.5 months per year)
Average Gross Weekly Sales of $2,400 (50 weeks a year)
Average Daily Sales of $480.00 (5 day week)
Average hourly earnings of $60.00 (8 hour day)
Average Gross Weekly Sales of $1,500
This should be a “More than Acheivable Goal”!
Here is the math behind it:
1.Conservative Average Production Per Machine Hour: 1000 square feet per machine hour.
2.A very modest price of $0.08 per square foot: $80.00 per machine per hour
3.A single machine needs to work 18.75 hours per week to achieve this sales goal and that is a t a deflated price of $0.08 per square foot. Assuming 2 machines are producing we need less than 10 hours per week of actual production time.
4.Assuming 5 jobs per week, 30 minutes preparation time, 2 hours driving round trip per job and 30 minutes set up & break down time total per job we can easily achieve this goal in 35 hours per week with a single machine or as little as 49 man hours for 2 machines.
Now what about our actual production & pricing?
1.Actual average square footage per hour: 1250 square feet + per machine hour
2.Our per square foot price so we will use our target dollars per machine hour: $125 per machine hour (we usually meet or slightly exceed this figure).
3.At this production rate & dollars per machine hour we only need to run one machine 1.5 days per week! Of course if you'd prefer, we can always run 2 machines for a single 9 hour day including preparation, driving to the job, setting up, doing the job, tearing down & driving back. Do you think we can manage that? 9 hours a week & we meet our sales goal..
Weekly Sq. Ft. 18,760
Daily 3,750 sq. ft.
Now the only question that remains is: How do we make it inevitable that we meet & exceed these goals?
2008 Business Plan
Purposes:
Guidance in growth of the company & people within the company.
Maintaining & improving quality of workmanship, efficiency & organization.
To keep company & people within the company on task and focused on the goals we have set for ourselves.
To give ourselves a standard & timeline by which to measure success & progress.
To give everyone involved with the company an opportunity to grow within the company so that the company can grow with them.
Goals for 2008:
Refer to this document at least once a month & track progress.
Written work instructions for each technician task.
Instructions for operation of equipment including troubleshooting & clean up.
Procedures & corrective action.
Customer relations
Written work instructions for each secretarial task.
Phone scripts.
Record keeping procedures.
Tracking
Written work instructions for each managerial task.
Timekeeping, and supervisory duties.
Progress reporting
After action reporting
Corrective action.
Written work instructions for each Marketing related task.
Setting a budget
Marketing Plan by Market Segment
Tracking & targeting
Web site development
Content development.
Implementation.
Written work instructions for each Sales related task.
Sales goals weekly, monthly, quarterly & annually
Job cost analysis
Written proposal preparation
Customer Relations
Follow up procedures
Equipment selection & revision.
Vehicle cost & capacity
Productivity & versatility of equipment
New purchase cost/benefit analysis
Service profitability analysis
Focused marketing of the 3 most profitable services
Goals for 2008 (Continued):
Standardized forms
Invoices
Service agreements
Written proposals
After & corrective action reports
Accounting
Monthly Profit & Loss Analysis broken down: Overall, By Service, By Vehicle
Break down of where the money went & came from.
Analysis of trends.
Product Selection & Inventory
Carpet cleaning production & spotting
Ceramic Tile & Stone cleaning & sealing
VCT Stripping & Refinishing
Purposed Time Line for Implementation & Delegation:
Jeremy -
Work Instructions: For all positions mentioned above completed & distributed by March 1st, 2008.
Product Selection & Inventory Management – Ongoing, progress reported quarterly
Generation of Standardized Forms – After & corrective action due March 1st.
Equipment Selection (with the aid of Matt &/or Greg) - Ongoing, progress reported quarterly
Proof read & critique newly generated Standardized Forms.
Andrea -
Accounting: Tally, Average & Record all sales & expenses weekly &monthly. Report as completed.
Assist Alicia in marketing efforts through identifying prospect accounts.
Marketing: Identify decision makers at prospect accounts, generate letters, save records accordingly.
Clinton &/or Matt:
Consult with Jeremy on the topics of “Progress & Strategic Planning” a minimum of once per month.
Proof read & critique newly generated Standardized Forms.
Assist in Equipment Selection.
Sale of add on services & service bundles.
Development of the “next great idea” for our marketing materials.
Notes:
Commercial Marketing Plan
2008
Annual Budget: $7,500.00
Quarterly Budget: $1,875.00
Monthly Budget: $625.00
Weekly Budget: $150.00
Daily Budget: $30.00
How do we make this limited budget work for us?
By maximizing the value of our marketing dollar.
By servicing the client in an exceptional manner & standing behind our work once completed. This will build trust in the brand & confidence in our service
By targeting our marketing efforts to accounts “worth servicing”. This means cherry picking accounts. Find the most profitable jobs & pursue them with a vengeance.
Look for people that are looking for us. Key indicators being square footage, the need for a clean appearance and the need for regular maintenance.
By focusing on a few market segments with similar needs so as to tailor the marketing specifically to them.
By pre-qualifying the prospects in a market segment. Make sure these are place we want to work in.
By identifying just whom at the prospective clients place of business needs to see the materials prior to sending them. This ensures (or at the least increases the chances of ) our materials reaching the decision maker.
By offering discounted service bundles to each and every customer. This maximizes the lifetime value of the customer while giving us predictable cash flow.
By marketing our most profitable services. Example: Stripping & refinishing VCT usually grosses about 45.00 per hour while burnishing usually grosses well over $100 per hour. Why strip a floor if it will never be burnished? Sell the follow on services or price the one time service much higher in order to maintain profitability.
NOTES:
Sales Goals: Commercial
Annual Sales Goal: Gross sales of $75,000 in 2008
2 year goal: $120,000 in gross sales in 2009
2008
Average Gross Quarterly Sales of $18,750
Average Gross Monthly Sales of $6,521.74 (11.5 months per year)
Average Gross Weekly Sales of $1,500 (50 weeks a year)
Average Daily Sales of $300 (5 day week)
Average hourly earnings of $37.50 (8 hour day)
2009
Average Gross Quarterly Sales of $30,000
Average Gross Monthly Sales of $10,434.79 (11.5 months per year)
Average Gross Weekly Sales of $2,400 (50 weeks a year)
Average Daily Sales of $480.00 (5 day week)
Average hourly earnings of $60.00 (8 hour day)
Average Gross Weekly Sales of $1,500
This should be a “More than Acheivable Goal”!
Here is the math behind it:
1.Conservative Average Production Per Machine Hour: 1000 square feet per machine hour.
2.A very modest price of $0.08 per square foot: $80.00 per machine per hour
3.A single machine needs to work 18.75 hours per week to achieve this sales goal and that is a t a deflated price of $0.08 per square foot. Assuming 2 machines are producing we need less than 10 hours per week of actual production time.
4.Assuming 5 jobs per week, 30 minutes preparation time, 2 hours driving round trip per job and 30 minutes set up & break down time total per job we can easily achieve this goal in 35 hours per week with a single machine or as little as 49 man hours for 2 machines.
Now what about our actual production & pricing?
1.Actual average square footage per hour: 1250 square feet + per machine hour
2.Our per square foot price so we will use our target dollars per machine hour: $125 per machine hour (we usually meet or slightly exceed this figure).
3.At this production rate & dollars per machine hour we only need to run one machine 1.5 days per week! Of course if you'd prefer, we can always run 2 machines for a single 9 hour day including preparation, driving to the job, setting up, doing the job, tearing down & driving back. Do you think we can manage that? 9 hours a week & we meet our sales goal..
Weekly Sq. Ft. 18,760
Daily 3,750 sq. ft.
Now the only question that remains is: How do we make it inevitable that we meet & exceed these goals?
