soap making business plan in ethiopia pdf

Sharing our Practical Industry Experience with You

Building a Profitable Detergent Manufacturing Business: A Comprehensive How-To Guide

Bryant chen.

February 25, 2023

In this article, you will read:

Detergent manufacturing is a growing industry, with the global market expected to reach $98,139.7 million by 2030 . This presents a great opportunity for entrepreneurs who are interested in starting their own detergent manufacturing business.

In this article, we will provide you with a comprehensive guide on how to start your own detergent manufacturing business and make it run successfully. We will cover everything from researching and planning to manufacturing, quality control, marketing, and sales. Whether you are a first-time entrepreneur or an experienced business owner looking to expand into the detergent manufacturing industry, this guide will provide you with valuable insights and actionable steps to help you succeed.

In 2018, I led to set up a detergent manufacturing factory in Ethiopia called DAFA SOAP AND DETERGENT MANUFACTURING PLC. I did all the work from A to Z to set up this business, including the business plan and registration, product line planning, trademark (AZZY & SUPPOW) registration, factory site selection, manufacturing facility set up, team recruitment, trial production and mass production, etc. DAFA produces both powder and liquid detergents, and its brand AZZY is among the top 3 well-known brands in the home care sector in Ethiopia. It’s no doubt a successful business.

I am writing this article based on my practical experience. So, let’s get started!

Research and Planning

Before starting your detergent manufacturing business, it’s important to conduct thorough research and planning to ensure that you have a solid foundation for success. Here are some key steps to take at the very beginning stage:

Conduct Market Research: The first step is to conduct market research to identify potential customers, competitors, and market trends. This includes understanding the demand for different types of detergents, as well as the pricing and positioning strategies of your competitors. After solid market research, you will have a clear plan for what detergent products to produce and the scale of your manufacturing line(s).

A Little Whispers

I remember I spent 2 weeks conducting the market survey with my team. We visited the country’s biggest bazaar called Mercato in Addis Ababa, and we traveled to Dire Dawa too. We talked to shop owners, and consumers, asking for prices, sales velocity, and user experience of different detergents available on the market. This helped us to identify gaps in the market. After internal analysis and discussions, we decided to go with a 2-brand strategy, that is to have one brand, SUPPOW, for high-end consumption, competing with Ariel from P&G and OMO from Unilever, and the other, AZZY, for the mid-range mainstream consumption, competing with Sunlight, ROL, 555, and Crown. And we decided to start with a Washing Powder Post-Tower Processing Plant with a capacity of 5 TPH, followed by a Liquid Detergent Production Line with a capacity of 3 TPH.

Write a Business Plan/ Feasibility Study Report: Once you have completed your market research, you should write a business plan, or a Feasibility Study Report that outlines your goals, strategies, and financial projections. This will help you to stay focused and on track as you start and run your business, and will be necessary if you plan to get funding from investors or lenders. A detailed and practical feasibility study can make your investors more confident and willing to contribute.
Get Funding: Depending on the scale of your business, you may need to secure funding from investors or lenders to cover the costs of equipment, materials, and other operating expenses. You can start by researching different funding options and putting together a detailed financial plan outlining how you will use the funds and how to generate revenue.
Legal Requirements and Regulations: It’s crucial to understand the legal requirements and regulations for starting a detergent manufacturing business in your region. This includes obtaining the necessary licenses and permits, registering your business and trademarks, and complying with environmental and safety regulations. You may need to research and understand the specific requirements in your region, which may vary depending on factors such as the size of your business and the types of detergents you manufacture. It’s advisable to consult with legal and regulatory experts to ensure that you are fully compliant with all applicable laws and regulations.

By completing these steps, you will have a strong foundation for starting your detergent manufacturing business and be well-positioned to succeed in the competitive industry.

Factory Location and Building Selection

The location and building of your factory are essential factors that can impact the success of your detergent manufacturing business. Here are some key considerations to take:

Location: Your factory should be located in a convenient and accessible area with good transport infrastructures. This will allow for easy and efficient transportation of raw materials and finished products and can help to reduce transportation costs. In addition, you should consider factors such as the availability of labor, utilities, and other resources in the area.
Building Size and Layout: The size and layout of your factory building will depend on the scale of your manufacturing operations and the type of equipment you plan to use. It’s important to work with professional equipment suppliers closely to ensure that your production line equipment can be properly accommodated within the workshop and to plan for efficient workflow and movement of materials and personnel throughout the building. You should also consider factors such as ventilation, lighting, and safety features to ensure your employees a safe and comfortable working environment. A professional equipment supplier can help you with a Plant Design and Setup package.

Carefully considering the location and building of your factory, will ensure that your manufacturing processes are efficient, your products can be shipped quickly and easily, and your employees have a safe and comfortable working environment, which are all key factors of a successful manufacturing business.

Manufacturing Process and Equipment

Once you have completed your research and planning, it’s time to start setting up the manufacturing process and acquiring the necessary equipment. Here are some key steps to take:

Determine the type of detergent and manufacturing process: The first step is to determine the type of detergent you want to produce, such as washing powder or liquid detergents or specialized products like dishwashing liquid, hand soap liquid, toilet bowl cleaner, glass cleaner, multifunctional detergent. You should also decide on the manufacturing process you will use, which can include batch, continuous, or semi-continuous processes. Again, you can consult with a professional equipment supplier or an ingredient supplier who offers formulation consultation services . Both will likely give you the information you need in this step.
Select and install the necessary equipment: Depending on the type of detergent and manufacturing process you choose, you will need to acquire the necessary equipment, such as mixers, reactors, pumps, filling machines, and packaging machines. You can purchase new or used equipment, or lease equipment to reduce initial costs. You should also ensure that your facility has adequate space and infrastructure to support your equipment and manufacturing processes.
Ensure safety and quality: It’s essential to ensure that your manufacturing processes and equipment are safe and meet quality standards. This includes implementing safety procedures for handling and storing chemicals, providing proper training to workers, and using quality control measures to ensure that your products meet specifications.
Develop Standard Operating Procedures (SOPs): Developing Standard Operating Procedures (SOPs) and training your staff to execute these SOPs can help you streamline your manufacturing processes and ensure production efficiency and quality consistency. SOPs should outline the steps involved in each process, from raw material handling to packaging and storage, and should include safety protocols and quality control procedures.

By following these steps, you will be ready to set up a successful manufacturing process for your detergent business. Remember to prioritize safety and quality throughout the process, and to stay flexible and adapt to changes in the market and customer demand.

Raw Material Procurement

Procuring the right raw materials is essential to producing high-quality detergent products. Here are some key considerations for sourcing raw materials:

Identify suppliers: Research potential suppliers for the raw materials needed to manufacture your detergent products. Consider factors such as supplier reputation, pricing, and quality control measures. At the beginning of your business, it’s advisable to choose a dependable supplier who offers a one-stop-shop solution for your raw material demands . This can ensure you get all the raw materials needed for production fast and securely.
Negotiate pricing: Negotiate with suppliers to get the best possible price for your raw materials. Consider signing long-term contracts with suppliers to lock in favorable pricing and ensure a steady supply of materials.
Monitor quality: Regularly monitor the quality of raw materials to ensure that they meet your standards and are suitable for use in your manufacturing process. Work with suppliers to establish quality control measures and develop a system for tracking and monitoring the quality of incoming raw materials.
Manage inventory: Maintain an appropriate inventory of raw materials to ensure that you have enough on hand to meet production demands. Develop a system for tracking inventory levels and replenishing supplies as needed.

By following these best practices for raw material procurement, you can ensure that your detergent products meet high-quality standards and are competitive in the marketplace. Additionally, as a supplier of raw materials yourself, working closely with your customers to help them establish efficient and cost-effective procurement processes can help to build strong, long-lasting relationships that benefit both parties.

Quality Control and Testing

Quality control and testing are essential to ensure that your detergent products meet safety and quality standards, and maintain the trust and satisfaction of your customers. Here are some critical steps to take:

Set quality control standards: The first step is to establish quality control standards for your products. These standards should include specifications for product characteristics such as appearance, odor, pH, viscosity, active ingredient content, and other auxiliary ingredient content, as well as safety and regulatory compliance standards.
Implement quality control measures: Once your quality control standards are established, you should implement measures to ensure that your products consistently meet those standards. This can include routine testing of raw materials, in-process testing, testing of finished products, as well as verification of product labels and packaging.
Conduct stability testing: In addition to routine testing, you should also conduct long-term stability testing to ensure your products remain stable and effective over time. This can include testing for factors such as temperature, humidity, and exposure to light, as well as conducting shelf-life studies.
Address quality issues: If quality issues arise, it’s important to address them quickly and thoroughly. This can include identifying the root cause of the issue, taking corrective actions to prevent a recurrence, and implementing preventive measures to improve quality control processes.

By implementing quality control and testing measures, you can ensure that your detergent products are safe, effective, and of high quality consistently. This will help to build customer trust and loyalty, which will then lead to increased sales and profitability for your business.

Marketing and Sales

Once you have established your manufacturing process and ensured that your detergent products meet quality and safety standards, it’s time to focus on marketing and sales. Here are some key steps to take:

Develop a marketing strategy: The first step is to develop a marketing strategy that targets your ideal customers and differentiates your detergent products from your competitors. This can include defining your unique selling proposition (USP), identifying your target market, developing a pricing strategy, and determining the most effective marketing channels for reaching your audience.
Build your brand: A strong brand can help to build customer trust and loyalty, and differentiate your detergent products in a crowded market. This can include creating a memorable brand name, developing a distinctive visual identity, and crafting a compelling brand story that connects with your customers.
Find and build relationships with customers: Finding and building relationships with potential customers is vital to driving sales for your detergent products. This can include attending industry events, reaching out to potential customers via email or social media, and offering free samples or demos to encourage customers to try your products.
Implement sales strategies: In addition to marketing, it’s important to implement effective sales strategies to drive revenue for your business. This can include hiring experienced sales representatives, offering discounts or promotions to new customers, and implementing a customer referral program to encourage existing customers to refer new businesses.

By implementing a solid marketing and sales strategy, you can effectively promote your detergent products and drive revenue for your business. It’s important to stay up-to-date with market trends and customer preferences, and to stay flexible and adaptable to changes in the market and customer demand.

AZZY detergents on TV commercial in Ethiopia

Business Growth and Expansion

Once your detergent manufacturing business is up and running, it’s time to consider growth and expansion to increase your customer base, scale revenue, and stay competitive. Here are some effective strategies to consider:

Expand product lines: One way to drive growth is to expand your product lines to include new and complementary detergent products. This can help to increase revenue from existing customers and attract new customers interested in your expanded offerings. By offering a diverse range of products, you can also provide a one-stop-shop solution for your customers’ detergent needs, reducing their overall procurement and logistics costs.
Enter new markets: Another way to drive growth is to enter new markets, whether through expanding your geographic reach or targeting new customer segments. This can involve developing new marketing strategies and adapting your products to meet the needs of these new markets.
Invest in research and development: Investing in research and development can help you to stay ahead of the competition and develop innovative new products that meet emerging customer needs. This can involve working with universities, research organizations, or other industry partners to develop new technologies and formulations.
Implement operational efficiencies: Improving operational efficiencies can help reduce costs and increase profits, freeing up resources to invest in growth and expansion. This can involve adopting new manufacturing equipment, streamlining manufacturing processes, and implementing lean manufacturing principles.

By implementing these growth strategies, you can position your detergent manufacturing business for long-term success and increased profitability. Remember to stay focused on your core values and commitment to quality, and to adapt to changes in the market and customer demand to remain competitive.

Final Takeaways

Starting a detergent manufacturing business can be a challenging but rewarding adventure. By following the steps outlined in this guide, you can establish a solid foundation for success and position your business for long-term growth.

Here are some key takeaways to remember:

Research and planning are essential to setting up a successful detergent manufacturing business. Conduct thorough market research, write a business plan, and secure funding to ensure that you have a strong foundation for success.
Setting up a manufacturing process and acquiring the necessary equipment requires careful consideration of the type of detergent and manufacturing process, the equipment needed, and safety and quality considerations.
Quality control and testing are essential to ensuring that your detergent products meet safety and quality standards and maintain customer trust and loyalty.
Effective marketing and sales strategies can help you to build your brand, find and build relationships with customers, and drive revenue for your business.
To achieve long-term growth and profitability, consider expanding your product lines, entering new markets, investing in research and development, and implementing operational efficiencies.

Starting a detergent business can be tough, but with Yeser Chemicals’ comprehensive turnkey solutions , it’s a lot easier. You’ll get a roadmap that comes from real experience setting up a detergent company, and guidance on market research, planning, and funding.

Find a good spot for your factory and pick the right machinery. Figure out what detergents you want to make, get the equipment, and set up strong processes for making consistent products.

Work with solid suppliers, keep an eye on your raw material quality, and have a good stock management system. Yeser Chemicals offers complete services for setting up your production line, which you can check out for support and to simplify the process.

Pair this with a smart marketing plan and effective sales and your detergent business is set to grow. Yeser Chemicals can help you make it happen, from A to Z.

Written by:

Yeser Chemicals is a leading producer of CAPB , CDEA , CMEA , EGDS , and other various Coconut-derived surfactants.

By self-manufacturing and 3rd-party toll-manufacturing, we provide a long list of safe ingredients, including surfactants, conditioners, thickeners, etc., used in Home & Fabric Care, Personal Care, and Cosmetics.

Have A Demand? Or A Question?

Share this post with people, creating a professional-grade moisturizing and conditioning shampoo: a step-by-step guide.

Are you a shampoo formulator looking to create a moisturizing and conditioning product that outperforms the competition? Discover the secrets behind professional-grade hair care with our comprehensive guide to formulating a high-performance moisturizing shampoo.

How to Formulate a Moisturizing Facial Cleanser for Sensitive Skin: A Step-by-Step Guide

Creating a facial cleanser that caters to sensitive skin requires careful selection of ingredients and precise formulation techniques. In this guide, we walk you through the process of developing a moisturizing facial cleanser designed

Crafting an Economical High-Foaming Handwashing Laundry Detergent: A Comprehensive Guide

Looking to create a powerful yet affordable handwashing laundry detergent? Our comprehensive guide at Yeser Chemicals walks you through crafting a high-foaming, skin-friendly detergent using cost-effective ingredients. Whether you’re a DIY enthusiast or a

Get In Touch

And find out how we can bring your business to the next level.

Factory Address:

No.8, Petrochemical No.3 Road, Shatian Town, Dongguan city, China

+86-769-22786501/ 22786160
Sales Office Address :

Room 1005, No. 408, Guangyun Road, Jiahe Street, Baiyun District, Guangzhou City, China

+86-15914343296

A Dedicated Supporting Team Standing By

Sharing our Science-based Ingredient Expertise with You

(86) 020-86213761
[email protected]
No. 8, Petrochemical Third Road, Lisha Island, Shatian Town, Dongguan City, China (Factory)
Room 903-05, Building E, Longxi Center, No.18 Qide Road, Baiyun District, Guangzhou City, China (Sales Office)
Our Services
Our Facilities
Corporate Governance
Environmental Protection & Sustainability
Be Our Agent
Make An Inquiry
Shipping Policies
Privacy Policies
Cookie Policy

Connect with us

Liquid Soap and Detergent Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business Plans » Chemical Sector

Are you about starting a liquid soap and detergent production company? If YES, here’s a complete sample liquid soap and detergent production business plan template & feasibility report you can use for FREE to get started.

If you are convinced that you have a winning formula for liquid soaps and detergents, then you should consider launching your own production company. This business is still open for investors to come in and compete for the available market in the industry.

Suggested for You

Chemical Manufacturing Plant Business Plan [Sample Template]
Chemical Trading Business Plan [Sample Template]
Hand Sanitizer Production Business Plan [Sample Template]
Cleaning Chemicals Manufacturing Business Plan [Sample Template]

A Sample Liquid Soap & Detergent Production Business Plan Template

1. industry overview.

Businesses in the Soap, Washing Powder and Synthetic Detergent manufacturing industry are involved in the manufacturing of laundry soap, transparent soap, translucent soap, toilet soap, medicated soap, industrial soap, soap flakes, soap powder and synthetic products. Synthetic products include household and industrial detergents used for clothes washing, dish washing etc.

Research conducted by IBIS World shows that in the past five years, the Soap, Washing Powder and Synthetic Detergent manufacturing industry contended with steep competition from foreign-based soap manufacturers. The report also shows that foreign-based manufacturers have inundated the market with low-cost soap products, pressuring demand for domestically manufactured products.

IBISWorld also projected that in the coming years, as per capita disposable income rises, many consumers will slowly shift to relatively high-cost, brand-name soaps and cleaning products. Additionally, downstream markets such as restaurants, will require more cleaning products to comply with regulations and maintain cleanliness in line with the rise in consumer foot traffic.

The Soap, Washing Powder and Synthetic Detergent Manufacturing industry is a thriving sector of the economy of the united states of America and they generate over billion annually from more than 4,251 registered and licensed companies scattered all around the United States of America.

The industry is responsible for the employment of over 41,870 people. Experts project the industry to grow at a – 4.0 percent annual rate. Procter & Gamble and S.C. Johnson & Son Inc. are the leaders in the industry in the United States of America.

Due to the high cost of manufacturing, marketing and distribution of soap, washing powder and synthetic detergent, large corporations dominate the industry and despite the fact that there are big corporations who are into the business, the fact remains that starting a small – scale soap, washing powder and synthetic detergent production business has minimal barriers to entry, with low startup capital.

Most players in the industry are small to medium – size establishments that cater to the local community. Some of the factors that encourage aspiring entrepreneurs to venture into starting a laundry detergent production company is the fact that the is pretty huge and not seasonal.

That makes it easier for entrepreneurs who are interested in the business to come into the industry at any time they desire; the entry barriers are quite affordable and any serious – minded entrepreneur can comfortably raise the startup capital without collecting loans from the bank.

Over and above, the Soap, Washing Powder and Synthetic Detergent Manufacturing industry is a profitable industry and it is open for any aspiring entrepreneur to come in and establish his or her business as long as you are able to obtain the required chemical handling license.

You can choose to start on a small scale producing limited quantities of laundry detergents or you can choose to start on a large scale producing laundry detergents, soap, washing powder and synthetic detergent with distribution network and several outlets in key cities all around the United States of America.

2. Executive Summary

Clean Deal™ Soap & Detergent Production Company, LLC is a licensed company that will be located in Fort Smith – Arkansas. We have been able to secure a long term lease for a facility in a strategic location with an option of a long term renewal on terms and conditions.

The facility has government approval for the kind of production business we want to run and the facility is easily accessible. Clean Deal™ Soap & Detergent Production Company, LLC is in the industry to produce liquid soaps and detergents. We are also in business to make profit and at the same to give our customers value for their money.

We are aware that there are several soap and detergent production companies scattered all around the United States, which is why we spent time and resources to conduct our feasibility studies and market survey. We have mapped out plans to develop a far reaching distribution network for wholesalers of liquid soap and detergent products all around Fort Smith – Arkansas and throughout the United States of America.

Beyond producing quality liquid soaps and detergents, our customer care is going to be second to none. We know that our customers are the reason why we are in business which is why we will go the extra mile to get them satisfied when they purchase our products.

Clean Deal™ Soap & Detergent Production Company, LLC will ensure that all our customers (wholesale distributors) are given first class treatment whenever they visit our factory. We have a CRM software that will enable us manage a one on one relationship with them also.

Clean Deal™ Soap & Detergent Production Company, LLC will be owned by a group of investors led by Terry Jefferson. Mr. Terry Jefferson who is the Chief Executive Officer of the Company is Graduate of Chemical Engineering and he holds a Master’s Degree in Business Management (MBA).

He has a Chemical Handler’s Certificate and over 10 years’ experience working in related industry as a senior manager prior to starting Clean Deal™ Soap & Detergent Production Company, LLC. He will be working with a team of professionals to build the business.

3. Our Products and Services

Clean Deal™ Soap & Detergent Production Company, LLC is going to run a standard soap and detergent production company whose products will not only be sold in Fort Smith – Arkansas but also throughout the United States of America.

We are in the industry to make profits and also to give our customers value for their money. These are some of the products that we will be offering;

Producing liquid soap and detergents

4. Our Mission and Vision Statement

Our vision is to establish a standard liquid soap and detergent production Company whose products will be not only be sold in Fort Smith – Arkansas, but also throughout the United States of America.
Our mission is to establish a world class liquid soap and detergent production brand that will favorably compete with leaders in the industry.
We want to build a business that will be listed amongst the top 20 brands in the United States of America.

Our Business Structure

Clean Deal™ Soap & Detergent Production Company is established to compete with other leading liquid soap and detergent product brands in the industry. This is why we will put the right structure in place that will support the kind of growth that we have in mind for the business.

We will ensure that we only hire people that are qualified, honest, hardworking, customer centric and are ready to work to help us build a prosperous business that will benefit all the stakeholders.

Profit-sharing arrangement will be made available to all our senior management staff and it will be based on their performance for a period of ten years or more depending how fast we meet our set target. In view of that, we have decided to hire qualified hands to occupy the following positions;

Chief Executive Officer (Owner)

Plant Manager

Human Resources and Admin Manager

Merchandize Manager

Sales and Marketing Manager

Machine Operators
Accountants / Cashiers

Distribution Truck Drivers

5. Job Roles and Responsibilities

Chief Executive Officer – CEO (Owner):

Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results and developing incentives
Responsible for fixing prices and signing business deals
Responsible for providing direction for the business
Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy
Responsible for signing checks and documents on behalf of the company
Evaluates the success of the organization.
Responsible for overseeing the smooth running of the production plant
Maps out strategy that will lead to efficiency amongst workers in the plant
Responsible for training, evaluation and assessment of plant workers
Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs.
Ensures the steady flow of raw chemicals to the plant and easy flow of finished products through wholesale distributors to the market
Ensures that the plant meets the expected safety and health standards at all times.
Responsible for overseeing the smooth running of HR and administrative tasks for the organization
Defines job positions for recruitment and managing interviewing process
Carries out induction for new team members
Responsible for training, evaluation and assessment of employees
Oversees the smooth running of the daily office and factory activities.
Manages vendor relations, market visits, and the ongoing education and development of the organizations’ buying teams
Responsible for the purchase of chemicals and packaging materials
Responsible for planning sales, monitoring inventory, selecting the merchandise, and writing and pricing orders to vendors
Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
Develops, executes and evaluates new plans for expanding sales
Documents all customer contact and information
Represents the company in strategic meetings
Helps to increase sales and growth for the company

Accountant/Cashier

Responsible for preparing financial reports, budgets, and financial statements for the organization
Provides managements with financial analyses, development budgets, and accounting reports
Responsible for financial forecasting and risks analysis.
Performs cash management, general ledger accounting, and financial reporting
Responsible for developing and managing financial systems and policies
Responsible for administering payrolls
Ensuring compliance with taxation legislation
Handles all financial transactions for the organization
Serves as internal auditor for the organization

Client Service Executive

Welcomes guests and clients by greeting them in person or on the telephone; answering or directing inquiries.
Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
Manages administrative duties assigned by the manager in an effective and timely manner
Consistently stays abreast of any new information on the company’s products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients
Receives parcels / documents for the company
Distributes mails in the organization

Production Workers/Machine Operators:

Operates the chemical mixer, vessels, crystalizing machines, burner and conveyor belt system et al.
Assists in packaging and loading liquid soap and detergent products into distribution trucks
Assists in loading and unloading liquid soap and detergent products
Maintains a logbook of their driving activities to ensure compliance with federal regulations governing the rest and work periods for operators.
Keeps a record of vehicle inspections and make sure the truck is equipped with safety equipment
Assists the transport and logistics manager in planning their route according to a delivery schedule.
Local-delivery drivers may be required to sell products or services to stores and businesses on their route
Inspects vehicles for mechanical and safety issues and perform preventative maintenance
Comply with truck driving rules and regulations (size, weight, route designations, parking, break periods etc.) as well as with company policies and procedures
Collects and verifies delivery instructions
Reports defects, accidents or violations

6. SWOT Analysis

There are several liquid soap and detergent manufacturing companies in the United States of America which is why we are following the due process of establishing a business so as to compete favorable with them.

We know that if a proper SWOT analysis is conducted for our business, we will position our business to maximize our strength, leverage on the opportunities that will be available to us, mitigate our risks and be equipped to confront our threats.

Clean Deal™ Soap & Detergent Production Company, LLC employed the services of an expert HR and Business Analyst with bias in startup businesses to help us conduct a thorough SWOT analysis and to help us create a Business model that will help us achieve our business goals and objectives.

This is the summary of the SWOT analysis that was conducted for Clean Deal™ Soap & Detergent Production Company, LLC;

Part of what is going to count as positives for Clean Deal™ Soap & Detergent Production Company is the vast experience of our management team, we have people on board who are highly experienced on how to grow a business.

So also our closeness to leading cleaning chemical production companies, large national distribution network and of course our excellent customer service culture will definitely count as a strong strength for the business.

A major weakness that may count against us is the fact that we are a new liquid soap and detergent production company and we don’t have the financial capacity to engage in the kind of publicity that we intend giving the business especially when big names like Procter & Gamble and S.C. Johnson & Son Inc.et al are already determining the direction of the market.

Opportunities:

The opportunities available to liquid soap and detergent products manufacturing companies are enormous because almost all Americans make use of liquid soap and detergent when washing. As a result of that, we to position our business to take advantage of the existing market to create our own new market. We know that it is going to requires hard work, and we are determined to achieve it.

One of the major threats that we are likely going to face is economic downturn and unfavorable government policies . Another threat that may likely confront us is the arrival of a new production company in same location where ours is located.

7. MARKET ANALYSIS

Market Trends

If you are conversant with trends in the industry, you will quite agree that despite the fact that there are competitions in different stages of the industry, most liquid soaps and detergents production company are leveraging on creativity in terms of packaging and marketing to continue to stay afloat.

Lastly, our liquid soap and detergent company will adopt eco – friendly approach towards the production and packaging of its products. As a matter of fact, the adoption of eco-friendly practices will likely persuade environmentally conscious consumers to buy its products.

8. Our Target Market

When it comes to selling liquid soap and detergent, there is indeed a wide range of available customers. We are in business to engage in wholesale distribution and to retail our liquid soap and detergent to the following groups of people;

Commercial cleaning companies
Laundries and Laundromats
Everybody in our target market location

Our competitive advantage

A quick of the industry reveals that the market has become much more intensely competitive over the last decade. As a matter of fact, you have to be highly creative, customer centric and proactive if you must survive in this industry. We are aware of the competition and we are prepared to compete favorably with other liquid soap and detergent production companies in Fort Smith – Arkansas.

Part of what is going to count as competitive advantage for us is the vast experience of our management team. So also closeness to some of the largest cleaning chemical manufacturing plants, our large and far reaching national distribution network and of course our excellent customer service culture will definitely count as a strong strength for the business.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the industry, meaning that they will be more than willing to build the business with us and help deliver our set goals and objectives. We will also give good working conditions and commissions to freelance sales agents that we will recruit from time to time.

9. SALES AND MARKETING STRATEGY

Sources of Income

Clean Deal™ Soap & Detergent Production Company, LLC is established with the aim of maximizing profits in the industry and we are going to ensure that we do all it takes to sell our liquid soap and detergent to a wide range of customers.

10. Sales Forecast

When it comes to liquid soap and detergent production company, if your products are well – packaged and branded and if your production plant is centrally positioned and easily accessible, you will always attract customers cum sales and that will sure translate to increase in revenue generation for the business.

We are well positioned to take on the available market in Fort Smith – Arkansas and every city where our liquid soap and detergent will be sold and we are quite optimistic that we will meet our set target of generating enough profits from the first six months of operation.

We have been able to examine the soap, washing powder and synthetic detergents production industry, we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. Below are the sales projections for Clean Deal™ Soap & Detergent Production Company, LLC. It is based on the location of our business and other factors that relate to medium scale startups in the United States;

First Fiscal Year: $320,000
Second Fiscal Year: $570,000
Third Fiscal Year: $980,000

N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and there won’t be any major competitor offering same products as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.

Marketing Strategy and Sales Strategy

Before choosing a location to start Clean Deal™ Soap & Detergent Production Company, LLC and also the kind of liquid soap and detergent products to produce, we conducted a thorough market survey and feasibility studies in order for us to penetrate the available market in our target market location.

We have detailed information and data that we were able to utilize to structure our business to attract the number of customers we want and also for our products to favorable compete with other leading brands in the United States of America.

We hired experts who have good understanding of the soap, washing powder and synthetic detergents production industry to help us develop marketing strategies that will help us win a larger percentage of the available market in Fort Smith – Arkansas and other cities in the United States of America.

In summary, Clean Deal™ Soap & Detergent Production Company, LLC will adopt the following sales and marketing approach to sell our liquid soap and detergent;

Introduce our liquid soap and detergent brand by sending introductory letters to residents, merchants, retailers and other stakeholders in Fort Smith – Arkansas and other cities both in the United States of America
Engage in roadshows in targeted communities from time to time to sell our products
Advertise our products in community based newspapers, local TV and radio stations
List our business and products on yellow pages’ ads (local directories)
Leverage on the internet to promote our liquid soap and detergent brand
Engage in direct marketing and sales
Encourage the use of Word of mouth marketing (referrals)

11. Publicity and Advertising Strategy

Clean Deal™ Soap & Detergent Production Company has a long term plan of distributing our liquid soap and detergent in various locations all around the United States of America which is why we will deliberately build our brand to be well accepted first in Fort Smith – Arkansas before venturing out.

Here are the platforms we intend leveraging on to promote and advertise Clean Deal™ Soap & Detergent Production Company, LLC;

Place adverts on both print (community based newspapers and magazines) and electronic media platforms
Sponsor relevant community programs
Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, et al to promote our liquid soap and detergent brand
Install our billboards in strategic locations all around major cities in the United States of America
Engage in roadshows from time to time in targeted communities
Distribute our fliers and handbills in target areas
Position our Flexi Banners at strategic positions in the location where we intend getting customers to start patronizing our products.
Ensure that our products are well branded and that all our staff members wear our customized clothes, and all our official cars and distribution vans are customized.

12. Our Pricing Strategy

We are aware of the pricing trend in the liquid soap and detergent production industry which is why we have decided to produce various sizes of liquid soap and detergent.

Our prices will conform to what is obtainable in the industry but we will ensure that within the first 6 to 12 months our products are sold a little bit below the average price. We have put in place business strategies that will help us run on low profits for a period of 6 months; it is a way of encouraging people to buy into our brand.

Payment Options

The payment policy adopted by Clean Deal™ Soap & Detergent Production Company, LLC is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.

Here are the payment options that Clean Deal™ Soap & Detergent Production Company, LLC will make available to her clients;

Payment via bank transfer
Payment with cash
Payment via credit cards / Point of Sale Machines (POS Machines)
Payment via online bank transfer
Payment via check
Payment via mobile money transfer
Payment via bank draft

In view of the above, we have chosen banking platforms that will enable our clients make payment without any stress on their part.

13. Startup Expenditure (Budget)

Starting a standard liquid soap and detergent production company is indeed capital intensive because the amount required here is quite huge.

The bulk of the startup capital will be spent on leasing or acquiring a facility and also in purchasing chemical mixer, vessels, crystalizing machines, burner and conveyor belt system, protective gears, a mini lab and good drainage system. These are the key areas where we will spend our startup capital;

The Total Fee for Registering the Business in the United States of America – $750.
Legal expenses for obtaining licenses and permits as well as the accounting services (software, P.O.S machines and other software) – $1,300.
Marketing promotion expenses for the grand opening of Clean Deal™ Soap & Detergent Production Company, LLC in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of – $3,580.
The cost for hiring Business Consultant – $2,500.
The cost for insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $2,400.
The cost for payment of rent for 12 months at $1.76 per square feet in the total amount of $135,000 .
The cost for construction of a standard liquid soap and detergent production plant – $100,000.
Other start-up expenses including stationery ( $500 ) and phone and utility deposits ( $2,500 ).
Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $100,000
The cost for Start-up inventory – $80,000
The cost for store equipment (cash register, security, ventilation, signage) – $13,750
The cost of purchase of distribution vans – $60,000
The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, Fax Machines, tables and chairs et al) – $4,000.
The cost of launching a website – $600
Miscellaneous – $10,000

We would need an estimate of $500,000 to successfully set up our liquid soap and detergent production plant in Fort Smith – Arkansas.

Generating Startup Capital for Clean Deal™ Soap & Detergent Production Company, LLC

Clean Deal™ Soap & Detergent Production Company, LLC is a family business that is owned and financed by Terry Jefferson and other business partners. They do not intend to welcome any other business partner which is why he has decided to restrict the sourcing of the startup capital to 3 major sources.

These are the areas we intend generating our startup capital;

Generate part of the startup capital from personal savings and sell of stocks
Source for soft loans from family members and friends
Apply for loan from the bank

N.B: We have been able to generate about $200,000 ( Personal savings $150,000 and soft loan from family members $50,000 ) and we are at the final stages of obtaining a loan facility of $300,000 from our bank. All the papers and documents have been signed and submitted, the loan has been approved and any moment from now our account will be credited with the amount.

14. Sustainability and Expansion Strategy

The future of any business lies in the number of loyal customers they have, the capacity and competence of their employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business closes shop.

One of our major goals of starting Clean Deal™ Soap & Detergent Production Company, LLC is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running.

We know that one of the ways of gaining approval and winning customers over is to retail our liquid soaps and detergents a little bit cheaper than what is obtainable in the market and we are prepared to survive on lower profit margin for a while.

Clean Deal™ Soap & Detergent Production Company, LLC will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.

We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List/Milestone

Business Name Availability Check: Completed
Business Registration: Completed
Opening of Corporate Bank Accounts: Completed
Securing Point of Sales (POS) Machines: Completed
Opening Mobile Money Accounts: Completed
Opening Online Payment Platforms: Completed
Application and Obtaining Tax Payer’s ID: In Progress
Application for business license and permit: Completed
Purchase of Insurance for the Business: Completed
Leasing of facility and construction of standard liquid soap and detergent production plant: In Progress
Conducting Feasibility Studies: Completed
Generating capital from family members and friends: Completed
Applications for Loan from the bank: In Progress
Writing of Business Plan: Completed
Drafting of Employee’s Handbook: Completed
Drafting of Contract Documents and other relevant Legal Documents: In Progress
Design of the Company’s Logo: Completed
Printing of Promotional Materials: In Progress
Recruitment of employees: In Progress
Purchase of the needed furniture, racks, shelves, computers, electronic appliances, office appliances and CCTV: In progress
Creating Official Website for the Company: In Progress
Creating Awareness for the business both online and around the community: In Progress
Health and Safety and Fire Safety Arrangement (License): Secured
Establishing business relationship with vendors – wholesalers, chemicals production companies, suppliers and merchants: In Progress

Soap Making Business Plan Template

Written by Dave Lavinsky

Soap Making Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and small business owners create business plans to start and grow their soap-making businesses. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a soap-making business plan step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is a Soap Making Business Plan?

A business plan provides a snapshot of your soap business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes the research you conducted to support your plans.

Why You Need a Business Plan for a Soap Business

If you’re looking to start a business making soap or grow your existing soap-making business, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your soap-making business in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Soap Businesses

With regards to funding, the main sources of funding for a soap-making business are personal savings, credit cards, bank loans, and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Using your own savings and applying for bank loans are the most common funding paths for soap manufacturing businesses.

Finish Your Business Plan Today!

How to write a business plan for a soap business.

If you want to start a soap-making business or expand your current one, you need a business plan. Below you will find more details about how to write each section of your soap-making business plan:

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of soap-making business you are operating and the status. For example, are you a startup, do you have a business selling soaps that you would like to grow, or are you operating multiple soap manufacturing facilities?

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the soap production industry. Discuss the type of business you are operating. Detail your direct competitors. Give an overview of your target market. Provide a snapshot of your marketing strategy. Identify the key members of your team. And offer an overview of your financial plan.

Company Analysis

In your company analysis, you will detail the type of soap business you are operating.

For example, you might operate one of the following types of soap production companies:

Glycerin Soap : this type of solid or liquid soap is derived from plant-based oils, and is all natural.
Liquid Soap: this type of soap is made with potassium hydroxide, and typically has more moisturizing properties than bar soap.
Novelty Soap: this type of solid soap can come in unusual colors and shapes.
Herbal Soap: this type of solid or liquid soap is made using natural herbs, essential oils, and ingredients that are said to be more beneficial for the skin.

In addition to explaining the type of business you will operate, the Company Analysis section of your business plan needs to provide background on the business.

Include answers to question such as:

When and why did you start the business?
What milestones have you achieved to date? Milestones could include the number of customers served, number of positive reviews, number of supply contracts, etc.
Your legal business structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the soap-making industry. While this may seem unnecessary, it serves multiple purposes.

First, researching the soap production industry educates you. It helps you understand the market in which you are operating.

Secondly, conducting market research can improve your strategy, particularly if your research identifies market trends.

The third reason for this research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section:

How big is the soap production industry (in dollars)?
Is the market declining or increasing?
Who are the key competitors in the market?
Who are the key suppliers in the market?
What trends are affecting the industry?
What is the industry’s growth forecast over the next 5 – 10 years?
What is the relevant market size? That is, how big is the potential market for your soap business? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments : consumers, hotels, and healthcare providers.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of soap business you operate. Clearly, individual consumers would respond to different marketing promotions than hospitals, for example.

Try to break out your target market in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the customers you seek to serve. Because most small soap businesses primarily serve customers living in the same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

Finish Your Soap Making Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your business plan?

With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!

Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other soap production businesses.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes wholesalers that make white-label soap or consumers who make their own handmade soaps at home. You need to mention such competition as well.

With regards to direct competition, you want to describe the other soap businesses with which you compete. Most likely, your direct competitors will be other craft soap makers with an online store.

For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:

What types of customers do they serve?
What types of soap do they make?
What is their pricing (premium, low, etc.)?
What are they good at?
What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

Will you provide a broader range of soap formulations?
Will you provide specialty soaps that your competitors don’t offer?
Will you provide better customer service?
Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a soap making business plan, your plan should include the following:

Product : In the product section, you should reiterate the type of soap-making company that you documented in your Company Analysis. Then, detail the specific product line you will be offering. For example, in addition to soap making, will you make lotions and salves?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections, you are presenting the products and services you offer and their prices.

Place : Place refers to the locations through which you will sell your soap. For example, will you sell your soaps directly to consumers via a storefront? Will you sell via an e-commerce site? And/or will you sell your soaps at flea markets, festivals, and/or farmers’ markets? Or will you sell your soap to other retailers who will then sell to consumers? In this section, document each method by which you will sell your products.

Promotions : The final part is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

Advertising in local papers and magazines
Reaching out to local websites
Social media platforms
Local radio advertising

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your soap-making business, including sourcing ingredients, formulating soap recipes, mixing and pouring soaps, packaging the finished product, marketing, e-commerce site maintenance, and meeting with potential buyers.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to sell your 1,000 th bar of soap, or when you hope to reach $X in revenue. It could also be when you expect to expand your soap-making business to a new product line.

Management Team

To demonstrate your soap-making business’ ability to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in managing small manufacturing businesses. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing soap manufacturing facilities or successfully running small businesses.

Finish Your Business Plan Today!

Financial plan.

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement : an income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you supply one or more hotels, or sell 100 bars per week online? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets : Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your soap-making business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a soap making business:

Location build-out including design fees, construction, etc.
Cost of equipment, start-up inventory and supplies including soap molds, shipping materials, and raw materials
Payroll or salaries paid to staff
Business insurance
Taxes and permits
Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your production location lease or a brochure outlining your product offerings.

Putting together a business plan for your soap business is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the soap-making industry, your competition, and your customers. You will have developed a marketing strategy and will really understand what it takes to launch and grow a successful soap making business.

Don’t you wish there was a faster, easier way to finish your Soap Making business plan?

OR, Let Us Develop Your Plan For You

Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success. Click here to see how Growthink’s professional business plan consulting services can create your business plan for you.

Challenges of Supply Chain Integration: The Case of Soap and Detergent Manufacturing Companies in Ethiopia

December 2018
Global Journal of Management and Business Research Volu me 1 8(Issue 7)
Volu me 1 8(Issue 7)

Arsi university

Discover the world's research

25+ million members
160+ million publication pages
2.3+ billion citations

SUPPLY CHAIN MANAG

Int J Logist Manag

Janus D. Pagh
Int J Phys Distrib Logist Manag

John T. Mentzer
HARVARD BUS REV
M.L. Fisher
Shawnee K. Vickery
R. Calantone
Edward A. Morash

Oliver Williamson

Matthew B. Myers

D.R. Towill
Recruit researchers
Join for free
Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

We're Hiring!
Help Center

Challenges of Supply Chain Integration: The Case of Soap and Detergent Manufacturing Companies in Ethiopia

The main objective of this study was to investigate the challenges of supply chain integration in Ethiopia soap and detergent manufacturing companies. To address the research objective, the quantitative survey approach was followed, and target unit of analysis of the study was 25 soap and detergent manufacturing companies. The questionnaire was administered to 75 target respondents to collect the primary data (each company represented by three informants). To analyze the data obtained from respondents’ simple descriptive statistics were applied. Finally, the study found that inflexible organization system, lack of channel trust and commitment, resistance to change and lack of top management commitment were found as supply chain integration challenges in soap and detergent manufacturing firms. In general, the conclusion obtained from this study may not be used to generalize to overall supply chain network performance since its focus is only from the manufacturer’s points of view.

Related Papers

Fasika Bete Georgise (Dr.-Ing.)

With the advancement of information and communication technologies, supply chain integration has been considered a strategic tool for firms to improve their competitiveness. The supply chain integration within processes and between organizations has enhanced value creation.However, the fragmented nature of the business in developing country demonstrates a noticeable difficulty in terms of competitiveness and efficiency. Lack of a relevant literature on practical experience in supply chain integration in developing countries is one of the challenges. The purpose of this research is to identify the level of interorganizational and intraorganizational supply chain integration practices. It also analyzes the challenges faced in the manufacturing firms in developing countries. The methodology followed a thorough review of literature and semistructured interviews amongst the Ethiopian manufacturing industries. The preliminary findings of the study highlight that prevailing approach to supply chain integration is limited to ad hoc functional based boundaries within the firm.The SC integration enablers are also restricted to the traditional way of communications such as telephone, fax, and letters. Firms need to focus on those issues that require attention in pursuance of greater SC integration.

Daniel Atnafu

The aim of this research is to empirically examine the effect of supply chain integration on operational performance. In order to address the research objective, a quantitative survey approach is used to collect the relevant data from the target population of the study which includes Chemical and Chemical product manufacturing firms in Ethiopia. A questionnaire was administered to target respondents to collect a primary data for the study. To analyze the data this study applied a descriptive and non parametric statistics including Kendall's correlation and Kruskal Wallis test to see the significant relationship between hypothesized variables as well as to measure the direction and strength of the relationship. The result from study shows a significant positive effect of supply chain integration construct on the operational performance of firms. However, this research investigation did not found statistically significant evidence on the effect of internal integration on external integrations.

TJPRC Publication

This study screens for the challenges associated with firms’ integration into supply chain networks in the Ghanaian manufacturing sector. A quantitative research approach was employed. The study population was senor supply chain employees in selected manufacturing firms in Accra, Ghana. Simple random sampling technique was used to select 350 respondents. Data was collected using a self-administered questionnaire. Results of the study produced 3 components of challenges that hinder integration into supply chain networks. The first component of challenges named business microenvironment challenges accounts for 53.7% of the variation. The second component of challenges named business macroenvironment challenges, accounts for 27.6% of the variation. The third component of challenges constitutes technical challenges, and this accounts for 8.2% of the variation. Firms would therefore have to remedy challenges in each component to maximise the effectiveness of integration into supply chain networks, but they must give priority to challenges having the highest variations.

In this paper, we examine the effects of three components or constructs of challenges on integration into supply chain networks after confirming them using Principal Component Analysis in a previous study. The study population was senor supply chain employees in selected manufacturing firms in Accra, Ghana. Simple random sampling technique was used to select 350 respondents. Data was collected using a self-administered questionnaire. The study’s results indicate that the first component of challenges designated micro-environment negatively correlates to Integration, r (312) = -0.954, p < .05. Moreover, macro-environment challenges make a negative correlation with Integration, r (312) = r (312) = -0.799, p < .05. Technical challenges make a weak and negative correlation with Integration, r (312) = -0.395, p < .05. Moreover, each component/construct significantly predicts Integration at 5% significance level (p < .05). Micro-environment challenges account for 91% of the total variation, while macro-environment alone accounts for 4.6% of the total variation. Technical challenges account for 0.4% of the total variation. To maximise the effectiveness of integrating into supply chain networks, managements of manufacturing firms must remedy challenges found in each component based on the gravity of influence made by each of them.

zewdu demissie

The aim of this thesis is to examine the effect of internal integration on pharmaceutical supply chain performance at EPSA. This thesis conceptualizes three dimensions of internal integration (information integration, coordination and resource sharing and organizational relationship linkage) and examines the relationships among internal integration dimensions and supply chain performance. The data collection instrument used was a questionnaire which was administrated to a total 114 employees using a census method. Statistical techniques such as descriptive statistics, correlation, and multiple regressions were employed to analyze the data. Measured from the three dimensions of internal integration, it can be concluded that the current level of internal integration of the company is low. The company has relatively better information integration, but it is weak in terms of coordination and resource sharing and organizational relationship linkage. The result of the analysis also proved that there is moderate positive and significant relationship between internal integration and supply chain performance. The results also indicated that coordination and resource sharing had the highest positive effect on supply chain performance, followed by information integration and organizational relationship linkage. Therefore, for improving supply chain performance, the study recommends improving the three components of internal integration together as they are interrelated

International Journal of Business Analytics

henry ataburo

Although supply chain (SC) integration is well discussed in literature, there is a missing link in its multi-faceted nature, in terms of implementation, at the empirical level. Existing empirical research focus has largely been on examining the impact of SC integration (SCI) on business performance while other issues such as barriers and enablers of SCI have mostly been conceptual. This study was thus set to examine the manner in which firms pursue integration; and how resources, competences, experience, and industry-type influence this course. Using questionnaires, data were collected from 117 service and manufacturing firms operating in the Ashanti Region of Ghana. The contribution of this study lies in its ability to critically examine how SCI is pursued and providing validations to the root barriers/enablers of SCI from a contextual standpoint. The findings of the study do not only fill the void in literature but also offer invaluable directions to practitioners and researchers.

The International Journal of Management Science and Business Administration

Irfan Sabir

In modern business scenario Supply chain has become the back bone for every business organization. All supply chain partners are joined together in value delivery network of company that no one can perform better without support of other. The ultimate objective of this cohesive relationship is to deliver value to customers and gets desired state of customer satisfaction & loyalty for the organization. For this purpose it is necessary to integrate the internal and external partners of Supply chain at different levels. The Purpose of the paper is to investigate the impact of supply chain integration on supply chain performance. The construct of Supply chain integration has been divided into three derivers that are information integration, coordination resource sharing and organizational relationship linkage. There are certain barriers to integration found in each industry that have moderating effects on the relationship b/w integration and organization performance.

Mac-Kingsley Ikegwuru

Getasew Yaregal

The purpose of this study is to examine the current level of supply chain integration and to analyze its influence on ethiotelecoms' supply chain performance. The study is considered as a case study. This research conceptualizes and develops three dimensions of supply chain integration (supplier integration, customer integration and internal integration) and examines the relationships among supply chain integration dimensions and between SCI and supply chain performance (SCP). The data collection instrument used was a questionnaire which was administrated to a total sample of 286 employees using stratified sampling techniques.Statistical techniques such as descriptive statistics, correlation, and multiple regressions were employed to analyze the data. Measured from the three dimensions of SCI, it can beconcluded that the current level of SCI of the company is low. The company has a relatively better internal integration, but its external integration (supplier and customer integr...

Mulugeta Zenebe

Downstream Supply chain integration is part of supply chain integration; coordinating and synchronizing the functions and interdependent organizations to address product and services to end consumer to enhance common benefits. The main objective of the study is to assess downstream supply chain integration in Brewery industry in Ethiopia in the case of BGI Ethiopia products. The level and practice of information integration, coordination and resource sharing, organizational relationship linkage, perceived benefits of downstream supply chain integration and information technology tools implementation practice has been analyzed. The main drivers of this study are those Critical factors of the downstream supply chain integration including; Poor information integration and traditional way of communication and lack of trust among partners. The study deployed descriptive research method with representative sample of 304 respondents from the downstream supply chain partners selected throug...

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

Don't bother with copy and paste.

Get this complete sample business plan as a free text document.

Soap Manufacturer Business Plan

Start your own soap manufacturer business plan

Executive Summary executive summary is a brief introduction to your business plan. It describes your business, the problem that it solves, your target market, and financial highlights.">

SAFEassure, LLC has designed a new product that provides managers with a quick, easy, and affordable method to effectively monitor employee hand washing. Proper hand washing is the most effective preventative measure available to combat communicable diseases.

Improper hand washing contributes to more than 130,000 deaths in the U.S. each year through the transfer of communicable diseases in restaurants, day cares and hospitals (more than AIDS and breast cancer combined). Studies have shown that proper hand washing procedures in these environments could cut down the spread of disease by up to 75%. The greatest contributing factor to this problem stems from the inability of supervisors to monitor and control employee hand washing. Existing products offer no effective or affordable solutions for enforcing and ensuring hand washing compliance. Treatment of preventable diseases costs Americans over $95 Billion in direct costs each year. (www.webmd.com)

SAFEassure, LLC is the first producer that answers this problem and provides indisputable proof every time a person washes his or her hands. After washing occurs, the unique dye in our soap remains on the hands and fades to the skin’s natural color in under six minutes. This would allow supervisors to conclusively verify at a glance whether hand washing has taken place. No other product on the market offers such a high level of assurance of sanitation compliance. The product is safe and meets all current FDA regulatory requirements for soap.

The Market Although restaurants and hospitals have tremendous market need for a product such as ours, day cares represent the best opportunity for our initial target market. Day cares are an ideal market because they have a vested interest in reducing disease transfer amongst children, and have adamant support from their clients [parents] to create as clean an environment as possible. As stated by Family Practice News, “Most day care centers are sophisticated little germ factories, exchanging bacteria and viruses with the shake of a hand or the sharing of a toy. And many of those nasty bugs travel home where they can infect the rest of the family.” (http://www.healthcentral.com/drdean/deanfulltexttopics.cfm?id=15538)

The Company SAFEassure, LLC boasts a strong founding team and experienced board of advisors. Our primary advisor, Jack Soap, brings twenty years of industry experience and networked relationships to accelerate market penetration of the product line. SAFEassure, LLC will outsource the production of its soaps to an existing soap manufacturer. The executive team will first target the Portland Metro area and eventually the greater Northwest using direct sales and existing distributor channels to penetrate the market. Initial capital will be used to test, patent, approve, produce, and market SAFEassure, as well as provide working capital for the first year.

SAFEassure, LLC will follow three concise strategies to achieve our desired growth:

Exploit first-mover advantage in a highly fragmented market with a unique and differentiated product.
Develop a strong branding campaign to build awareness, positive perception and sales of our products within our target markets.
Continue to develop new products to satisfy an ever growing set of markets.

Based on detailed financial projections, SAFEassure, LLC will require $250,000 in start-up capital, but will generate positive cash flow in October, Year 1. By the end of Year 3 the company will be generating $850,000 in sales with sizeable net profit. SAFEassure, LLC offers investors a company with substantial growth potential, cushioned by revenue generating stability.

Soap manufacturer business plan, executive summary chart image

Our mission is to create value for customers and shareholders by continually improving health and reducing preventable illnesses through the use of our soap.

Keys to Success

A first-mover branding campaign to build awareness of SAFEassure’s products as the standard for ensuring hand washing compliance.
Patent protection to defend our time-sensitive dye and product concept from competitors.
Complementary relationships with organizations interested in increasing hand washing compliance.
Develop a complete prototype which meets regulatory standards by February of Year 1.
Become the specialty soap of choice for day cares across the Northwest by December Year 2.
Achieve sales of $5 million by the end of Year 6.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

SAFEassure, LLC was founded in Portland, Oregon, and created as a Limited Liability Corporation. SAFEassure, LLC develops and markets soaps utilizing time-sensitive dyes promoting sanitary and safe environments to businesses and parents interested in maximizing cleanliness. The company will initially be based out of a residential apartment in Portland.

Company Ownership

The executive team will retain at least 70% of the equity in the company. Every $2,500 dollars of investment in the company will secure up to 1% equity in the company. Assuming 30% of the company is owned by investors, Devon Nevius will retain 40% ownership, with Kevin Meinert retaining 30%.

Start-up Summary

Total funding required to get the business started is estimated at $250,000, of which the executive management team – Devon Nevius and Kevin Meinert – will invest $100,000 and $75,000, respectively. An additional $75,000 investment necessary to develop a product and effectively bring SAFEassure’s products to an initially limited geographic region is sought from other investor(s).

The key elements in the start-up plan for the company are:

Development of a working prototype.
Funding of working capital requirements and promotional materials for the principal operating activities of the company.
Gaining patent approval.
Establish a strong brand image early to position ourselves in the market.

The founders have already developed a rough prototype of the product. Our start-up period includes 5 months of work by an independently-contracted chemist at a local lab who will perfect this design into a finished prototype, with the correct balance of soap and dyes in four colors. The final two months of this start-up period include safety tests per government regulations to assure high quality.

Soap manufacturer business plan, company summary chart image

Start-up

Requirements

Start-up Expenses
Legal	$15,000
Stationery etc.	$100
Brochures	$5,000
Consultants	$1,000
Insurance	$500
Rent	$0
Website Development	$450
Research and Development	$100,000
Expensed Equipment	$250
Other	$1,000
Total Start-up Expenses	$123,300

Start-up Assets
Cash Required	$76,700
Start-up Inventory	$50,000
Other Current Assets	$0
Long-term Assets	$0
Total Assets	$126,700

Total Requirements	$250,000

Start-up Funding

Start-up Expenses to Fund	$123,300
Start-up Assets to Fund	$126,700
Total Funding Required	$250,000

Assets
Non-cash Assets from Start-up	$50,000
Cash Requirements from Start-up	$76,700
Additional Cash Raised	$0
Cash Balance on Starting Date	$76,700
Total Assets	$126,700


Liabilities and Capital

Liabilities
Current Borrowing	$0
Long-term Liabilities	$0
Accounts Payable (Outstanding Bills)	$0
Other Current Liabilities (interest-free)	$0
Total Liabilities	$0

Capital

Planned Investment
Devon Nevius	$100,000
Kevin Meinert	$75,000
Other Investor(s)	$75,000
Additional Investment Requirement	$0
Total Planned Investment	$250,000

Loss at Start-up (Start-up Expenses)	($123,300)
Total Capital	$126,700


Total Capital and Liabilities	$126,700

Total Funding	$250,000

Company Locations and Facilities

The management team of SAFEassure, LLC will initially use a residential apartment in Portland to run operations. In Year 2, we will move to a rented office. Distribution will remain outsourced.

SAFEassure’s product line provides a unique control level to managers, supervisors and parents alike. We have two basic product lines: CHILDassure, intended for day care facilities, and an antimicrobial-based product for hospitals (HEALTHassure) and restaurants (FOODassure) – the antibacterial products are not yet in development. The various product lines, competitors and future product possibilities for SAFEassure, LLC will be outlined in the following section.

Product Description

SAFEassure, LLC will produce a line of institutional liquid soaps with a time-sensitive dye blended into the mixture.
The dye reacts with the hands during the lathering process, staining the hands a distinct color, then fading in under six minutes.
The product will sell for approximately $90/case. (4 gallons/case)
The packaging will be compatible with existing soap dispensers mounted in washing stations and be available in a variety of sizes.
Initially, SAFEassure, LLC will produce products with child care acquirers in mind, utilizing the brightest colors possible. This product line, called CHILDassure, will consist of four colors: red, blue, pink and green.

Competitive Comparison

SAFEassure’s products offer a high value alternative to other hand washing compliance products.

They provide an unprecedented level of control, allowing these managers to monitor and follow hand washing frequency and habits of both child-care workers and children. Ultimately this can lower costs for all users, either in a workplace or private environment by reducing the risk of disease outbreaks and/or health code violations.
As the first fading dye hand soap in the market, SAFEassure, LLC will build brand identity, establishing the company as the standard for improving hand washing compliance.
As SAFEassure’s products become more familiar in a workplace environment, the product will begin to produce a pressure on employees, whereby they feel compelled to wash their hands out of a consciousness about the perception of all employees, not just managers. This “peer pressure” effect will further fuel the use of our products and the recognition of the benefits they deliver.

Sales Literature

In order to sell our product while creating familiarity and a positive brand image, it will be necessary to develop brochures and literature to emphasize the safety and beneficial attributes of fading dye soap, many of which may not be readily apparent to an interested party. These will be delivered both in person during a sales presentation and by direct mail.

The key to our success is the time-sensitive dye. Once the proper ratio of dye to base soap is isolated, the fragmented nature of the soap industry provides many options for outsourcing production. Similar to any commodity, economies of scale require the soap to be produced, packaged and distributed in large batches. Initially, the soap base will be purchased in quantities of at least 38,000 gallons for approximately $50,000. Once the relationship with the manufacturer is established, our subsequent purchases will be approximately for $20,000. These inventory amounts should be sufficient to for SAFEassure, LLC to meet the customer demand. Utilizing his production and distribution knowledge, Rick Brown will use existing established relationships in the industry to help us mix, package and distribute the product line.

The technology of our fading dyes will be pivotal in the success of our company. The interactions between fading dyes and antibacterial or anti-microbial bases suitable for use in restaurants or hospitals are more complicated than the interactions with the glycerin or lotion soaps utilized in the CHILDassure line. As soon as cash flow permits, projected to be in 2008, SAFEassure, LLC will employ a professional chemist with experience developing dye products to further the research into technological innovations that may produce antibacterial and anti-microbial versions of the soap to address additional markets.

Future Products

Additional soap products, manufactured to comply with regulatory minimums for strength and effectiveness in their respective target markets will be developed to address restaurants and hospitals. These soaps will be trade marked under the names FOODassure and HEALTHassure, respectively.

Perhaps the most promising future market opportunity for fading dye soap is the retail market. This product line will include soaps using the same or similar dye colors as the day care to encourage children to wash their hands more often at home. This will be a top priority when the company develops the financial resources enough to mount a national advertising campaign and distribution system. A complete line of fading dye products could potentially be developed, including floor, counter and body cleaning products that use fading dyes to indicate places on a surface that may not have been cleaned.

Market Analysis Summary how to do a market analysis for your business plan.">

There is tremendous potential for a product that provides supervisors and parents with the control to monitor and encourage hand washing. Considering the large scope of our potential markets, we feel it is imperative to focus our limited resources on a particular geographic region where we can establish demand for our product. After successful market penetration, we will begin implementation into the restaurant and hospital markets.

Market Segmentation

SAFEassure’s first product line addresses the day care market. CHILDassure will first be introduced in the Portland, OR area, before sequential expansion to additional day care markets. There are currently 516 day care facilities in the Portland Metro area. After successful implementation in Portland, we will begin expansion into the greater Northwest. There are 3,414 day care facilities in the greater Northwest.

Successful penetration into the day care market will be followed by implementation into the restaurant and hospital markets. There are currently 19,362 restaurants in the Northwest, followed by health care services, which includes 23,108 organizations in the Northwest.

Industry Analysis

The Industrial and Institutional soap industry, of which we are a part, is quite fragmented, but contains several well known main competitors: Gojo, Kimberley Clark, Dial, Provon, and SoftSoap, as well as generic brands that provide to distributors like Massco and Sysco. The industry is stable and growing; between 1998 and 2003 it grew by an average of 4% annually. Within the I&I sector there is fierce competition for market share among the existing popular soap offerings, leading to lean profits on soap sales.

Distribution Patterns

Distribution in the soap industry is provided by regional providers. These distribution companies usually serve a large portion of the market based on the respective size of the market, delivering to the organizations monthly or bi-monthly depending on demand and usage patterns. Food services typically receive deliveries of cleaning products once a month. Hospitals typically have a distribution system that operates on monthly deliveries of large quantities. Restaurants typically have a weekly delivery schedule.

Competition and Buying Patterns

Commercial customers select soap based on the necessary minimum safety regulations for the intended user; restaurant and hospital regulations require anti-bacterial/microbial. Customers will typically select a product based on price, distributor availability, and convenience. Distributors will deliver a complete order of cleaning and maintenance products to customers. Major competitors sell to a variety of customers, including distributors like Sysco, who receive generic soap from bulk producers, then repackage and deliver it along with other products it sells, utilizing the same distribution systems.

Main Competitors

Traditional soap producers Soap is a common and familiar the commodity of necessity to every company. Traditional soaps employ pleasant scents and dyes to encourage hand washing compliance. However there is no way to verify if hand washing has occurred and traditional soaps do little beyond the pleasant scents to encourage hand washing.

The largest current soap producer, Dial Corp, consistently achieves strong sales, and has enjoyed strong market share in the commercial markets. Producing a wide variety of soap products, Dial has maintained 18% in market share over the last decade. The other largest commercial soap providers include Kimberly Clark, Gojo, SoftSoap, Provon and NXT.

This system has limited value to business managers because they are expensive to install and lease, and do not necessarily increase employee compliance. They provide managers the ability to track usage, but do not help control day-to-day hand washing compliance individually or immediately.

Disposable Gloves Hypo-allergenic gloves are the solution provided by some organizations to combat the threat of hand washing non-compliance. To limit the risk of hand contamination, many restaurants and all hospitals require the use of gloves. Although gloves eliminate the risk of direct hand contamination they are not without downfalls:

Gloves can carry bacteria in-between fingers, and on the glove surface, causing similar cross contamination to that of bare hands.
Disposable gloves can cost a location upwards of $5,000 each year.
Gloves can provide a false sense of security, causing employees to substitute gloves in place of proper hand washing.
Gloves rip and tear.

Industry Participants

The soap industry is highly fragmented. There are more than forty different Institutional soap products that compete in the market.

Target Market Segment Strategy

Our initial day care market will consist of medium to large day care organizations, consisting of twenty or more children. Organizations such as Kindercare and La Petite Academy represent very attractive opportunities for our products. Organizations of this type are attractive because they are well managed, successful, health conscious and nationwide. Within these organizations we will target decision level managers with the power to implement use of our product in those locations.

Market Needs

According to a study published in the medical journal, Infectious Diseases in Children, researchers in hand washing recovered fecal coliforms from the hands of one out of every five staff members, citing that more than 33% of day care facilities “had poor hand washing techniques and no policy for hand washing before eating or after playing outside. In spite of all the studies about the benefits of hand washing, improper or infrequent hand washing continues to be a major factor in the spread of disease in day-cares.” (http://www.ehs.wustl.edu/Topic/top500.htm)

Hand washing in child care facilities is an ideal initial target market for several additional reasons:

Child care facilities have rampant illness and germ problems that can be directly reduced through frequent child and worker hand washing.
Child care facilities have strict, government mandated rules that require frequent hand washing.
Parents are particularly interested in reducing child illness, making them one of our strongest advocates for the use of CHILDassure in environments they cannot directly monitor.

In a study cited by Family Practice News in 1996, “Scientists had kids wash their hands when they arrived at school, before lunch then again after lunch time, recess and one more time before heading home every single day.” As a result of these ‘scheduled’ wash times, researchers found that “a month later, these kids had 24 percent fewer days off from colds, sniffles and flus and a whopping 51 percent fewer sick days because of gastrointestinal complaints like stomach cramps or diarrhea.” (http://www.healthcentral.com/drdean/deanfulltexttopics.cfm?id=15538)

With nearly 12 million children in child care facilities across the nation there is a clear need for CHILDassure, our first product, that can both encourage and help monitor child and employee hand washing to ensure a safe, clean environment for children. Additional future target markets also have significant need for fading dye products:

Hospitals: “In health care, nurses and doctors wash only 30% of the required time between patient contacts and procedures. Each year, an alarming 2,400,000+ nosocomial infections occur in the U.S. alone. They are estimated to directly cause 30,000 deaths and contribute to another 70,000 deaths each year. Nosocomial infections cost over $2,300 per incident and $4.5 billion annually in extended care and treatment.” (Source: CDC) (http://www.ehs.wustl.edu/Topic/top500.htm)
Restaurants: “Food borne illness kills over 10,000 people each year. Over 70% of all outbreaks originate in food service operations and, as many as 40% are the result of poor food service and cross-contamination. Each year over 80 million estimated cases of food poisoning occur in the United States alone. The U.S. spends between $7.6 and $23 billion annually on health care and lost productivity resulting from food borne illness. The average incident costs the food service company over $75,000 and results in significant future sales losses.” (Source: FDA) ( http://www.ehs.wustl.edu/Topic/top500.htm)

Market Trends

There has been a recent effort by the Food and Drug Association, the Center for Disease Control, the National Restaurant Organization, and others to promote education to increase hand washing compliance in target markets. The focus of these programs is to educate and encourage preventative control measures for children and workers to help reduce diseases and lawsuits. This has led to greater awareness in our target markets about maximizing cleanliness and minimizing preventable illness.

There is an additional trend in both our target markets and industry towards organic based soaps. Organic products have become increasingly associated with safety and health in a variety of different markets. Our completely organic soap is complementary to this growing market trend.

Market Growth

The demand for child day care services will continue to grow. As the labor force participation of women between the ages of 16 and 44 remains high, parents of preschool and school-age children are expected to seek more day care arrangements. As parents continue to work during weekends, evenings, and late nights, the demand will grow significantly for child day care programs that can provide care during nontraditional hours. School-age children, who generally require child day care only before and after school, increasingly are being cared for in child care centers. (U.S. Department of Labor, www.bls.gov/oco/cg/cgs032.htm )

Strategy and Implementation Summary

The key element in SAFEassure’s initial strategy is to sell the fading dye soap in Portland’s day care facilities. Our executive team will build loyalty for our products with decision-level managers of the organizations in the target markets, and create awareness and support of the benefits of the innovative fading dye attributes of our soap.

Strategy Pyramid

Our ultimate strategy is to build SAFEassure’s products into the standard for home and workplace hand washing safety and cleanliness, first regionally and eventually nationally. Our tactics to increase compliance through the use of our product include continual and progressive expansion into new markets and a strong branding campaign in coordination with promotional contracts with the government and possibly insurance companies.

Competitive Edge

Marketing strategy.

For our initial target market of day care facilities, the company will implement two parallel marketing efforts, aimed respectively at day care facility decision makers, and the parents of young children who use these facilities. We will create a push factor by effectively convincing the decision-level managers within the organizations that our product provides an ideal solution to the hand washing compliance. A “first to mind” branding campaign will build CHILDassure as the leader in increasing hand washing compliance. Significant parental support will encourage organizations to implement CHILDassure in environments involving their children.

Positioning Statement

CHILDassure is valuable to day care managers who need effective control solutions to ensure frequent child and child-care worker hand washing to keep the environment clean and to minimize preventable illness. No other product on the market serves the hand washing compliance aspect of workplace safety with such an affordable, direct and complete solution. Unlike traditional soaps, our product provides conclusive evidence every time an employee washes his or her hands for only a marginally higher cost than traditional soaps, and significantly less than gloves or other hand washing compliance systems.

Pricing Strategy

Retail pricing for CHILDassure will generally be around $90/case for four gallons and will command a 25-30% price premium over conventional liquid soaps. The value of our product will not be attractive to extremely price sensitive customers. The market for soap is generally inelastic, but our product offers significant differentiating benefits over current soaps that justify the price difference.

Promotion Strategy

One of the most important aspects of a successful launch is positive publicity for our product. We will develop an awareness campaign to promote our product through several avenues. Our management team will fiercely pursue positive public perception through government endorsements promoting the benefits of our products. We will also attempt to capitalize on the novelty of the solutions provided by our product by actively seeking local news and media coverage to help spread awareness. Buzz will be developed in social hubs by distributing samples to parties with potential interest. Parental support of the product will be garnered through free trials, demonstrations, and direct mailings to the day care parent roster lists, parent groups and PTA’s.

At washing stations in client facilities we will spread awareness with stickers targeted towards children, showing them the process of washing to turn their hands different colors and emphasizing how fun it can be. Pamphlets will be sent to the family homes through the day care roster mailing lists, to calm fears regarding a new product in their child’s environment, explain the benefits and encourage the parents to respond and build feedback for the benefits of the product to further increase implementation.

Some of the government programs of interest are the various compliance and workplace hygiene programs supported and funded by the Center for Disease Control (CDC), the Food and Drug Administration (FDA) and the National Center for Disease Control (NDIC). Programs such as the Health Protection Research Initiative implemented by the CDC demonstrate an invested interest by government programs in increasing the overall health of Americans.

Distribution Strategy

Our initial distribution strategy will involve a combination of distributor and direct sales. Relationships with local Northwest distributors will be established to increase promotional reach and potential users. The first orders will be available immediately through direct delivery by our executive team. Outsourcing distribution entirely in the future will allow SAFEassure, LLC to focus its efforts on marketing and expanding as quickly as possible.

Distributors will pay for the inventory up-front, and although this cuts our profit margins it helps SAFEassure, LLC to maintain a more flexible structure. By the start of 2007, distribution will be entirely outsourced to distribution companies, and direct deliveries from the executive team will cease.

Marketing Programs

Our most important marketing program is our branding program, aimed initially at regional chain and franchise managers. This program is intended to penetrate the target markets, and establish SAFEassure’s products as the soap of choice. Achievement should be measured against our projected 45% monthly sales growth rate for the first year.

Emphasizing the risks associated with hand washing non-compliance, our marketing program will employ the fear of disease, costs of illness and government regulations extensively. Written materials will convey urgency, connect users to the underlying problem and suggest SAFEassure’s products as the optimal solution to the problem.<

Sales Strategy

Sales strategy will initially address local and regional managers with ordering authority for the establishments in that area. The prospective clients will be supplied with a professional product information packet and moved into the sales funnel to begin closing prospect, followed up with a direct mail brochure and a phone call.

There will be no initial direct compensation or commission for closed sales. Proceeds from sales will be invested back into developing and expanding the business. As the company begins to increase its initial sales force, commission-based incentive programs will be implemented.

Sales Forecast

If we are able to distribute our product through existing distributors, it will provide us a significant financial advantage, as well as the ability to meet the quick increase in demand for our product.
Beginning with an initial monthly sale of $1,250 for our day care soap product (CHILDassure), we predict sales will increase by 45% per month for the first year. We then calculate a growth rate of 90% yearly. Cost of Goods Sold is approximately 47% of sales. However, COGS grows at a yearly rate of 88%, which is less than the sales growth rate in order to represent the economies of scale that we hope to achieve as our operations grows.

Soap manufacturer business plan, strategy and implementation summary chart image

Sales Forecast
	Year 1	Year 2	Year 3
Sales
CHILDassure soap (day care)	$237,168	$450,620	$856,177
HEALTHassure/FOODassure	$0	$0	$0
Total Sales	$237,168	$450,620	$856,177

Direct Cost of Sales	Year 1	Year 2	Year 3
CHILDassure soap (day care)	$94,867	$178,351	$321,031
HEALTHassure/FOODassure	$0	$0	$0
Subtotal Direct Cost of Sales	$94,867	$178,351	$321,031

Strategic Alliances

SAFEassure, LLC will initially encourage critical strategic alliances in two distinct areas:

Distributors

The relationship between SAFEassure, LLC and the product distributors will be essential. A flexible distribution system will be critical to the success and growth of our product. Good distribution will allow our product to satisfy and flexibly expand to accommodate demand.

The Government

By teaming up with government organizations, SAFEassure, LLC will be able to utilize existing hand washing compliance programs to reach a much larger potential audience than could be directly contacted. Government endorsement of our product, and the mention of its benefits in government brochures and written materials could be a major competitive advantage and sales opportunity for SAFEassure, LLC.

Development by the founding team of a ‘rough’ prototype, to be further developed by a professional by September of 2004.
Attain funding to complete the testing and development of a complete and working product prototype by November of 2004.
Product development is initially the responsibility of the founding team; later, we will hire a professional chemist for the final testing and completion of the product. This final prototype will be completed by February of 2005.
Final safety testing of the initial product with regulatory oversight in December, January and February.
After the prototype is completed in February of 2005, a patent will immediately be applied for by the founding team. Target date for patent process completion is January 2007.
Promotional materials will be developed to preempt the completion of the prototype to allow for quick acceleration to market, promotional materials development will begin in November of 2004.
“Phase One” marketing will include market penetration in Portland area’s day care facilities. It will begin in February of 2005.
After successful implementation within our primary market, we will begin the development of new products to address the hospital and restaurant markets, targeted for June of 2008.

Milestones

Milestone	Start Date	End Date	Budget	Manager	Department
Develop Approximate Prototype	7/1/2004	9/1/2004	$0	Founders	Product Dev.
Attain Funding	7/1/2004	11/1/2004	$0	Founders	Product Dev.
Develop Final Prototype	9/1/2004	2/1/2005	$80,000	Founders	Product Dev.
Safety Testing	12/1/2004	3/1/2005	$20,000	Founders	Product Dev.
Begin Patent Process	12/1/2004	1/1/2007	$10,000	Founders	Legal
Design Promotional Material	11/1/2004	3/1/2005	$25,000	Founders	Marketing
Begin “Phase One” Marketing	4/1/2005	12/31/2006	$18,000	Founders	Marketing
Begin R & D of New Products	6/1/2008	6/1/2009	$75,000	Founders	R & D
Totals			$228,000

Web Plan Summary

Our website will be available as a resource to customers and interested parties. It will include statistics, surveys and articles to build awareness about the need for and benefits of our product. The website will provide interested parties with a way to contact our company for answers to any questions they may have, and will include information on ordering and locating the product. Our product will not be directly available online, but we will build positive perception and awareness about our product there through statistics and user testimonials demonstrating our value.

We will include the URL in all printed materials, and encourage distributors to link to our site. Because the audience for SAFEassure’s products is fairly specialized, the most efficient means for marketing the site will be working specifically with the intended customers and pointing them to the site. The site will be registered with search engines.

After the initial implementation of CHILDassure, the site will also be used as a resource to promote our other fading dye products as they are developed. The website will then be converted into a multiple product site, perhaps expanding its offering to include direct ordering. The initial website, being fairly simple, will be built by the executive team and supported by one website professional. Initial development is estimated to cost less than $500.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Two of our strengths are the low cost structure and flexible personnel needs. Sales people with experience relevant to each new respective target market can be attained as need dictates, but the initial management team consists of the founders themselves, with little operational support. The Board of Advisors will be a critical foundation for the successful growth and development of SAFEassure, LLC.

Management Team

Initially, both founders will share in the operational and financial responsibilities of the company. They will be responsible for finding, attaining and managing new accounts. Both founders will be responsible for making direct sales, marketing, and all other operational tasks involved with making this company successful. The CEO will oversee all company decisions.

Principals:

Devon Nevius: President/Founder/CEO

Devon Nevius will oversee operations in all aspects of the business. In addition to managing client relationships, marketing and product expansion, Mr. Nevius will be responsible for hiring new personnel members to enhance the management team. Mr. Nevius will be receiving his bachelor of Science Degree in Business Administration from the University of Oregon with a concentration in Entrepreneurship.

In addition to this, Mr. Nevius founded and managed Green Leaf Collegiate Landscaping in Eugene, Oregon while a full-time student. Gross sales for the company reached $75,000 in 2004, and the company employed two foremen in addition to Mr. Nevius and his partner. Green Leaf Collegiate was sold early in 2004.

Kevin Meinert: Founder/COO

Kevin will contribute in both sales and financial management for SAFEassure, LLC He has worked as a manager at a restaurant and as a computer technician with several years of experience. In the spring of 2004, he will be receiving his bachelor of Science degree in Business Administration from the University of Oregon with a concentration in Entrepreneurship.

Board of Advisors:

Jack Soap: With over ten years in the soap industry, Mr. Soap has developed significant relationships and experience with other industry leaders. Currently running Birth to Three, a Eugene company that develops child hearing aids and programs for young parents, Mr. Soap is a dedicated, experienced and successful entrepreneur. He will be a valuable asset to the creation, set up and implementation of our product. Mr. Soap will consult and provide market information to the executive team and use his established contacts and relationships to accelerate the development and implementation of the product. Specifically, he will be critical in the establishment of a complete system to get the soap base from its original manufacturing plant to our customers.

John Patent: Dr. Patent is the Director of the Technology Transfer department of the University of Oregon. Dr. Patent is in charge of protecting and patenting concepts and technologies developed as a result of the myriad of research and development projects continually happening within the University.

Wilson Science: Mr. Science has been a Professor of Chemistry at the University of Oregon for over eighteen years. Mr. Science specializes in chemical interactions that break down over time. He has worked on projects dealing with plastics and containers that will quickly bio degrade after discarded, and other products with short half-lives.

Franklin Money: Mr. Money is the Senior Vice President of the Lake Oswego Branch of Bank of America. Mr. Money specializes in business and investment consultation for his clients, helping entrepreneurs develop businesses efficiently and effectively.

Management Team Gaps

It will be necessary to hire new sales associates as we expand into each new market segment. An individual with experience in networking with the government, perhaps having specific contacts with the FDA and CDC, will be a necessary addition to successfully create a complementary relationship with government organizations. A child-care industry professional with relevant experience and networks in the industry will be acquired to accelerate sales growth. After sufficient cash flow has been established and revenues have plateaued, we will hire a chemist on salary to expand our existing product line. A chemical expert working as a consultant will initially be useful for three reasons:

Aiding in the research and creation of a safe initial prototype.
Troubleshooting problems with our product and answering customer questions and concerns about SAFEassure’s products as they arise.
Further developing the product for future target markets.

Personnel Plan

In order to free up enough capital to continue operations and possible expansion, our executive team will not receive more than a living wage salary until the product is well into the black. We understand that as a new product we will need technical support and legal advice; this will be currently outsourced to various consultants.

All sales for the first year of operation will be closed by the executive management team. Starting from the second year, we will employ a Sales Associate who will handle sales transactions. His/her compensation will be a combination of fixed salary and commission on sales. For the purposes of financial planning, we combined the Sales Associate’s compensation into an aggregate forecast.

To be flexible in meeting the customer demand, we plan to stock a minimum amount of product in a rented warehouse. At the beginning, all incoming product stock will be accepted and later dispatched to customers by the company’s executive team. Starting in the second year, we plan to hire a full-time Inventory Manager to handle these tasks.

As stated earlier, development of new products will not start until the second half of 2008. As such, related R & D costs are beyond the planning horizon of this document. However, we plan to earmark $20,000 and $40,000 for the second and third years of operation, respectively, under “R & D” for additional expenses related to the patent protection of our products. Should these expenses be minimized, our bottom line profitability (especially in the second year of operation) will be positively affected.

Personnel Plan
	Year 1	Year 2	Year 3
Devon Nevius	$28,800	$32,000	$50,000
Kevin Meinert	$28,800	$32,000	$50,000
Inventory Manager	$0	$30,000	$40,000
Sales Associate	$0	$30,000	$36,000
Research and Development	$0	$20,000	$40,000
Total People	2	5	6

Total Payroll	$57,600	$144,000	$216,000

Financial Plan investor-ready personnel plan .">

Based on market research, we expect the business to begin growing at 45% per month for the first 12 months, then at a yearly rate of 90% for the next two years. Due to our low initial investment costs, we can maintain the operations of the business with the cash buffer we will have from start up. In addition, we will almost immediately have a positive cash flow, allowing us the flexibility to cover any unforseen expenses.

Important Assumptions

We have assumed no payroll expense for the startup period.
100% of sales will be made on credit, the industry standard. Although we do plan to sell some of our product (mostly for product promotion purposes) to the government agencies who usually demand substantially longer payment terms, our major target group will remain commercial entities. As such, we assume, on average, a 45-day collection schedule.
Customers will pay for all relevant shipping charges.
To be flexible in meeting the customer demand, we plan to maintain a minimal stock of product at a rented warehouse and dispatch it from there. The rest of the product we expect to be shipped from the outsourced producer’s site.
Once we make the decision to address additional market segments, we will begin increasing our marketing and sales expenses to represent the expected increase in costs associated with developing packaging, advertisements, additional promotions, and creating awareness of our products in the differing markets.
Initial target markets include all professional day care facilities with capacity for 20 or more children.
Projections related to consumer acceptance were estimated using market surveys.
Initial total market size is comprised of professional day care facilities in the greater Portland Metro area. Additional markets include Seattle and the greater Northwest in 2008.
Further research to finally arrive at a working prototype will be outsourced to a chemist with extensive experience working with dyes.
After a working prototype is developed it will be pushed through the appropriate regulatory channels.
Funding for research for the first product (CHILDassure) will be provided for in the initial startup capital outlined in the start up table and summary.
We will use our success in the day care market to propel and fund in additional research and development on an antibacterial version of our soap for use in restaurants (FOODassure) and hospitals (HEALTHassure).
Should the cumulative $60,000 expenses earmarked during the second and third years for the patent protection of our products be minimized, our bottom line profitability will be positively affected.

General Assumptions
	Year 1	Year 2	Year 3
Plan Month	1	2	3
Current Interest Rate	10.00%	10.00%	10.00%
Long-term Interest Rate	10.00%	10.00%	10.00%
Tax Rate	30.00%	30.00%	30.00%
Other	0	0	0

Key Financial Indicators

Sales – Our sales are projected to grow at a consistent rate of 90% yearly, and we believe this accurately reflects the realistic growth our product would be capable of attaining if we can properly utilize existing channels of distribution and gain social acceptance.

Gross Margin – As we grow, become more efficient, and gain economies of scale we begin to see a slight growth in our margins.

Operating Expenses – In 2007 and 2008 we see an increase in the number of operating expenses that we will incur. We begin incurring larger costs involving advertising, promotion, marketing, and payroll expenses.

Inventory Turnover – We will begin operations with a preliminary purchase of $50,000/ 38,000 gallons of soap. Our preliminary forecast suggests that for us to be flexible in meeting customer demand we will need to maintain a minimal inventory stock at a rented warehouse. We estimate that, on average, we will keep two weeks worth of inventory on hand.

Collection days – We will collect our accounts receivable on an average of 45 days. In 2007 and 2008 we will have the cash to cover unexpected costs or expenses so that we may decide to allow a longer collection period.

Soap manufacturer business plan, financial plan chart image

Break-even Analysis

The following fixed costs reflect the relative costs for selling and distributing our product within the greater Portland metro area, and do not reflect the fixed costs necessary to expand further.

Break-even Analysis


Monthly Revenue Break-even	$11,250

Assumptions:
Average Percent Variable Cost	40%
Estimated Monthly Fixed Cost	$6,750

Projected Cash Flow

Overall, our business is expected to generate sufficient cashflows. Our cash balance will, among other things, depend on the level of inventory we’ll decided to keep at a rented warehouse. At the moment, our projections in this respect are preliminary and we expect to fine-tune them as the demand for our products grows.

We expect to secure a $50,000 line of credit in year 3 to finance our receivables, listed as “New Current Borrowing” in the table below.

In year 5 of operations, we will begin looking at our ability to begin paying back our initial investors the $250,000. Although the terms of the additionally sought investment are yet to be agreed upon, we belief that our investors will provide us with a buffer of some years before expecting a return on their investment, allowing us the capital and time to expand and grow at an appropriate or desired rate. Nevertheless, for planning purposes, we have made provisions to start paying out a modest dividend from the third year of our operations. Currently, we set dividend payments to be equal to 5% of net profits.

Pro Forma Cash Flow
	Year 1	Year 2	Year 3
Cash Received

Cash from Operations
Cash Sales	$0	$0	$0
Cash from Receivables	$138,736	$362,031	$687,858
Subtotal Cash from Operations	$138,736	$362,031	$687,858

Additional Cash Received
Sales Tax, VAT, HST/GST Received	$0	$0	$0
New Current Borrowing	$0	$0	$50,000
New Other Liabilities (interest-free)	$0	$0	$0
New Long-term Liabilities	$0	$0	$0
Sales of Other Current Assets	$0	$0	$0
Sales of Long-term Assets	$0	$0	$0
New Investment Received	$0	$0	$0
Subtotal Cash Received	$138,736	$362,031	$737,858

Expenditures	Year 1	Year 2	Year 3

Expenditures from Operations
Cash Spending	$57,600	$144,000	$216,000
Bill Payments	$128,381	$215,710	$438,395
Subtotal Spent on Operations	$185,981	$359,710	$654,395

Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out	$0	$0	$0
Principal Repayment of Current Borrowing	$0	$0	$0
Other Liabilities Principal Repayment	$0	$0	$0
Long-term Liabilities Principal Repayment	$0	$0	$0
Purchase Other Current Assets	$0	$0	$0
Purchase Long-term Assets	$0	$0	$0
Dividends	$0	$0	$0
Subtotal Cash Spent	$185,981	$359,710	$654,395

Net Cash Flow	($47,245)	$2,320	$83,463
Cash Balance	$29,455	$31,775	$115,239

Projected Profit and Loss

Our profit and loss projections reflect our expectation that monthly fixed costs will remain constant over the course of the first year.

Cost of goods sold increases at a decreasing rate, as economies of scale make soap production cheaper per unit as production volume increases. Based on these projections the company will become profitable in October, 2005.

Advertising expenses will remain steady during our first year of operations. However, Advertising and Promotion will grow in years 2007 and 2008 to reflect the purchase of print ads, PR brochures, and additional promotional content.

Pro Forma Profit and Loss
	Year 1	Year 2	Year 3
Sales	$237,168	$450,620	$856,177
Direct Cost of Sales	$94,867	$178,351	$321,031
Other	$0	$0	$0
Total Cost of Sales	$94,867	$178,351	$321,031

Gross Margin	$142,301	$272,269	$535,146
Gross Margin %	60.00%	60.42%	62.50%


Expenses
Payroll	$57,600	$144,000	$216,000
Payroll Taxes	$0	$0	$0
Depreciation	$0	$0	$0
Rent	$8,400	$8,400	$8,400
Utilities	$1,200	$1,200	$1,500
Insurance	$6,000	$6,000	$6,000
Telecommunications	$1,200	$2,500	$3,500
Travel	$1,800	$2,500	$4,000
Warehousing	$3,600	$4,000	$4,500
Other General and Administrative Expenses	$1,200	$1,200	$1,200

Total Operating Expenses	$81,000	$169,800	$245,100

Profit Before Interest and Taxes	$61,301	$102,469	$290,046
EBITDA	$61,301	$102,469	$290,046
Interest Expense	$0	$0	$2,500
Taxes Incurred	$18,390	$30,741	$86,264

Net Profit	$42,911	$71,728	$201,282
Net Profit/Sales	18.09%	15.92%	23.51%

Projected Balance Sheet

Once we have established a relationship with the manufacturer, we will purchase inventory in minimum quantities of approximately 15,000 gallons for approximately $20,000 per shipment (following the initial start-up inventory purchase, at $50,000). As sales increase we expect that inventory turnover rate to increase.

Our only significant Accounts Payable will be Inventory, which are a direct reflection of the level of inventory on hand. We will be paying off our Accounts Payable in accordance with sale of inventory. Therefore, as we begin to sell more soap, we will be increasingly capable of meeting our obligations in a more timely manner, ensuring that we have enough cash on hand to cover our short term liabilities.

Pro Forma Balance Sheet
	Year 1	Year 2	Year 3
Assets

Current Assets
Cash	$29,455	$31,775	$115,239
Accounts Receivable	$98,432	$187,021	$355,340
Inventory	$119,146	$34,927	$60,193
Other Current Assets	$0	$0	$0
Total Current Assets	$247,032	$253,723	$530,772

Long-term Assets
Long-term Assets	$0	$0	$0
Accumulated Depreciation	$0	$0	$0
Total Long-term Assets	$0	$0	$0
Total Assets	$247,032	$253,723	$530,772

Liabilities and Capital	Year 1	Year 2	Year 3

Current Liabilities
Accounts Payable	$77,422	$12,384	$38,150
Current Borrowing	$0	$0	$50,000
Other Current Liabilities	$0	$0	$0
Subtotal Current Liabilities	$77,422	$12,384	$88,150

Long-term Liabilities	$0	$0	$0
Total Liabilities	$77,422	$12,384	$88,150

Paid-in Capital	$250,000	$250,000	$250,000
Retained Earnings	($123,300)	($80,389)	($8,661)
Earnings	$42,911	$71,728	$201,282
Total Capital	$169,611	$241,339	$442,621
Total Liabilities and Capital	$247,032	$253,723	$530,772

Net Worth	$169,611	$241,339	$442,621

Business Ratios

The following table compares our ratios with standard ones from the soap and detergents industry (SIC Code 2841). Our current and quick ratios are much higher than industry averages. This is due in part to the substantial difference between our assets compared to our liabilities. Considering that we will be able to avoid any large loans and fund the company almost entirely independent of commercial creditors, there will necessarily be a discrepancy between our fairly large assets compared to our considerably smaller liabilities. Our business model and truly unique product allows us to outsource the manufacturing of the product, since our added value comes in the soon to be patented dye/soap formula. So, unlike other commercial-use soap makers in our industry, we do not need to purchase major capital assets, funded by loans.

Ratio Analysis
	Year 1	Year 2	Year 3	Industry Profile
Sales Growth	n.a.	90.00%	90.00%	-2.19%

Percent of Total Assets
Accounts Receivable	39.85%	73.71%	66.95%	29.49%
Inventory	48.23%	13.77%	11.34%	23.24%
Other Current Assets	0.00%	0.00%	0.00%	21.00%
Total Current Assets	100.00%	100.00%	100.00%	73.73%
Long-term Assets	0.00%	0.00%	0.00%	26.27%
Total Assets	100.00%	100.00%	100.00%	100.00%

Current Liabilities	31.34%	4.88%	16.61%	34.96%
Long-term Liabilities	0.00%	0.00%	0.00%	8.33%
Total Liabilities	31.34%	4.88%	16.61%	43.29%
Net Worth	68.66%	95.12%	83.39%	56.71%

Percent of Sales
Sales	100.00%	100.00%	100.00%	100.00%
Gross Margin	60.00%	60.42%	62.50%	33.85%
Selling, General & Administrative Expenses	24.35%	26.33%	26.71%	27.20%
Advertising Expenses	7.08%	5.33%	4.09%	0.73%
Profit Before Interest and Taxes	25.85%	22.74%	33.88%	0.81%

Main Ratios
Current	3.19	20.49	6.02	1.78
Quick	1.65	17.67	5.34	1.06
Total Debt to Total Assets	31.34%	4.88%	16.61%	46.64%
Pre-tax Return on Net Worth	36.14%	42.46%	64.96%	1.89%
Pre-tax Return on Assets	24.81%	40.39%	54.18%	3.54%

Additional Ratios	Year 1	Year 2	Year 3
Net Profit Margin	18.09%	15.92%	23.51%	n.a
Return on Equity	25.30%	29.72%	45.48%	n.a

Activity Ratios
Accounts Receivable Turnover	2.41	2.41	2.41	n.a
Collection Days	40	116	116	n.a
Inventory Turnover	1.78	2.32	6.75	n.a
Accounts Payable Turnover	2.66	12.17	12.17	n.a
Payment Days	27	109	20	n.a
Total Asset Turnover	0.96	1.78	1.61	n.a

Debt Ratios
Debt to Net Worth	0.46	0.05	0.20	n.a
Current Liab. to Liab.	1.00	1.00	1.00	n.a

Liquidity Ratios
Net Working Capital	$169,611	$241,339	$442,621	n.a
Interest Coverage	0.00	0.00	116.02	n.a

Additional Ratios
Assets to Sales	1.04	0.56	0.62	n.a
Current Debt/Total Assets	31%	5%	17%	n.a
Acid Test	0.38	2.57	1.31	n.a
Sales/Net Worth	1.40	1.87	1.93	n.a
Dividend Payout	0.00	0.00	0.00	n.a

Sales Forecast
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Sales
CHILDassure soap (day care)	45%	$1,250	$1,813	$2,628	$3,811	$5,526	$8,012	$11,618	$16,846	$24,426	$35,418	$51,356	$74,466
HEALTHassure/FOODassure	0%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Sales		$1,250	$1,813	$2,628	$3,811	$5,526	$8,012	$11,618	$16,846	$24,426	$35,418	$51,356	$74,466

Direct Cost of Sales		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
CHILDassure soap (day care)	40%	$500	$725	$1,051	$1,524	$2,210	$3,205	$4,647	$6,738	$9,770	$14,167	$20,542	$29,786
HEALTHassure/FOODassure		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Direct Cost of Sales		$500	$725	$1,051	$1,524	$2,210	$3,205	$4,647	$6,738	$9,770	$14,167	$20,542	$29,786

Personnel Plan
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Devon Nevius	0%	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400
Kevin Meinert	0%	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400	$2,400
Inventory Manager	0%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales Associate	0%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Research and Development	0%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total People		2	2	2	2	2	2	2	2	2	2	2	2

Total Payroll		$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800

General Assumptions
	Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Plan Month	1	2	3	4	5	6	7	8	9	10	11	12
Current Interest Rate	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%
Long-term Interest Rate	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%	10.00%
Tax Rate	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%	30.00%
Other	0	0	0	0	0	0	0	0	0	0	0	0

Pro Forma Profit and Loss
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Sales		$1,250	$1,813	$2,628	$3,811	$5,526	$8,012	$11,618	$16,846	$24,426	$35,418	$51,356	$74,466
Direct Cost of Sales		$500	$725	$1,051	$1,524	$2,210	$3,205	$4,647	$6,738	$9,770	$14,167	$20,542	$29,786
Other		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Cost of Sales		$500	$725	$1,051	$1,524	$2,210	$3,205	$4,647	$6,738	$9,770	$14,167	$20,542	$29,786

Gross Margin		$750	$1,088	$1,577	$2,286	$3,315	$4,807	$6,971	$10,107	$14,656	$21,251	$30,814	$44,680
Gross Margin %		60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%


Expenses
Payroll		$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800
Payroll Taxes	15%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Depreciation		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Rent		$700	$700	$700	$700	$700	$700	$700	$700	$700	$700	$700	$700
Utilities		$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100
Insurance		$500	$500	$500	$500	$500	$500	$500	$500	$500	$500	$500	$500
Telecommunications		$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100
Travel		$150	$150	$150	$150	$150	$150	$150	$150	$150	$150	$150	$150
Warehousing	15%	$300	$300	$300	$300	$300	$300	$300	$300	$300	$300	$300	$300
Other General and Administrative Expenses		$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100

Total Operating Expenses		$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750	$6,750

Profit Before Interest and Taxes		($6,000)	($5,663)	($5,173)	($4,464)	($3,435)	($1,943)	$221	$3,357	$7,906	$14,501	$24,064	$37,930
EBITDA		($6,000)	($5,663)	($5,173)	($4,464)	($3,435)	($1,943)	$221	$3,357	$7,906	$14,501	$24,064	$37,930
Interest Expense		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Taxes Incurred		($1,800)	($1,699)	($1,552)	($1,339)	($1,030)	($583)	$66	$1,007	$2,372	$4,350	$7,219	$11,379

Net Profit		($4,200)	($3,964)	($3,621)	($3,124)	($2,404)	($1,360)	$154	$2,350	$5,534	$10,150	$16,844	$26,551
Net Profit/Sales		-336.00%	-218.69%	-137.79%	-81.99%	-43.51%	-16.97%	1.33%	13.95%	22.66%	28.66%	32.80%	35.65%

Pro Forma Cash Flow
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Cash Received

Cash from Operations
Cash Sales		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Cash from Receivables		$0	$667	$1,550	$2,248	$3,259	$4,725	$6,852	$9,935	$14,406	$20,889	$30,288	$43,918
Subtotal Cash from Operations		$0	$667	$1,550	$2,248	$3,259	$4,725	$6,852	$9,935	$14,406	$20,889	$30,288	$43,918

Additional Cash Received
Sales Tax, VAT, HST/GST Received	0.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Current Borrowing		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Other Liabilities (interest-free)		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Long-term Liabilities		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales of Other Current Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales of Long-term Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Investment Received		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Cash Received		$0	$667	$1,550	$2,248	$3,259	$4,725	$6,852	$9,935	$14,406	$20,889	$30,288	$43,918

Expenditures		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12

Expenditures from Operations
Cash Spending		$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800	$4,800
Bill Payments		$5	$153	$256	$405	$621	$935	$1,389	$2,048	$3,651	$24,251	$38,626	$56,042
Subtotal Spent on Operations		$4,805	$4,953	$5,056	$5,205	$5,421	$5,735	$6,189	$6,848	$8,451	$29,051	$43,426	$60,842

Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Principal Repayment of Current Borrowing		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Other Liabilities Principal Repayment		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Long-term Liabilities Principal Repayment		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Purchase Other Current Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Purchase Long-term Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Dividends		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Cash Spent		$4,805	$4,953	$5,056	$5,205	$5,421	$5,735	$6,189	$6,848	$8,451	$29,051	$43,426	$60,842

Net Cash Flow		($4,805)	($4,287)	($3,506)	($2,958)	($2,162)	($1,009)	$663	$3,088	$5,955	($8,162)	($13,138)	($16,923)
Cash Balance		$71,895	$67,608	$64,102	$61,144	$58,982	$57,973	$58,636	$61,723	$67,678	$59,516	$46,378	$29,455

Pro Forma Balance Sheet
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Assets	Starting Balances

Current Assets
Cash	$76,700	$71,895	$67,608	$64,102	$61,144	$58,982	$57,973	$58,636	$61,723	$67,678	$59,516	$46,378	$29,455
Accounts Receivable	$0	$1,250	$2,396	$3,474	$5,037	$7,304	$10,591	$15,357	$22,267	$32,287	$46,817	$67,884	$98,432
Inventory	$50,000	$49,500	$48,775	$47,724	$46,199	$43,989	$40,784	$36,137	$29,399	$39,082	$56,669	$82,169	$119,146
Other Current Assets	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Current Assets	$126,700	$122,645	$118,779	$115,300	$112,381	$110,275	$109,348	$110,130	$113,390	$139,047	$163,001	$196,432	$247,032

Long-term Assets
Long-term Assets	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Accumulated Depreciation	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Long-term Assets	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Assets	$126,700	$122,645	$118,779	$115,300	$112,381	$110,275	$109,348	$110,130	$113,390	$139,047	$163,001	$196,432	$247,032

Liabilities and Capital		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12

Current Liabilities
Accounts Payable	$0	$145	$243	$385	$591	$889	$1,322	$1,949	$2,859	$22,982	$36,786	$53,372	$77,422
Current Borrowing	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Other Current Liabilities	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Current Liabilities	$0	$145	$243	$385	$591	$889	$1,322	$1,949	$2,859	$22,982	$36,786	$53,372	$77,422

Long-term Liabilities	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Liabilities	$0	$145	$243	$385	$591	$889	$1,322	$1,949	$2,859	$22,982	$36,786	$53,372	$77,422

Paid-in Capital	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000	$250,000
Retained Earnings	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)	($123,300)
Earnings	$0	($4,200)	($8,164)	($11,785)	($14,909)	($17,314)	($18,674)	($18,519)	($16,169)	($10,635)	($485)	$16,360	$42,911
Total Capital	$126,700	$122,500	$118,536	$114,915	$111,791	$109,386	$108,026	$108,181	$110,531	$116,065	$126,215	$143,060	$169,611
Total Liabilities and Capital	$126,700	$122,645	$118,779	$115,300	$112,381	$110,275	$109,348	$110,130	$113,390	$139,047	$163,001	$196,432	$247,032

Net Worth	$126,700	$122,500	$118,536	$114,915	$111,791	$109,386	$108,026	$108,181	$110,531	$116,065	$126,215	$143,060	$169,611

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

Discover the world’s #1 plan building software

IMAGES

Sample Business Plan In Ethiopia Amharic Pdf
liquid soap manufacturing business plan
Business Plan
Soap Making Business Plan Pdf
Printable Soap Making Business Planner
Handmade Soap Business Plan Template Sample Pages

VIDEO

0300 1006127 Small and Simple Soap Manufacturing Business Setup at Home
How To Make Soap at Home -Soap Making Business In Telugu
How To Start Mini Soap Factory at Home || Soap Manufacturing Business in Pakistan || By Asim Faiz
Soap Making Business At Home || Soap Making Machine in Pakistan || Soap Manufacturing Business idea
Soap Business Idea With Low Investment
How to make Liquid Detergent/soap/የፈሳሽ ስምን አመራረት ስልጠና 0914456713 ይደውሉ

COMMENTS

(PDF) Business Plan for Liquid Detergent and Dry Soap in Ethiopia
Business Plan for Liquid Detergent and Dry Soap in Ethiopia February 2024 The Journal of Business 1:54 February 2024 1:54 Authors: Tahir Kasim Abadiga Jimma University References (3)
Soap Production Business Plan
This document is a business plan for FAAM Soap and Detergent Company. It includes sections on the company description, marketing plan, operational plan, management structure, startup expenses, and 12-month financial projections. The company aims to produce soaps and detergents for customers in Ethiopia.
(PDF) Business Plan for Liquid Detergent and Bar Soap in Ethiopia
BUSINESS PLAN FOR LIQUID DETERGENT AND BAR SOAP PURPOSE: FOR FINACIAL LEASE LOAN REQUEST PROJECT NAME: MOKONNIN LIQUID DETERGENT AND BAR SOAP FACTORY PROJECT PROMOTER: ******* PROJECT LOCATION: JIMMA TOWN OROMIA REGIONAL STATE, ETHIOPIA PHONE: 09***** SUBMITTED TO: DEVELOPMENT BANK OF ETHIOPIA JIMMA, ETHIOPIA FEBRUARY 2024 fI.
Liquid Detergent Production Business Plan in Ethiopia Pdf ...
This document provides a summary of a business plan for a proposed liquid detergent production plant in Ethiopia. It would have an annual production capacity of 30 tons.
Business Planfor Soapand Detergent Factory
This document is a business plan for a proposed liquid detergent and bar soap factory in Jimma, Ethiopia. It outlines the objectives to establish a factory producing these products and describes key aspects of the planned operations including the target market, production process, financial requirements and economic benefits. The business seeks a loan from the Development Bank of Ethiopia to ...
Soap Manufacturing Business Plan (PDF, Excel, Word)
This business plan provides a blueprint for how to start and manage your Soap Manufacturing business. Our detailed research and analysis, including interviews with entrepreneurs and stakeholders, will ensure that you plan your future business for success. A business plan is used for various purposes including to (a) Raise funding from investors ...
Building a Profitable Detergent Manufacturing Business: A Comprehensive
In 2018, I led to set up a detergent manufacturing factory in Ethiopia called DAFA SOAP AND DETERGENT MANUFACTURING PLC. I did all the work from A to Z to set up this business, including the business plan and registration, product line planning, trademark (AZZY & SUPPOW) registration, factory site selection, manufacturing facility set up, team recruitment, trial production and mass production ...
PDF PROJECT PROFILE ON SOAP PRODUCTION
making process based on a cost benefit analysis of the actual project viability. This profile includes marketing study, production and financial analysis, which are utilized to assist the decision-makers when determining if the business concept is viable. Ethiopia has a private sector driven Soap and detergent industry.
Liquid Soap and Detergent Business Plan [Sample Template]
Are you about starting a liquid soap and detergent production company? If YES, here's a complete sample liquid soap and detergent production business plan template & feasibility report you can use for FREE to get started.
(Pdf) Small Scale Buisiness Production of Liquid Detergent
These ingredients are used to make saponification for hand liquid soap as natural. For production of herbal liquid soap, used in addition to herbal extracts and herbal fragrance.
Soap Making Business Plan Template
Get Growthink's soap-making business plan template & a step-by-step guide to quickly and easily create your soap making business plan today.
PDF St. Mary'S University
In Ethiopia, due focus has been given to the soap and detergent industry on the growth and transformation plan (GTP), the GTP has a policy goal to increase number of factories establishment up to the capacity to produce 116tons of soap and detergent, and grow on capacity utilization of the soap and detergent sub-sector, with the objective of ...
Project Report Soap Manufacturing
This document provides a project report for establishing a soap manufacturing unit in Ethiopia. It discusses the market potential for soap in Ethiopia given its long history of soap production. The report outlines the key raw materials, production process, implementation schedule, and financial aspects of the proposed soap manufacturing unit.
Amharic ppt for Liquid Soap Production
Amharic ppt for Liquid Soap Production.pdf (952.7 kB) . Amharic ppt for Liquid Soap Production. Contact CMP. Back to top of page. Partners. Ministry of Foreign Affairs of Finland Ministry of Water, Irrigation and Energy of the Federal Republic of Ethiopia Ramboll Finland Oy Niras IRC. This work by COWASH is licensed under a Creative Commons ...
Business Plan Liquid Soap
Soap Making Business Plan - Executive Summary Chibev Soap Production Company is a licensed and standard soap production company that will be located in Ojodu Berger. We are in the soap making line of business to produce liquid soaps in commercial quantities. We are also in business to make profits at the same to give our customers value for ...
(PDF) Challenges of Supply Chain Integration: The Case of Soap and
Abstract The main objective of this study was to investigate the challenges of supply chain integration in Ethiopia soap and detergent manufacturing companies.
(PDF) Challenges of Supply Chain Integration: The Case of Soap and
The main objective of this study was to investigate the challenges of supply chain integration in Ethiopia soap and detergent manufacturing companies. To address the research objective, the quantitative survey approach was followed, and target unit of analysis of the study was 25 soap and detergent manufacturing companies.
Feasibility Study For Detergent Powder Production Project ...
This document provides a feasibility study and business plan for establishing a detergent powder production plant in Ethiopia with an annual capacity of 1,000 tons. It details the market potential and demand for detergent powder in Ethiopia, which is currently met through imports.
PDF Challenges of Supply Chain Integration: The Case of Soap and Detergent
This empirical study was conducted in Ethiopia Soap and detergent manufacturing firms to investigate the challenges of supply chain integration. The challenges with internal and external integration, the researcher adopt twelve critical challenges from literature and asked respondents to rank in accordance with their degree of effect.
PDF St. Mary's Universi
1.4.2 Specific Objectives. ific objectives are to:To identify the basic challenges that hinders the growth of Ethiopian soap. To investigate the impact of imported soap and detergents on domestic soap and detergent sector growth.
Soap Making Business Plan
This document provides a business plan for a soap making company called Sun Shine Industry located in Dire Dawa, Ethiopia. The company will produce laundry and aloe vera soap. Aloe vera soap is in high demand for its skin care benefits. The management team consists of 6 industrial engineering students. The company will utilize a partnership structure. Production will focus on bar soaps using ...
Soap Manufacturer Business Plan Example
Explore a real-world soap manufacturer business plan example and download a free template with this information to start writing your own business plan.

Building a Profitable Detergent Manufacturing Business: A Comprehensive How-To Guide

In this article, you will read:

Research and Planning

A Little Whispers

Factory Location and Building Selection

Manufacturing Process and Equipment

Raw Material Procurement

Quality Control and Testing

Marketing and Sales

Business Growth and Expansion

Final Takeaways

Written by:

Have A Demand? Or A Question?

How to Formulate a Moisturizing Facial Cleanser for Sensitive Skin: A Step-by-Step Guide

Crafting an Economical High-Foaming Handwashing Laundry Detergent: A Comprehensive Guide

Get In Touch

A Dedicated Supporting Team Standing By

Connect with us

Liquid Soap and Detergent Business Plan [Sample Template]

Suggested for You

A Sample Liquid Soap & Detergent Production Business Plan Template

2. Executive Summary

3. Our Products and Services

4. Our Mission and Vision Statement

5. Job Roles and Responsibilities

6. SWOT Analysis

7. MARKET ANALYSIS

8. Our Target Market

9. SALES AND MARKETING STRATEGY

10. Sales Forecast

11. Publicity and Advertising Strategy

12. Our Pricing Strategy

13. Startup Expenditure (Budget)

14. Sustainability and Expansion Strategy

Soap Making Business Plan Template

Soap Making Business Plan

What is a Soap Making Business Plan?

Why You Need a Business Plan for a Soap Business

Sources of Funding for Soap Businesses

Finish Your Business Plan Today!

Executive Summary

Company Analysis

Industry Analysis

Customer Analysis

Finish Your Soap Making Business Plan in 1 Day!

Competitive Analysis

Marketing Plan

Operations Plan

Management Team

Finish Your Business Plan Today!

OR, Let Us Develop Your Plan For You

Other Helpful Business Plan Articles & Templates

Challenges of Supply Chain Integration: The Case of Soap and Detergent Manufacturing Companies in Ethiopia

Challenges of Supply Chain Integration: The Case of Soap and Detergent Manufacturing Companies in Ethiopia

Related Papers

RELATED PAPERS

Don't bother with copy and paste.

Soap Manufacturer Business Plan

Executive Summary executive summary is a brief introduction to your business plan. It describes your business, the problem that it solves, your target market, and financial highlights.">

Keys to Success

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Company Ownership

Start-up Summary

Company Locations and Facilities

Product Description

Competitive Comparison

Sales Literature

Future Products

Market Analysis Summary how to do a market analysis for your business plan.">

Market Segmentation

Industry Analysis

Distribution Patterns

Competition and Buying Patterns

Main Competitors

Industry Participants

Target Market Segment Strategy

Market Needs

Market Trends

Market Growth

Strategy and Implementation Summary