Kangaroo Laundry and Dry-Cleaning Services Inc. Business Plan

Executive Summary Kangaroo Laundry and Dry-Cleaning Services Inc. (KLDC) is a laundry and dry-cleaning business entity located in the eastern suburbs of Sydney, Australia. The company offers both home-based and onsite laundry and dry-cleaning services. The business strategy is divided into four segments: pick and delivery, onsite, home-based services, and laundry equipment repair. The start-up cost of the business is $4 million and is expected to generate an annual net income of $1.8 million. The business seeks to exploit the economic recovery from Covid-19 and the increasing demand for online laundry services. The company expected to develop and sustain a competitive advantage by offering memorable washing experiences. Additional services like day-care, safe play spaces, family and group sections will provide value by ensuring customers always desire to wash with us. The business's key objectives are to double its number of employees within three years with a similar realization in revenue. The company will rely on its outreach channels to engage the market through online programs and community-based voluntary activities involving sports and environmental conservation.
  Introduction Kangaroo Laundry and Dry-Cleaning Services Inc. (KLDC) is a laundry and dry-cleaning business entity located in the eastern suburbs of Sydney, Australia. The company offers both home-based and onsite laundry and dry-cleaning services. The business strategy is divided into four segments: pick and delivery, onsite, home-based services, and laundry equipment repair. The pick and delivery segment involves clients ordering services through online and physical platforms the company will avail. When an order is placed, the customer prepares the load of laundry, and then it is picked by the company's agent, who delivers it at the company site for washing (Afifah & Hudin, 2018). Once the laundry is complete, the load is delivered where it was picked or at the place of the client's choosing. The pick and delivery services will have a geographical limit in the first two years of operation. The second segment involves a self-services strategy where clients carry their laundry to our company site and use our facilities to wash. The segment provides spaces for individual or grouped (family) washing to nurture family bonds and teamwork. In this segment, customers are charged based on laundry. Time spent washing, amounts of water, electricity, and detergents used alongside extra costs for ironing and in-house tailor services. The third segment caters to customers who would like their laundry done from home with our expertise. The services encompass professional cleaning of walls, windows, floors, carpets, and sofas. The decision to venture into the business was motivated by three main problems. Firstly, Australia (and the world) is recovering from the economic damages of Covid-19 that caused the loss of jobs and the closure of businesses. In the United States, Kharif and Yang (2020) found that one in six dry cleaning companies closed shop at the onset of Covid-19. The closure of businesses and loss of jobs coupled with increased expe...