| Before embarking on writing a business plan | | | | Pricing |
| for starting a car wash, a definition of what | | | | |
| a business plan is in order. A business plan | | | | The effects of pricing play a large role on |
| is a document to identify an opportunity, | | | | how your product is perceived in the |
| research why this opportunity is profitable | | | | marketplace. Price too low compared to the |
| and the steps needed to capitalize on the | | | | competition and your product could be |
| opportunity. The business plan can be a | | | | perceived as cheap and unreliable. Price too |
| formal document or it can be written on the | | | | high with the features and benefits of your |
| back of a napkin but the mere act of writing | | | | product and few customers come through the |
| the idea down forces you to get the idea out | | | | door. While this is a complex issue, here are |
| of your head and on paper which helps find | | | | a few things to keep in mind. |
| hidden business flaws and makes you think | | | | |
| carefully about each phase of your business. | | | | Make sure you can make a profit at whatever |
| | | | price you are selling at. |
| Creating a business plan is something anyone | | | | |
| can do, even if you don’t know anything | | | | If you want to have lower costs and |
| about business or finances. Even though the | | | | “get your foot in the door” it |
| business plan is critical to getting the idea | | | | may be better to offer discounts or coupons |
| off of the ground, many entrepreneurs | | | | initially until your business is better |
| procrastinate when it comes to preparing a | | | | known. |
| written plan. If you don’t know | | | | |
| anything about business or finances, this is | | | | Don’t be afraid to charge more for your |
| the best time to begin learning as the | | | | product or service than the competition if |
| chances of your business being successful | | | | you have something of more value to offer. |
| will be limited without this knowledge. Just | | | | |
| as a builder won't begin construction without | | | | Pricing is the easiest of the marketing mix |
| a blueprint, entrepreneurs shouldn't rush | | | | to change. You may find that a large |
| into new ventures without a plan. The old | | | | competitor will under price you to ensure you |
| saying that “those who fail to plan, | | | | can’t make a profit and your car wash |
| plan to fail” is very relevant when | | | | goes out of business. |
| talking about starting a business. | | | | |
| SBA’s statistics claim over half of new | | | | Management & Employees |
| businesses fail in the first three years and | | | | |
| the common factor is poor planning or | | | | In this section you would describe who is |
| under-capitalization (which is also poor | | | | going to manage the business on a daily basis |
| planning). | | | | as well as provide strategic direction (if |
| | | | these positions are separate). Each of these |
| Getting Started | | | | people need to have a brief biography |
| | | | included as well as a resume in the appendix. |
| The first step in creating a business plan is | | | | Try to show how the experience and education |
| just getting started. Writing the business | | | | of these people will be able to successfully |
| plan may seem overwhelming at first, but if | | | | execute the strategy in the business plan and |
| you break the plan down to bite sized pieces | | | | succeed. Many times the owner may not have |
| and work on one section at a time won’t | | | | the specific experience for this business, so |
| seem as daunting. Begin with what you know | | | | it is very important to pull their other |
| first and describe your business and your | | | | professional experience in and explain how it |
| product or services. Work towards the more | | | | will make for a successful operation. Next, a |
| difficult subjects such as marketing, | | | | brief explanation of the employees is in |
| operations and financials. Don’t worry | | | | order including: |
| about it being perfect now, just get the | | | | |
| concepts on paper - expand and refine later. | | | | What positions need to be filled |
| If you get stuck on a section in the plan, | | | | |
| skip it for now and come back later when you | | | | When they need to be filled (This is |
| have more details. | | | | important in developing financial projections |
| | | | as you may have some employees come on after |
| Who is your audience? | | | | you start) |
| | | | |
| When writing your car wash business plan, you | | | | How much they get paid (Be sure to calculate |
| need to keep in mind who your intended | | | | payroll taxes as well, estimate 15% if not |
| audience is and why you are writing the plan. | | | | sure) |
| Why? A plan for the bank will be less | | | | |
| interested in the exit strategy and return on | | | | It is also recommended to add the |
| investment than one for equity investors. | | | | professional and advisors to your business. |
| Additionally, a plan for written for internal | | | | These people include: |
| use will be different than one looking for | | | | |
| financing as a bank is not necessarily | | | | Board of directors |
| interested in detailed operations of the | | | | |
| business. | | | | Consultants |
| | | | |
| Structure | | | | Accountants |
| | | | |
| Business plans tend to have a lot of elements | | | | Attorneys |
| in common. While there is not a format that | | | | |
| all business plans follow, there are | | | | Bankers |
| generally accepted guidelines that most | | | | |
| follow as the order in which the subjects | | | | Mentors |
| flow are not random. The Business Description | | | | |
| of a business plan is aimed at painting a | | | | Operations & Location |
| picture of your business and why this | | | | |
| business will be successful. The Marketing, | | | | The operations and location section of the |
| Management and Operations sections are | | | | plan illustrates how you are going to make or |
| researched and a strategy of how your | | | | acquire your product and information about |
| business will compete and operate is | | | | your business location. |
| developed. Last financial projections show in | | | | |
| numbers what you explained in the business | | | | Operations – Explain how and where your |
| plan for the sales and expenses. | | | | products or services are made. A few points |
| | | | to include in your plan |
| Breaking these three major sections down even | | | | |
| further, a business plan consists of six key | | | | How does your car wash operate, what steps |
| components: | | | | are in your service? |
| | | | |
| Executive Summary | | | | Who are your suppliers? |
| | | | |
| Business Description | | | | What are the terms and lead time for this |
| | | | product? |
| Marketing | | | | |
| | | | Location – Location is where you will |
| Managers & Employees | | | | be doing business out of. If you are in the |
| | | | classic, I can’t get my location until |
| Operations & Location | | | | I get a loan so I can’t finish my |
| | | | business plan scenario, list what features |
| Financial Projections | | | | you are looking at in a building along with |
| | | | average prices or rents and pad that number a |
| In addition to these sections, a business | | | | little just in case. A few things to add: |
| plan should also have a cover, title page and | | | | |
| table of contents. | | | | Department of Transportation traffic count |
| | | | – most states have this information |
| How Long Should Your Business Plan Be? | | | | online to show how many vehicles pass your |
| | | | location each day. |
| The answer that nobody liked in school | | | | |
| applies to a business plan which is, | | | | Building description |
| “as long as it needs to be”. The | | | | |
| more complex a business or the more | | | | What is the size |
| sophisticated investors or funds requested | | | | |
| will increase the length of a plan. An | | | | Where is it located |
| average car wash business plan narrative | | | | |
| should be 4-15 pages plus financials and | | | | Specific reasons for this property |
| appendix items. | | | | |
| | | | Proximity to suppliers, roads, airports, |
| Business Plan Outline | | | | railroads, and shipping centers, etc. |
| | | | |
| Executive Summary | | | | Zoning |
| | | | |
| The executive summary is the first part of | | | | Average utilities – Be sure to get the |
| the business plan but is the last to be | | | | last 12 months from the electric company if |
| written. It gives the reader a quick glance | | | | the building had been occupied. This could be |
| of what your business proposal is about and | | | | an expensive lesson from a dishonest |
| what you are asking for. This part is | | | | landlord. If you are opening a new location, |
| critical as most readers will scan this | | | | try to talk with other car wash operators in |
| section before deciding whether to read | | | | a non-competitive area to get a estimate |
| further. | | | | |
| | | | Add pictures to the appendix |
| The executive summary should typically be | | | | |
| about one-half of a page in length and | | | | Add a floor plan to the appendix |
| include what you would cover in an elevator | | | | |
| pitch such as: | | | | Purchase price or monthly rent/lease |
| | | | |
| Explain the condensed version of the business | | | | Include sales/rent/lease agreement in |
| concept | | | | appendix |
| | | | |
| Product description or service proposition | | | | If building or renovating be sure to include |
| | | | quotes as this is an area frequently |
| This section should emphasize any unique | | | | underestimated in costs. |
| features or benefits that what is currently | | | | |
| in the industry or area, aka why would | | | | Financial Projections |
| someone buy your product over the | | | | |
| competition. | | | | Financial projections are placed at the end |
| | | | of your business plan, before the appendix |
| The demographics of your market | | | | but it a very critical piece to the plan. The |
| | | | three must-have financial statements are a |
| The Management team | | | | cash flow statement, a profit and loss |
| | | | statement and a balance sheet. The |
| When the anticipated start date is | | | | information already provided in the narrative |
| | | | portion of the business plan must match the |
| Your equity position | | | | financial projections. Most financial |
| | | | projections are three years in length. It is |
| How much are you asking for | | | | a good idea to include a Notes & |
| | | | Assumptions to Financial Projections page to |
| Concise is the key in the executive summary. | | | | both help make sure all of your numbers come |
| You will go into more detail later in the | | | | through and provide an itemized list to |
| business plan. | | | | provide clarity for the reader. |
| | | | |
| Business Description | | | | Notes & Assumptions to Financial |
| | | | Projections |
| The purpose of the business description is to | | | | |
| objectively describe the car wash business | | | | Loans |
| details and future potential include: | | | | |
| | | | Break out each loan (building, equipment, |
| Mission | | | | inventory) |
| | | | |
| What the business does | | | | Amount |
| | | | |
| Description of products and/or services | | | | Interest rate |
| | | | |
| Industry information | | | | Length |
| | | | |
| Business Organization | | | | And any monthly costs not discussed in |
| | | | business plan narrative |
| Status of the business (start-up, expansion | | | | |
| or purchasing) | | | | Cost of goods/inventory |
| | | | |
| Current and future goals | | | | Advertising |
| | | | |
| Any facts or figures should be noted and | | | | Employee wages |
| sources included in the business plan. This | | | | |
| information is important should you need to | | | | Insurance |
| defend your data and assumptions. The | | | | |
| business description is where you are trying | | | | License & fees |
| to paint a picture of the potential of your | | | | |
| business along with the facts to support it. | | | | Miscellaneous |
| Try to inject energy and excitement to get | | | | |
| the reader enthusiastic about the idea, | | | | Professional fees |
| without going overboard of course. | | | | |
| | | | Rent/property taxes |
| After describing the business, it is time to | | | | |
| describe and additional products or services | | | | Repairs & maintenance |
| your car wash is selling. Keep in mind that | | | | |
| it is important to show how your products and | | | | Supplies |
| services are better than the competition. If | | | | |
| you don’t have a good answer than you | | | | Telephone |
| should rethink your strategy. What is it | | | | |
| about your car wash that is going to get the | | | | Utilities |
| customer to change doing business with the | | | | |
| competition? | | | | Vehicle expense |
| | | | |
| Marketing | | | | Etc. |
| | | | |
| A very important part of your business plan | | | | Anything else that needs to be explained in |
| is the marketing section. Regardless of the | | | | the financials that is not in the narrative |
| quality of your products and your services, | | | | |
| your business will be lost in the clutter of | | | | Financial Projection Sections |
| advertising. If you don’t know your | | | | |
| customers, how will they ever find you? All | | | | Startup Expenses – These are all |
| of this begins with doing some research. | | | | expenses you will incur prior to opening your |
| | | | car wash. It is recommended to have quotes |
| Customers: Who Is Your Market | | | | available or in the appendix for the larger |
| | | | items. It is also recommended that you pad |
| The first step is to determine who you are | | | | your numbers some as there will always be |
| going to sell to by identifying common | | | | unexpected expenses that were not accounted |
| characteristics of your market such as age, | | | | for. |
| income, race, religion, education, interests | | | | |
| and/or geographic locations. While everyone | | | | Sources and Uses of Funds – This |
| will want to wash their car product how are | | | | section details how the loan money will be |
| you going to effectively advertise to | | | | used (inventory, car wash equipment, repairs |
| everyone and still make a profit? What you | | | | and improvements, working capital, etc) and |
| need to do instead is determine the group or | | | | who is providing it (bank, investor or |
| groups of people who are most likely to use | | | | owner). You will likely need to be injecting |
| your car wash services and market to them. | | | | 20% of your own money and maybe more |
| After all you are trying to generate a | | | | depending on the risk assessment of the |
| positive return on your marketing dollars, so | | | | business and your personal finances. |
| use them wisely. | | | | |
| | | | Cash Flows - The cash-flow statement is one |
| Competition | | | | of the most important pieces of your business |
| | | | plan. It shows a schedule of the money coming |
| In today's ultracompetitive marketplace, | | | | into the business and expenses that need to |
| there is going to be competition, no matter | | | | be paid and whether you have enough cash to |
| how creative your business concept is. | | | | sustain the business gained during the warm |
| Attempting to run a portion of your car wash | | | | month to cover the costs during the winter |
| business better than the competition may be a | | | | months. Every part of your business plan is |
| difficult challenge so it is often better to | | | | important, but none of it means a thing if |
| focus on planning on being different and | | | | you run out of cash. Should this number be |
| competing with them less directly. Can you | | | | negative, you either need to raise sales, |
| serve a particular market niche such as the | | | | reduce expenses or have more cash. Your cash |
| elderly that isn’t being looked at? Can | | | | flow statement will typically be three years |
| you identify a unique operations/marketing | | | | in length with the first year analyzing the |
| distribution strategy with a mobile approach? | | | | monthly figures and later years by quarter. |
| Even if you don’t have direct | | | | Don’t be intimidated with the cash flow |
| competition in your area meaning someone | | | | statement as it is merely a future look into |
| selling the same or similar products | | | | your checking account. |
| services, you will have indirect competition | | | | |
| for replacement products/services. If you | | | | Profit & Loss – This statement, |
| indicate in your plan there is no competition | | | | while similar to the cash flow statement but |
| it will be viewed that there is either no | | | | illustrated annually looks at the effects of |
| market for your product or you have not done | | | | non-cash charges such as depreciation and |
| your research. | | | | amortization to get an accounting overview of |
| | | | the operations of your business. |
| Optimally you will want information on at | | | | |
| least three but no more than five | | | | Balance Sheet – The balance sheet is a |
| competitors. List information about who they | | | | summary of the value of all assets, |
| are, how long they have been in business, | | | | liabilities and equity for an organization at |
| location, products or services offered, | | | | the end of each year. A balance sheet is |
| perception on pricing, quality, etc. and | | | | often described as a "snapshot" of |
| compare your advantages and disadvantages. If | | | | a company's financial condition and will show |
| the information you are looking for is not | | | | the value of the business over time. |
| available online, you may need to pretend you | | | | |
| are a customer to get some of this | | | | Personal Financial Statement – If you |
| information. | | | | are looking at bank financing every person |
| | | | who will have a 20% or more ownership |
| Distribution - How Will You Get the Product | | | | position will need to provide a personal |
| To The Customer: By looking at who your | | | | financial statement to show how effective |
| market and competition is, you will have an | | | | they are at managing your money. This |
| idea of how to get your product to them. | | | | statement will show your assets (checking |
| Perhaps through your research you will find a | | | | & savings accounts, cd’s ira, 401K, |
| strategic advantage to serve the customer | | | | valuables, home, vehicle, etc) as well as |
| that the competition does not. | | | | assets (mortgages, credit card bills, |
| | | | installment accounts, etc) |
| Promotional Strategy | | | | |
| | | | Appendices |
| With the above steps researched, the | | | | |
| promotional strategy follows. The promotional | | | | Appendix items are various pieces of |
| strategy is where most entrepreneurs fail as | | | | information that help make your case. Include |
| they use the blanket statement that they are | | | | details and studies used in your business |
| going to advertise in the newspaper, radio | | | | plan; for example: |
| and/or television without thinking through | | | | |
| the process or the customer. The promotional | | | | Quotes for items over $500 |
| strategy provides you a map of how you are | | | | |
| going to reach your market in the most | | | | Resumes of the management team |
| efficient manner possible. Advertising is | | | | |
| expensive, use it wisely. | | | | Industry research |
| | | | |
| Sales Projections | | | | Demographic data and trends |
| | | | |
| On of the more difficult areas of the | | | | Maps/floorplans/blueprints of location |
| business plan is coming up with sales | | | | |
| projections. This number is probably going to | | | | Leases and contracts |
| be wrong and that’s ok. What you want | | | | |
| is a figure backed up with justifiable data. | | | | Letters of support |
| Just grabbing a number out of the air saying | | | | |
| you will make $300,000 won’t work. | | | | There is a lot to creating your business plan |
| There are many sources to help come up with | | | | but will definitely make your business |
| this number including: | | | | stronger. While it may seem easier to have |
| | | | someone else write your plan, there is no |
| Industry journals | | | | substitute to writing it yourself. This is |
| | | | your business and by writing it yourself you |
| Trade groups | | | | will have a better understanding of your |
| | | | business and strategies for success. There |
| Car washes in similar demographic areas | | | | are also many free business plan templates |
| | | | and workbooks available on the web to help |
| Industry experts | | | | you get started. You can use these to help |
| | | | get started creating your business plan and |
| Census data | | | | then modify it for your car wash business. |
| | | | |