Group 1 marketing plan ness press carwash 3a

MARKETING PLAN
Submitted by:
Chino M. Abela
Gigi B. Alba
Pia F. Mejia
Sugar F. Tanco
with the special participation of:
Macki A. Cosgayon

of 61
INTRODUCTION .................................................................................................... 5
History.........................................................................................................................6
Trade Name and Logo............................................................................................7
EXECUTIVE SUMMARY.......................................................................................... 8
STRATEGIC SITUATION SUMMARY....................................................................... 9
Target Market............................................................................................................9
GEOGRAPHICS........................................................................................................................... 9
DEMOGRAPHICS......................................................................................................................10
GENDER: ..............................................................................................................................................10
AGE ......................................................................................................................................................11
INCOME ...............................................................................................................................................11
PROFESSION/OCCUPATION.............................................................................................................11
PURPOSE ..............................................................................................................................................11
CUSTOMER PREFERENCES .......................................................................................................11
CUSTOMER BUYING HABITS.....................................................................................................11
SIZE AND GROWTH ESTIMATES ................................................................................................12
DISTRIBUTION CHANNELS.........................................................................................................12
ANALYSIS OF KEY COMPETITORS............................................................................................13
BRAND COMPETITORS.......................................................................................................................13
FUNCTIONAL COMPETITORS.............................................................................................................17
Segmentation, targeting, and positioning.........................................................18
SEGMENTATION........................................................................................................................18
TARGETING................................................................................................................................18
POSITIONING STRATEGY ..........................................................................................................19
SWOT Analysis .........................................................................................................20
STRENGTHS ................................................................................................................................20
WEAKNESSES .............................................................................................................................21
OPPORTUNITIES.........................................................................................................................22
THREATS .....................................................................................................................................22
PESTE Analysis..........................................................................................................23
POLITICAL FACTORS.................................................................................................................23
ECONOMIC FACTORS .............................................................................................................24
SOCIO CULTURAL FACTORS....................................................................................................25
TECHNOLOGICAL FACTORS ...................................................................................................26
ENVIRONMENTAL FACTORS ....................................................................................................26
Marketing Mix..........................................................................................................28
PRODUCT AND PRODUCT LEVELS ..........................................................................................28
CORE PRODUCT.................................................................................................................................28
BASIC PRODUCT.................................................................................................................................28
EXPECTED PRODUCT..........................................................................................................................28
AUGMENTED PRODUCT ....................................................................................................................28
POTENTIAL PRODUCT.........................................................................................................................28
PRICE .........................................................................................................................................29
PRICING ...............................................................................................................................................29
NET COST .............................................................................................................................................30
TARGET RETURN ..................................................................................................................................30

of 61
BREAKEVEN INCOME.........................................................................................................................30
MAJOR PRICING DECISIONS............................................................................................................31
PLACE ........................................................................................................................................31
CHANNELS OF DISTRIBUTION ............................................................................................................31
PROMOTION .............................................................................................................................31
MEDIA:..................................................................................................................................................31
PUBLICITY: ............................................................................................................................................32
PERSONAL SELLING AND DIRECT MARKETING: .............................................................................32
SALES PROMOTIONS: .........................................................................................................................32
OBJECTIVES FOR TARGET MARKET.................................................................... 33
Market Position .......................................................................................................33
Sales..........................................................................................................................33
Profits ........................................................................................................................34
MARKETING PROGRAM POSITIONING STRATEGY ........................................... 35
Product ....................................................................................................................35
POLICY.......................................................................................................................................35
STRATEGY ..................................................................................................................................35
VALUE PROPOSITION .................................................................Error! Bookmark not defined.
Distribution...............................................................................................................36
POLICY.......................................................................................................................................36
STRATEGY ..................................................................................................................................36
Price..........................................................................................................................37
POLICY.......................................................................................................................................37
STRATEGY ..................................................................................................................................37
Promotion strategy.................................................................................................38
POLICY.......................................................................................................................................38
STRATEGY ..................................................................................................................................38
MARKET RESEARCH ............................................................................................ 43
Financial performance..........................................................................................43
SALES..........................................................................................................................................43
MARKET POSITION ....................................................................................................................45
CUSTOMER SATISFACTION.......................................................................................................45
QUALITY................................................................................................................................................45
SERVICE................................................................................................................................................46
PRICE ....................................................................................................................................................46
FORECASTS AND BUDGETS................................................................................ 47
Breakeven Analysis ................................................................................................47
Sales Forecast .........................................................................................................47
Expense forecast....................................................................................................48
Budget for Promotion ............................................................................................49
MEDIA:.......................................................................................................................................49
SOCIAL MEDIA....................................................................................................................................49
TELEVISION AND RADIO ....................................................................................................................49
PUBLICITY:..................................................................................................................................49

of 61
PERSONAL SELLING AND DIRECT MARKETING:.....................................................................54
SALES PROMOTIONS: ...............................................................................................................56
DISCOUNTS..........................................................................................................................................56
PROMOS ..............................................................................................................................................57
MONITORING ..................................................................................................... 58
Tools..........................................................................................................................58
CONTINGENCY PLANNING............................................................................... 59
Difficulties and Risks................................................................................................59
NEW COMPETITION..................................................................................................................59
PROBLEMS.................................................................................................................................59
Contingency measures.........................................................................................60
CONTINGENCY PLANS ............................................................................................................60
INCREASED COMPETITION................................................................................................................60
UNFAVORABLE BUSINESS CLIMATE..................................................................................................60
NATURAL CALAMITIES........................................................................................................................60
REMEDIAL MEASURES...............................................................................................................61
EXIT STRATEGY...........................................................................................................................61

of 61
VALUE PROPOSITION
Ness Press Carwash gives you the greatest gift there is, the time to do
the things you want to do.
Nowhere else can customers have the convenience of being able to
do the things they need and want to do while their vehicles are being
pampered by the well trained, courteous, and honest staff of Ness
Press Carwash.
They can shop, watch a movie, meet friends, eat, and enjoy
themselves in the comfort of the largest mall in Roxas City while their
precious vehicles are being pampered and cared for by the best
hands in the business.
Ness Press Carwash is located inside Robinsons Place Roxas, one of the
newest and the largest mall in Roxas City, with several restaurants,
movie theatres, department stores, entertainment centers, shops, and
stores under its spacious roof.

of 61
INTRODUCTION
HISTORY
Ness Press Carwash came about from an idea that its owner, Ness
Vargas, had a couple of years before during a discussion among
friends.
Being a car enthusiast, Mr. Vargas was always meticulous when it
came to his vehicle, especially the periodic washing his car received.
He knew that regular vehicle washing was not only for aesthetic
purposes, but also lengthened the lifetime of the vehicle.
He has visited and tried all the carwashes in Roxas City but was never
content with the level of consistency of service his prized possession
received. Most carwashes provided good service, but sometimes, he
would be disappointed by the service he received on his next visit. He
was in search of a carwash that could provide good service
consistently and his search had so far been in vain.
In his conversations with other vehicle owners, Mr. Vargas realized that
there was a market for a carwash that could offer consistently
excellent service at a reasonable price. Mr. Vargas set out to provide
a service with that particular idea in mind: Consistent Good Service.
When Robinsons Place Roxas opened, Mr. Vargas decided to grab
the opportunity to implement his idea. Having a carwash inside a
large mall would have the added benefit of convenience to his
customers, similar to what was being done in Metro Manila and Iloilo,
where customers could do their business and leisure time in the mall,
while leaving their vehicles at the carwash to be pampered with
―consistent good service‖ as expected by every vehicle owner.
So, Mr. Vargas, brimming with a great idea and armed with an
entrepreneurial spirit, passed his proposal to Robinsons Place Roxas
and was fortunate to be chosen among the many applicants for the
same business enterprise.
Ness Press Carwash opened for business in December 2014 and has
been consistently giving excellent service to its customers ever since.

of 61
TRADE NAME AND LOGO
The name NESS PRESS CARWASH is a portmanteau of the name of the
owner ―Ness‖ and ―express‖.
The logo is a 50s inspired design, drawing from the era of flashy neon
graphics and sleek cars, reminiscent of a time when cars were meant
to last forever and were often considered part of the family.
The stylized A is a graphical representation of the compass and
square, the symbols of Freemasonry, of which Mr. Vargas is a proud
member.

of 61
EXECUTIVE SUMMARY
Ness Press Carwash intends to be the alternative venue for quality and
affordable car care services at the most convenient location. It is
located within Robinsons Place Roxas, one of the newest and largest
malls in Roxas City, where customers can shop, wander, relax, or
watch movies while waiting for their vehicles to be serviced and
where they can be assured of the safety and security of their vehicles.
Its tagline ―we give the best handjob in Roxas‖, referring to its washing
and waxing services, is catchy and humorous, creating a buzz without
being offensive.
Ness Press Carwash differentiated itself from its competitors by
focusing on the convenience it can offer to its customers by being
located inside a mall without sacrificing the quality and efficiency of
its services.
As of June of 2015, the company has captured 23% of the local
market since its opening in December of 2014 and intends to increase
its market share to 40% within a year of its start of operations, steadily
increasing sales and revenues by offering a wider range of services
and packages to cater to a broader market segment, from low
income customers like public utility vehicles to higher income
customers.
Mission: To be a positive contributor to the increase of the quality
of life for the Capizeño vehicle owner through the best
quality car care.
Vision: To be the dominant Go-To carwash service in Roxas City.
Core Values:
1. Belief in consistent delivery of quality service.
2. Belief in nurturing a work environment based on mutual
respect, collaboration, and overall development of
employees.
3. Belief in profitability through hard work, sincerity, honesty,
and fairness.

of 61
STRATEGIC SITUATION SUMMARY
This section will provide an overview of the market for the services of
the company, including an analysis of its key competitors as well as
SWOT and PESTE analyses in order to better formulate a marketing
plan suited for the company.
TARGET MARKET
In addition to mallgoers and visitors from neighboring municipalities,
there are two (2) nearby vehicle dealerships in the area, AVESCOR
Motors, Inc., a dealer of Mitsubishi vehicles, and Toyota Motors, Inc.,
not to mention vehicles of various brands like Kia, Hyundai, Chevrolet,
and Suzuki being showcased inside the mall premises.
The public terminal, located a stone’s throw away, is a rich source of
vehicles for cleaning, with public utility jeeps, vans for hire, and
tricycles.
Market research has shown that the area caters to the following
target market in the proportion shown below.
Market research conducted on the market show the following
geographic, demographic, and behavioural factors:
GEOGRAPHICS
The immediate geographic target market is the southern portion of
Roxas City comprising the following:
Individuals
Companies
PUVs
Bicycles
Motorcycles
Target Market
Individuals
Companies
PUVs
Bicycles
Motorcycles

of 61
Barangays:
1. Lawaan
2. Bolo
3. Loctugan
4. Punta Tabuc
5. Cagay
6. Sibaguan
7. Balijuagan
Municipalities:
1. Panitan
2. Ivisan
Due to the prestige of the mall, being the largest in the area, residents
from all over the city and the province frequent it, widening the
geographical area covered by the carwash. Moreover, visitors from
neighboring municipalities and provinces like Aklan and Iloilo who visit
the mall also form part of the desired target market.
Showroom vehicles on display at the nearby vehicle dealerships and
inside the mall, although small in number, provide a steady stream of
customers.
DEMOGRAPHICS
Gender:
Male: 75% Female: 25%
Sales
Male
Female

of 61
Age
22 to 73 years old
Income
Monthly income of P20,000 and above
Profession/Occupation
1. Professionals
2. Employees
3. Entrepreneurs
4. Retirees
5. Expatriates
6. Housewives
7. Public Utility Vehicle drivers
8. Students
Purpose
1. Mallgoers
2. Out of town Visitors
3. Carwash
CUSTOMER PREFERENCES
1. Quality cleaning
2. Efficient service
3. Courteous and friendly staff
4. Value for money
5. Convenience
CUSTOMER BUYING HABITS
 Mallgoers who leave their vehicles at the carwash to be
washed while they go to the mall to shop, watch a movie, or do
business there.
 Busy executives and professionals working in the mall or nearby
areas.
 Students with high disposable incomes with vehicles of their
own.

of 61
 Car enthusiasts who require a higher level of detailing
 People with no house helpers
SIZE AND GROWTH ESTIMATES
Vehicle sales surged 21% in the first half of 2015, according to CAMPI.
This translates to more than 22,000 additional vehicles on Philippine
roads.1 In the local scene, vehicle companies and dealers have been
experiencing brisk sales in the Province of Capiz, with unofficial reports
saying that Chevrolet, which does not have a local dealer in the area,
selling a record 18 units in a single month after displaying its vehicles
inside Robinsons Place Roxas.
Demand for the services of the company is expected to increase
along with the increase in the number of vehicles purchased.
DISTRIBUTION CHANNELS
Retail – at present the company only has a single channel for the
distribution of its services, its main and only retail outlet at
Robinsons Place Roxas. At present, there is no plan to expand its
1 http://www.autoindustriya.com/auto-industry-news/campi-auto-sales-surged-21-
in-first-half-of-2015.html

of 61
reach, however, if the market will appear to be robust, a new
branch might be considered.
ANALYSIS OF KEY COMPETITORS
Brand Competitors
1. Smirky’s Carwash
Location Arnaldo Boulevard, Barangay Tanque, Roxas City
Distances (in kms.)
Robinsons Place Roxas 2.500 Gaisano City Roxas 0.500
City Hall 0.200 Gaisano Marketplace 1.500
Provincial Capitol 0.500 City Mall 1.000
Size
Washing Bays 5
Underchassis Wash Bays 1
Other Bays 0
Target Market
Young professionals, relatives and friends of owners, amateur car
enthusiasts
Strengths
Integrated coffeeshop
Nearby restaurant, carinderia, and lechon manok outlet
Near Mercury Drug
Near rear entrance to Injap Supermart
Sells car accessories
Accepts minor repairs and car accessories installation
Easy access to public transportation
500 meters away from Gaisano City
Weaknesses
Narrow entrance, easily blocked
Tight parking area
Narrow pathways between bays
Limited space, cannot accommodate waiting vehicles
Pricelist:
Package Small Medium Large
Bronze P80.00 P90.00 P100.00
Body Wash
Tire Black
Silver P100.00 P120.00 P140.00
Body Wash
Tire Black
Vacuum
Dashboard and Door Trims
Protectant
Engine Wipe
Gold P140.00 P160.00 P200.00
Body Wash
Tire Black
Vacuum
Protectant
Engine Wipe
Under Chassis Wash
Platinum P220.00 P300.00 P380.00

of 61
Body Wash
Tire Black
Vacuum
Protectant
Engine Wipe
Under Chassis Wash
Hand Wax
Diamond P375.00 P465.00 P540.00
Body Wash
Tire Black
Vacuum
Protectant
Engine Wipe
Under Chassis Wash
Machine Wax
Star P420.00 P485.00 P555.00
Body Wash
Tire Black
Vacuum
Protectant
Engine Wipe
Under Chassis Wash
Machine Wax
Galactic Wash P460.00 P590.00 P620.00
Body Wash
Tire Black
Vacuum
Protectant
Engine Wipe
Under Chassis Wash
Machine Wax
Asphalt Removal
Motorcycle Shine P40.00 P50.00 P60.00
Body Wash
Motorcycle Blast P50.00 P60.00 P70.00
Body Wash
Tire Black
Body Wax
Tricycle Splash P50.00
Body Wash
Tire Black
2. Yngcong Carwash and Paint Works
Location Bilbao Street, Inzo Arnaldo Village, Roxas City
Distances (in kms.)
Size
Washing Bays 4
Other Bays 0
Target Market
Amateur car enthusiasts, second hand car dealers, relatives and friends of
owner
Strengths
Integrated restaurant
Painting and body repair services
Wide space for maneuvering and waiting vehicles

of 61
Weaknesses
Out of the way
Dirt road
Use of deep well water for washing
Pricelist:
Services Small Medium Large
Extra
Large
Body Wash P100.00 P120.00 P130.00 P140.00
Under Chassis Wash (Spray) P50.00 P70.00 P80.00 P100.00
Underchassis Wash (With
Brush)
P100.00 P120.00 P130.00 P150.00
Vacuum P50.00 P70.00 P80.00 P100.00
Engine Wash P250.00 P250.00 P250.00 P300.00
Asphalt Removal P80.00 P100.00 P120.00 P150.00
Motorcycle P50.00 P50.00 P50.00 P50.00
Tricycle P55.00 P55.00 P55.00 P55.00
Carpet Laundry P1,800.00 P2,000.00 P2,200.00 P2,400.00
Interior Detailing P2,800.00 P3,000.00 P3,200.00 P3,500.00
Exterior Detailing P2,500.00 P2,800.00 P3,000.00 P3,200.00
Detailing Package P5,000.00 P5,300.00 P5,700.00 P6,200.00
3. Carligo Auto Detailer
Location Fuentes Drive, Roxas City
Distances (in kms.)
Size
Washing Bays 5
Other Bays 2 service bays
Target Market
Serious car enthusiasts, second hand car dealers, professionals, nearby
employees and residents, relatives and friends of owner
Strengths
Integrated restaurant
Integrated service center
Experienced staff
Sells vehicle parts and accessories
Installs vehicle parts and accessories
Accepts painting and repair jobs
Weaknesses
One way street, requiring a long turnaround time
Heavy traffic area
Tight spaces
Limited space for waiting vehicle
Use of deep well water for washing
Pricelist:
Services Small Medium Large Extra Large
Body Wash P80.00 P90.00 P100.00 P120.00
Vacuum P60.00 P70.00 P80.00 P100.00
Premium Foam Wash P140.00 P160.00 P180.00 P200.00
Underchassis Spray Wash P60.00 P70.00 P80.00 P100.00
Underchassis Brushing P250.00 P250.00 P300.00 P300.00
Motorcycle P50.00 P50.00 P60.00 P80.00
Packages
Body Shine P250.00 P300.00 P350.00 P400.00
Foam Wash
Tire Black
Vacuum

of 61
Armor all
Airdry
Underchassis Spray Wash
Hand Wax
Whole Body Cleaning P300.00 P350.00 P400.00 P450.00
Foam Wash
Tire Black
Vacuum
Armor all
Airdry
Engine Wash with Degreaser
and Airdry
Brilliant Shine and Paint
Conditioning
P350.00 P420.00 P490.00 P540.00
Premium Foam Wash
Tire Black
Vacuum
Armor all
Airdry
Asphalt Removal
Machine Wax
Interior Deep Cleaning and Odor
Elimination
P380.00 P430.00 P480.00 P530.00
Premium Foam Wash
Tire Black
Vacuum
Armor all
Airdry
Leather Seats
Conditioning/Fabric Seats
Removal and Installation
Hand Wax
Full Service, Semi Detailed
Showcar Finish
P490.00 P560.00 P630.00 P700.00
Premium Foam Wash
Tire Black
Vacuum
Armor all
Airdry
Underchassis Brushing
Asphalt Removal
Engine Wash with Degreaser
and Airdry
Machine Wax
4. DSA Carwash
Location Barangay Lawaan, Roxas City
Distances (in kms.)
Size
Washing Bays 1
Other Bays Motorcycle bay
Target Market
Motorcycles and tricycles, nearby residents and employees
Strengths
Cheap rental
Minimal staff
Easy access to public transportation, both local and province

of 61
Weaknesses
Minimal equipment
Limited service offerings
Limited space
Non professional staff
Far from business district
Pricelist:
Services Small Medium Large Motorcycle
Per item
Body Wash P100.00 P120.00 P50.00
Underchassis Washing P100.00 P100.00
Vacuum P100.00 P100.00
Tire Black - -
Engine Wash P150.00 P150.00
Hand Wax P150.00 P200.00
Package
Body Wash P200.00 P250.00
Underchassis Wash
Vacuum
5. KM1 Carwash
Location Barangay Lawaan, Roxas City
Distances (in kms.)
Size
Washing Bays 4
Other Bays 1 motorcycle bay
Target Market
Strengths
Easy access to public transportation
Wide bays
Weaknesses
Non professional staff
Limited services offered
L:ack of waiting area for customers
Pricelist
Per item Small Medium Large Motorcycle
Body Wash P100.00 P120.00 P50.00
Underchassis Washing P100.00 P100.00
Vacuum P100.00 P100.00
Tire Black - -
Engine Wash P150.00 P150.00
Hand Wax P150.00 P200.00
Package
Body Wash P200.00 P250.00
Underchassis Wash
Vacuum
Functional Competitors
 Household help
 Streetside carwashes

of 61
 Gasoline stations (only Mirola Petron Gasoline Station at Roxas
Avenue and Viterbo Shell Service Station at Lawaan offer this)
SEGMENTATION, TARGETING, AND POSITIONING
SEGMENTATION
Market research has identified the following market segments:
 Class A and B – monthly income of P150,000.00 and more
 Class C – monthly income from P50,000.00 to P150,000.00
 Class D – monthly income from P15,000.00 to P50,000.00
 Class E – monthly income from P5,000.00 to P15,000.00
 Motorcycle Owners
 Tricycle drivers and operators
 Public Utility Vehicle owners and operators
 Bicycle Owners
 Students
TARGETING
The company caters to the following market segments:
Market Segment Percentage
Class A and B 12%
Class C 36%
Class D 22%
Class E 0
Motorcycle Owners 11%
Tricycle drivers and operators 2%
PUV drivers and operators 3%
Bicycle owners2 5%
Students 9%
2 Weighted average, bicycles are charged 50% of usual rate for vehicles.

of 61
POSITIONING STRATEGY
The company has positioned itself as the leader in the following
aspects of the business:
Consistent Quality Service
Ness Press Carwash is known for providing consistent quality vehicle
care. The level of competence, efficiency, attention to detail, and
honesty remains the same as the last visit by a customer.
This is achieved by extensive and periodic training on cleaning
methods, updates on new techniques and procedures, and
emphasis on customer relations for staff and employees.
Efficient and Courteous Service
Ness Press Carwash is known for its personal touch with its customers.
A detailed database of all customers that includes the services
availed of, feedback, and other preferences is made accessible to
all its employees for easy reference.
Convenience for customers
Ness Press Carwash is the only carwash located within a mall, with all
the conveniences that includes. All the amenities that Robinsons
Class A and
B
Class C
Class D
Class E
Motorcycle Owners
Tricycle
Drivers and
Operators
PUV
Drivers and
Operators
Bicycle
Owners
Students
Segmentation
Class A and B
Class C
Class D
Class E
Motorcycle Owners
Tricycle Drivers and Operators
PUV Drivers and Operators
Bicycle Owners
Students

of 61
Place Roxas provides to its customers are also available to the
customers of the carwash.
SWOT ANALYSIS
STRENGTHS
The company has the following internal factors working in its favour:
1. Clean water – Ness Press Carwash only uses water sourced from the
local water district instead of from a deep well or rainfed reservoirs.
This ensures a steady supply of clean water not dependent on
rainfall or the water table. Using filtered water ensures that vehicles
cleaned are free of water spots and other chemical residues which
result from using hard water sources such as a deep well and
rainwater that have high mineral contents.
2. Moderate barrier to entry for competitors – Robinsons Mall Roxas
allows only a single carwash on its premises. However, there is no
such restriction outside, at the Pueblo de Panay subdivision.
3. Convenience for mallgoers – being the closest carwash in the area
and located within the premises of the mall itself is a strong
incentive for mallgoers to have their vehicles washed at Ness Press
Carwash. Mallgoers can leave their vehicles at the carwash while
they shop at the mall.
4. Covered by mall promotions and activities – Robinsons Mall Roxas
conducts regular mall promotions and activities to draw in
mallgoers. These contribute to increased sales for the carwash.
Historical data show that there is an average 30% increase in
services during mall events.
5. Spacious parking – The mall has ample parking space for 800
vehicles and 200 motorcycles,3 more than enough for its current
needs.
6. Guaranteed parking space – in the event of a crowded mall, the
carwash has five (5) parking slots allotted to it which can be used
by vehicles which have already been washed. There are an
additional 20 parking slots that customers may use beside the
carwash.
7. Safety and Security – vehicles left with the carwash are watched
over by its staff until they are claimed. Also, the mall has 24/7
3 http://www.robinsonsmalls.com/malls_roxas.php

of 61
security and CCTV cameras to safeguard its premises, including
vehicles within.
If a customer needs to retrieve his vehicle after the close of
business hours, the keys to the vehicle are left with the security
guard on duty at the mall, with a detailed description of the
customer from the database, from whom the customer can get his
keys.
8. Notification by SMS – owners of vehicles are informed by SMS when
their vehicles are ready to be picked up or if they have instructions
for delivery.
9. Scheduling and reservation via SMS or call – customers can
schedule the washing of their vehicles via SMS or by calling the
carwash to eliminate delays.
10.Well trained employees – Ness Press Carwash employees are
trained extensively before they are allowed to touch a vehicle,
going through a rigorous training process and evaluation. Their
training is periodically done to update them on new cleaning
methods and to further emphasize the need for customer relations
and internal marketing methods.
11.Strong brand loyalty – the company derives most of its market from
repeat customers who have been satisfied with the services it has
provided.
12.Uninterruptible service – Robinsons Place Roxas’ generators allow
Ness Press Carwash to operate even during electrical power
interruptions. During scheduled power interruptions, business has
been noted to increase.
WEAKNESSES
The company has the following internal factors working against it:
1. Target market is limited to a small area – the market for the
company is limited to mallgoers who bring their cars to the mall. It
does not have branches or franchises that could capture a
broader area.
2. Mall policies – the internal policy of Robinsons Mall Roxas prohibits
the cross marketing of other goods and services for its tenants. This
limits the options of the company to car wash services only,
eliminating plans for future expansion into the lucrative market for
car parts and accessories and car servicing.

of 61
3. Low visibility signs – the mall has a policy regarding the size and
placement of signs for its tenants, guaranteeing equal exposure for
all. This limits the amount of signs, streamers, and advertising the
company can put up for itself.
4. Low capitalization – the company is a sole proprietorship, with no
access to investors who would require a share in the company. It is
limited to the resources of its owner and future sales.
5. Need for constant volume of sales to justify number of employees –
the company has six (6) full time employees, including its cashier. It
requires a minimum weekly gross income of P15,000 to break even.
OPPORTUNITIES
1. Expansion of Pueblo de Panay – the aggressive marketing
strategies of Pueblo de Panay both in subdivision lot sales and
incentives to investors will prove beneficial to the company in terms
of increased sales from the entry of new tenants
2. Mall Events – mall events draw more people to the mall, thus
increasing vehicular traffic in the area and creating a broader
market for the company.
3. Growth in car sales – aggressive pricing strategies and broader
vehicle models available to a larger portion of the market means a
larger target market for the company.
THREATS
1. Outside competition – while mall policies prohibit a competing
carwash inside its premises, the surrounding Pueblo de Panay does
not have a similar policy.
2. Economic slump – a slowdown in car sales or a depression would
drive customers away from a perceived luxury expense.
3. Increased operating costs – rising energy and water costs,
increased business taxes, higher wages, annually increasing rent,
and higher operating expenses.

of 61
PESTE ANALYSIS
POLITICAL FACTORS
Some of the political factors in the City of Roxas that the company has
to consider are:
1. Recent political instability and infighting among former political
allies.
Political stability is essential to any business enterprise. More than
anything, businessmen need to be able to predict long term trends
in these areas in order to decide whether to invest heavily or cut
their losses. Domination of a single party, the Liberal Party, of the
City’s political arena used to mean a stable political climate.
However, with the recent infighting among erstwhile allies,
legislation and operations have been hampered and City Hall has
been split in two.4
2. Increased taxes.
In 2012, the City increased the tax rate for business taxes, citing the
need to revise an outdated business tax collection system, thereby
doubling revenues from P200M in 2011 to more than P400M.5 This
has made the City third among the highest revenue collectors in
Western Visayas.6 And Yolanda notwithstanding, this increase in tax
collection has continued.7 In 2014, the City increased the rate on
real estate taxes,8 which is expected to increase revenues further
effective 2015. Business taxes have also been subjected to a 15%
increase year on year regardless of actual revenue earned.
While this has been a windfall for the local government, it has
meant an increased burden for local businesses.
3. Business friendly environment.
4 http://www.thedailyguardian.net/index.php/local-news/47284-roxas-city-
councilors-walk-out-on-dadivas
5
http://www.roxascity.gov.ph/index.php?option=com_content&view=article&id
=1037%3Ar oxas-city-registers-204-revenue-hike&Itemid=175
6 https://www.facebook.com/iamforachange/posts/628764167138737
7
http://roxascity.gov.ph/index.php?option=com_content&view=article&id=1318
:roxas-city-collects-more-from-business-tax-despite-yolanda&catid=42:news-
updates
8 http://panaynewsphilippines.com/2014/10/06/minimal-tax-hike-in-roxas-city-
sought/

of 61
The City is in talks with the University of the Philippines in the Visayas
for the streamlining of its business permit process and has been
conducting an annual one stop shop it called Business Permit One
Stop Shop (BOSS) since 2013.9 However, the issuance of business
permits still take a minimum of 2 weeks to process.
4. Tax Incentive for new businesses.
The Investment Board for the City was created to facilitate the
entry of new businesses falling under certain criteria, offering tax
breaks for up to five (5) years for new businesses that qualify.
5. Upcoming Elections.
With the next general elections less than a year away, increased
government and private sector spending will mean increased
disposable personal income. This will most likely be spent on
otherwise luxurious items such as carwashes.
6. Weak Local Economy.
The lack of viable gainful employment encourages more and more
to seek overseas employment. This in turn will mean more
purchasing power for the relatives and family left behind, thus
meaning more disposable income to purchase vehicles and have
these washed.
ECONOMIC FACTORS
Some of the economic factors that the company has to consider are:
1. Attractive sales packages for passenger vehicles making them
accessible to a broader market, resulting in more vehicle sales and
thus a bigger target market.
The recent economic boom experienced by the country has
beneficial effects on the carwash industry. A recent report of the
Chamber of Automobile Manufacturers of the Philippines,
Incorporated (CAMPI) showed a marked increase in vehicle sales
in the country, breaching the 60,000 unit mark in the first quarter of
2015.10 This is a 22% increase from vehicle sales the previous year for
the same period, with sales of passenger cars, the target market of
9
http://www.roxascity.gov.ph/index.php?option=com_content&view=article&id
=814%3Arox as-city-increases-tax-take-cites-one-stop-shop-
concept&catid=42%3Anews-updates&Itemid=162
10 http://www.rappler.com/business/industries/89848-ph-auto-sales-1q-2015

of 61
the company, experiencing an increase of 38% for the same
quarter. Stronger sales are expected for this year.11
2. Higher purchasing power from overseas remittances.
Remittances from overseas foreign workers (OFWs) increased by
6.2% in 2014 over the same period in 2013.12 According to the
Bangko Sentral ng Pilipinas, cash and non cash remittances
reached $26.924B at the end of 2014 from $25.351B the year
before, with remittances from land-based workers totalling $18.7B,
while those sent by sea-based workers amounted to $5.6B.
3. Expected entry of business process outsourcing industry.
With the approval by the Philippine Economic Zone Authority
(PEZA) of the application of the 7-hectare Technopark area of
local realty developer Pueblo de Panay, Inc.,13 the business
process outsourcing (BPO) industry is expected to make an entry
into the City. This is expected to drive local incomes higher and
increase vehicle sales in the area. BPO revenues are expected to
grow by at least 15 percent as per industry data.14 Income from
BPOs, which employ more than a million Filipinos, reached $18.4B,
up 18.4% year-on-year and is expected to rise by 15 to 17 percent
in 2015.15
SOCIO CULTURAL FACTORS
Some of the socio-cultural factors in the City of Roxas that the
company has to consider are:
1. Penchant for cleanliness.
Filipinos are known for their predilection for cleanliness, in their
homes, their selves, and their vehicles.16
11 http://www.philstar.com/business/2015/01/14/1412609/campi-sees-vehicle-
sales-growing-16-year
12 http://www.philstar.com/headlines/2015/02/17/1424591/ofw-remittances-6.2-
percent
13 http://www.mb.com.ph/peza-approves-pueblo-de-panay-technology-park-as-
special-ecozone/
14 http://business.inquirer.net/192259/bpo-revenues-seen-to-overtake-ofw-
remittances
15 http://business.inquirer.net/192259/bpo-revenues-seen-to-overtake-ofw-
remittances
16 http://www.livinginthephilippines.com/culture-and-people/philippine-
culture/culture-and-traditions/415-filipino-culture-customs-and-traditions

of 61
2. Status symbols.
For most Filipinos, a vehicle is their second most expensive purchase
and thus deserves as much, if not more, consideration as their
homes.
3. Vehicle Ownership.
One of the measures of success is the purchase of a personal
vehicle, this is foremost among the dreams and aspirations of every
Filipino upon reaching a certain level of financial success.
TECHNOLOGICAL FACTORS
Some of the technological factors that the company has to consider
are:
1. New car washing technology.
Waterless washing technology that uses less water and less
electricity using modern devices have been in use for some time.
However, this has not been feasible considering the high cost of
the equipment used.
2. Automation.
Automated carwash services will eliminate the need for employees
but are still too expensive considering the market.
3. No danger of obsolescence.
There is no major technological breakthrough that will eliminate
carwashes in the foreseeable future, thus the danger of
obsolescence is minimal.
ENVIRONMENTAL FACTORS
Some of the environmental factors in the City of Roxas that the
company has to consider are:
1. Roxas City is not normally typhoon and earthquake prone.
Aside from Typhoon Frank in 2008 and Supertyphoon Yolanda in
2013, Roxas City has not been visited by major natural disasters in its
recent history, not being in the normal route for tropical storms.17
And while the West Panay Fault, located on the western part of
Panay Island and runs from Aklan through Capiz and ends in the
town of San Joaquin in Iloilo, is an active fault, it poses no great
17 http://www.typhoon2000.ph/stormstats/12WorstPhilippineTyphoons.htm

of 61
threat due to its constant shifts and movement that eliminates
pressure build up.18
2. Robinsons Place Roxas is in charge of drainage, sewage, and
garbage collection.
Mall policy takes charge of drainage, sewage, and garbage
collection within its premises. This eliminates the need for extensive
drainage pipes to direct water and dirt away from the carwash
area to the nearest cistern or drain. Garbage collection is also a
mall responsibility, thus eliminating costs for the company.
3. Sufficient supply of water.
The nearby Metro Roxas Water District (MRWD) with its ample
supply of water guarantees that the carwash will not run out of
water for its operations, even during droughts and El Niño
phenomena.
4. Water Conservation.
A carwash typically uses less water, around a third less, than having
a vehicle washed at home, even with a pressurized water.
5. Contamination of ground water.
Contamination of surface waters may arise from the rinse
discharging to storm drains, which eventually drain
to rivers and lakes. Chief pollutants in such wash-water include
phosphates, oil and grease, and lead. This is almost exclusively an
issue for home/driveway washing, and parking lot style washes.
Professional car washing is a "non-point source" of discharge that
has the ability to capture these contaminants, normally
in interceptor drains, so the contaminants can be removed before
the water enters sanitary systems. Water and contaminants that
enter storm water drains do not undergo treatment, and is released
directly into rivers, lakes, and streams. Soil contamination is
sometimes related to such surface runoff, but more importantly is
associated with soil contamination from underground fuel tanks or
auto servicing operations which commonly are ancillary uses of car
wash sites — but not an issue for car washing itself.19
18 http://thedailyguardian.net/index.php/local-news/34974-west-panay-fault-
active-but
19 http://www.referenceforbusiness.com/business-plans/Business-Plans-Volume-
01/Car- Wash.html

of 61
MARKETING MIX
PRODUCT AND PRODUCT LEVELS
Core Product
 A clean vehicle.
Basic Product
 Car wash
Expected Product
 Body wash
 Underchassis washing
Augmented Product
 Engine Wash
 Tire Black
 Vacuum
 Dashboard cleaning
 Wax (hand and machine wax)
Potential Product
 Valet service
 Door to door delivery of vehicle
 Automated carwash
 Car detailing
 Specialized washing services for customized vehicles
 Headlights Restoration
 Headlights improvements (upgrade to xenon, halogen, HID
headlights)
 Removal of minor paint scratches, nicks, and dents

of 61
 Interior upholstery restoration or upgrading to leather interior
 Music systems upgrade (head unit, speakers, amplifiers,
capacitors)
 Tire change, sale, repair, and balancing
 Franchising
PRICE
Pricing
Services Car Pickup SUV Motorcycle Tricycle
Body Wash P117.00 P135.00 P144.00 P75.00 P100.00
Vacuum P50.00 P70.00 P80.00
Engine Wash P175.00 P200.00 P200.00
Underchassis Wash P60.00 P70.00 P80.00
Machine Wax P175.00 P250.00 P300.00
Hand Wax P150.00 P200.00 P250.00 P100.00
Asphalt Removal P85.00 P95.00 P105.00
Price Comparison (small vehicles)
Ness Press Carligo Smirky’s Yngcong KM1 DSA
Body wash P117.00 P80.00 P.00 P100.00 P100.00 P100.00
Underchassis wash P60.00 P60.00 P P50.00 P100.00 P100.00
Engine wash P175.00 P P250.00 P150.00 P150.00
Vacuum P50.00 P60.00 P P50.00 P100.00 P100.00
Hand wax P150.00 P P P150.00 P150.00
Machine wax P175.00 P P
Motorcycle P75.00 P50.00 P50.00 P50.00 P50.00
Tricycle P100.00 P55.00
Price Comparison (medium sized vehicles)
Body wash P135.00 P90.00 P P120.00 P120.00 P120.00
Underchassis
wash
P70.00 P70.00 P P70.00 P100.00 P100.00
Vacuum P70.00 P70.00 P P70.00 P100.00 P150.00
Hand wax P200.00 P P P200.00 P150.00
Price Comparison (large vehicles)
Body wash P144.00 P100.00 P P130.00 P120.00 P120.00
Underchassis
wash
P80.00 P80.00 P P80.00 P100.00 P100.00
Vacuum P80.00 P80.00 P P80.00 P100.00 P150.00
Hand wax P250.00 P P P200.00 P150.00

of 61
Net cost
The following are the average net costs for the services offered
by the company, which includes fixed costs (rent and labor)
and variable costs (electricity, water, chemicals, tools, and
materials):
 Body wash – P25.00
 Underchassis washing – P20.00
 Vacuum – P7.00
 Tire black – P3.00
 Dashboard cleaning – P5.00
 Handwax – P30.00
 Machine wax – P37.00
Target return
Initial capitalization amounted to P510,000.00 which included the
construction of the facilities, fabrication of specialized fixtures,
purchase of tools and equipment and consumables, advance
rental, security deposit, and operating capital for the first two (2)
months of operation.
Ness Press Carwash intends to get a return on its invested capital
within three (3) years from start of operations. At present, it has fixed
costs amounting to P30,000.00 a month and a breakeven point of
P65,000.00 a month.
Its services are priced at a premium to its competitors because of its
premium location and high rate of return.
It intends to incrementally increase monthly revenues by 75% or to
P269,100.00 within a period of two (2) years by increasing promotion
of its services and reducing expenses, taking advantage of free
publicity over social media.
Breakeven Income
The breakeven level for the business is a gross return of P15,000.00 a
week to cover all expenses and provide a reasonable rate of return
on investment within a period of three (3) years.
However, with the goal to achieve investment return within a shorter
period, this figure will be increased to P37,500.00 within a period of

of 61
six (6) months and revised twice every year to achieve the
company’s goals.
Major Pricing Decisions
1. Initial pricing was based on competitors’ prices plus premium.
2. Modify price over time to meet needs.
3. Initiate and respond to price changes among competitors.
PLACE
Channels of distribution
 Direct - Retail
At present, the company has a single outlet for its services, the
main and only branch at the Robinsons Place Roxas mall at
Barangay Lawaan. However, if market research shows a strong
growth in the market, the company intends to branch out to the
northern and eastern portions of the City. Franchising is also an
option, considering the goodwill that has been earned by the
company.
 Indirect – Agents and Middlemen
The company plans to utilize agents and middlemen to market
its services to PUV operators, such as jeepney and L300 fleets,
using discount cards. These cards will entitle the agent or
middleman to a service incentive of P10.00 per card used.
PROMOTION
Media:
 Social Media
o Facebook via promoted and boosted posts to
followers and videos
o Twitter via tweets and videos
o Instagram via posts and videos

of 61
 Television and Radio – the company does not have a
dedicated advertising budget, so it will rely on
exchange deals with radio and television operators.
Publicity:
o Join in mall events
o Posters and streamers along and around the premises of
the mall
o Posters and streamers along major thoroughfares
o Flyers
o Stickers for repeat customers
o Encouragement and hosting of car enthusiast events like
eyeballs and meet and greets:
 Brand enthusiast groups (Honda, Hyundai, Isuzu,
Suzuki, Toyota, Yamaha, Vespa, KTM, and others)
 Vehicle modification and accessories groups (car
racer modifications, motorcycle LED lights and
accessories enthusiasts, music and sounds
enthusiasts, among others)
 Niche groups (offroading, activity lifestyle groups)
Personal Selling and Direct Marketing:
 word of mouth among friends and relatives
 recommendation from loyal repeat customers
Sales promotions:
 Discounts for repeat customers
 Discounts for customers who fill up surveys and feedback forms
 Early bird promos (8AM to 11AM to desaturate afternoon
customers which are peak hours)
 Volume discounts

of 61
OBJECTIVES FOR TARGET MARKET
This section will provide an overview of the present status of the
company in comparison with its competitors and the objectives it
wants to accomplish.
MARKET POSITION
The market is geographically and demographically divided into four
rough quadrants, with Carligo Carwash being the leading carwash in
the area with 30% of the market, servicing the middle and southern
portions of the City, and Smirky’s and Yngcong Carwash with roughly
40% of the market, servicing the northern and eastern portions. Ness
Press Carwash presently services 23% of the market and the remaining
segments shared by smaller carwashes, including roadside and
gasoline station carwashes.
Ness Press Carwash intends to increase its market share from 23% to
40% in three (3) years, taking market share from Carligo and the
smaller establishments by use of aggressive marketing strategies and
offering more services that will be affordable to the lower income
market segment.
SALES
Ness Press Carwash presently has P104,000.00 average monthly
revenues. It intends to increase this figure to at least P150,000.00 within
a six (6) month period, with incremental increases over each six month
period.
Period Target Monthly
Sales
Percentage of
increase
0-6 months P150,000.00 44%
6-12 months P195,000.00 30%
12-18 months P234,000.00 20%
18-24 months P269,100.00 15%
The market is far from saturated, with some sectors still largely
untapped, like the tricycle and motorcycle segment and the lower
class market. Providing affordable packages will make these services
accessible to these segments and broaden the target market of the
business.

of 61
PROFITS
Currently, average net monthly profit is P55,000.00, a 36% return on
gross sales. The company intends to increase this to P75,000.00 within a
six (6) month period by increasing sales and revenues and minimizing
expenses.

of 61
MARKETING PROGRAM POSITIONING STRATEGY
This section will provide an overview of the strategies the company
intends to implement to achieve its stated objectives.
PRODUCT
POLICY
In line with its objective to achieve 40% market share, the company
intends to offer new and innovative services for its customers. These
services will include specialized services previously available only in
high end car shops such as car detailing and parts restoration that do
not entail much additional investment in equipment. Additional
services that provide a personal touch but that do not require much
cost will also be offered.
STRATEGY
New product offerings to complement the existing products of the
company, including:
 Valet service
 Automated carwash
 Car detailing
 Door to door delivery of vehicle
 Headlights Restoration
 Headlights improvements (upgrade to xenon, halogen, hid
headlights)
 Removal of minor paint scratches, nicks, and dents
 Interior upholstery restoration or upgrading to leather interior
 Music systems upgrade (head unit, speakers, amplifiers,
capacitors)

of 61
CUSTOMER WANTS AND NEEDS
These new additional service offerings will address the present and
future needs and wants of the target market by providing customized
services with a personal touch.
DISTRIBUTION
POLICY
In order to achieve the desired market share, the company needs to
expand beyond its single branch to cater to a larger market. Its
existing facilities can not cater to the increased traffic and its present
geographical location limits its penetration of the market to the
southern and western portions of the City only.
The company intends to expand by opening branches in the northern
and eastern portions of the City, likely in the Banica area, where traffic
is heaviest and where property prices are still low. This will allow it to
penetrate the market in that area, which includes the municipalities of
Panay, Pontevedra, Maayon, and Pilar.
STRATEGY
 Direct – Expansion
If the market proves strong enough, the company intends to
expand its coverage to the northern and eastern portions of the
City and maybe expand to the outlying municipalities that are
not serviced by strong competitors.
 Indirect – Agents and Middlemen
The company plans to utilize agents and middlemen to market
its services to PUV operators, such as jeepney and L300 fleets,
using discount cards. These cards will entitle the agent or
middleman to a service incentive of P10.00 per card used.
CONVENIENCE
Opening a new branch at the opposite end of the City will enable the
company to penetrate a larger portion of the market and make its
services more accessible to its customers.

of 61
PRICE
POLICY
The company is constrained to offer its services at a premium
considering the higher than industry standard lease rates that it has to
shoulder because of its unique location inside mall premises.
However, it intends to compensate for this vulnerability by offering
innovative service packages to its customers that are affordable even
to its lowest class target market.
STRATEGY
Proposed Packages
Package A
Services Car Pickup SUV
Body wash P150.00 P190.00 P210.00
Tire black
Vacuum
Dashboard Cleaning
Package B
Body wash P210.00 P260.00 P290.00
Tire black
Vacuum
Dashboard Cleaning
Underchassis washing
Package C
Body wash P360.00 P460.00 P540.00
Tire black
Vacuum
Dashboard Cleaning
Hand wax
Package D
Body wash P530.00 P650.00 P750.00
Tire black
Vacuum
Dashboard Cleaning
Hand wax
Engine wash

of 61
COST
These packages will enable the company to make its services more
affordable and accessible to its customers by offering discounts on
bundled products without incurring additional costs in the process.
PROMOTION STRATEGY
POLICY
The company does not have a fixed promotion budget, relying
instead on free promotions on social media and exchange deals with
other media outlets. This has so far kept costs down and allowed the
company to pass this benefit on to its customers. However, in order to
achieve its goal of increased market share, the company has to
promote its services more aggressively.
The company intends to integrate a dedicated promotional budget
into its annual budget to push its services more aggressively, but still
relying heavily on free social media exposure and exchange deals
with traditional media outlets.
STRATEGY
The company intends to conduct the following strategies to promote
its services using the following channels:
 Media:
 Social Media
o Facebook via promoted and boosted posts
The Facebook page of Ness Press Carwash20 has a
measly total of 197 likes at present, due to a failure
to promote the page. An aggressive campaign
among the Facebook friends of the owner and
sharing of posts among social groups will
significantly boost the number of likes for the
page.
The company intends to post amateur and
professional photographs and videos on the page
to showcase the services being offered as well as
20 https://www.facebook.com/Nesspresscarwash?fref=ts

of 61
the experiences of its customers, which includes
sharing the photographs and videos of its satisfied
customers.
Facebook offers pages the option to either
promote a page or its content or boost a post,
both for a fee that depends on the type and
number of the audience a page intends to
reach.21 Although promoting or boosting pages
and posts have been known to increase the reach
of and participation in posts on a page by a
significant number on certain occasions, this is by
no means a guaranteed method of promotion.22
And at P230 per day for boosting a post, the
company intends to use its budget sparingly.
Ness Press Carwash also intends to hold
promotions like trivia contests, raffle draws, post
sharing, and like and comment contests on
Facebook to encourage more participation. The
winners of these will be given a gift card or
voucher for free services at the carwash.
o Twitter via tweets and videos
Twitter has a feature that allows users to link it with
their Facebook posts. The company intends to
activate this feature to increase the reach of its
posts on Twitter.
o Instagram via posts and videos
Instagram has a feature that allows users to
simultaneously post photographs and short (14
seconds) videos on other social media sites like
Facebook, Twitter, Tumblr, and LinkedIn, among
others. The company intends to use this free
feature to increase the reach of its posts on all
social media platforms.
 Television and Radio – the company does not have a
dedicated advertising budget, so it will rely on
21 http://www.socialmediaexaminer.com/facebook-boost-posts-promoted-posts/ ;
http://blog.hootsuite.com/how-does-facebook-boost-posts-work/
22 http://www.untetheredincome.com/articles/general/facebook-boost-post-
experiment-results-revealed/; http://writespeaksell.com/does-it-pay-to-boost-
your-posts-on-facebook

of 61
exchange deals with radio and television operators,
offering its services in exchange for radio and television
airtime.
As part of its initial efforts at media promotion, a two part
video has been prepared and will be aired on the two
(2) local television stations in the City, as well as on
Facebook, Twitter, and Instagram. A 30 second video will
cost between P1,300.00 to P1,800 depending on the
station and the time of day it will be shown. The
company intends to make arrangements with the
television station managers and personnel to air its ads in
exchange for free services.
Radio advertisements will also be prepared to promote
the company. A 30 second voice commercial costs
between P392.00 to P560.00 depending on the
frequency of airing and the time when it is to be aired.
 Publicity:
o Posters, streamers, and flyers during mall events
o Posters and streamers along and around the premises of
the mall
o Posters and streamers along major thoroughfares
o Flyers to be handed out
o Stickers for repeat customers
o Stickers on public tricycles
 No smoking stickers in accordance with City
Ordinance no. 09-2011
 Public notices like ―Barya lang po sa umaga‖
 Others
o Tissue holders for restaurants
o Encouragement and hosting of car enthusiast events:
 Brand enthusiast groups (Honda, Hyundai, Isuzu,
Suzuki, Toyota, Yamaha, Vespa, KTM, and others)
The company intends to tie up with the dealers of
these brands, encouraging them to hold displays,
service centers, road shows, and events at the
carwash to entice loyal owners of these vehicles
to patronize the establishment.

of 61
There are only a few car clubs in Roxas City and
only a single officially registered car club, the
Volkswagen Owners Club of Capiz. However,
there are groups of car and motorcycle
enthusiasts who are passionate about their prized
possessions who would jump at the chance to
participate in car and motorcycle related events.
These events are great venues for networking and
spreading the news about the superior services
offered by the carwash.
 Vehicle modification and accessories groups (car
racer modifications, motorcycle LED lights and
accessories enthusiasts, music and sounds
enthusiasts, among others)
The first thing most Filipinos do upon purchasing a
brand new or even a second hand vehicle is to
put in modifications to distinguish it from other
vehicles of the same make and model. These
modifications range from the small inexpensive
ones like a rain gutter, window glass tints, HID
headlamps, auxiliary lights, and LED DRL strips, to
expensive modifications like a 7.1 and even 9.1
sound system, engine modifications like headers
and turbos to body modifications like lowering
springs and spoilers, and bigger wider tires and
rims.
All these specialized equipment require custom
cleaning and servicing because ordinary washing
with soap and water will damage the delicate
electrical components of these modifications.
Ness Press Carwash intends to train some of its
employees in order to offer specialized and
customized service to these enthusiasts, services
that no other carwash has been able to offer.
 Niche groups (offroading, activity lifestyle groups)
Offroading and trail biking enthusiasts will be the
ones who will need the carwash the most often.
These are usually weekend riders who drive cross
country on and off roads and converge at the
Pueblo de Panay subdivision before and after
every ride.

of 61
Ness Press Carwash intends to offer the ample
parking space at the mall for these enthusiasts to
converge and mingle and also its services after
every event.
 Personal Selling and Direct Marketing:
o word of mouth among friends and relatives
o recommendation from loyal repeat customers
o Multi-purpose/motivational stickers for loyal customers
 Sales promotions:
o Discounts for repeat customers
o Discounts for customers who fill up surveys and feedback
forms
o Early bird promos (8AM to 11AM to desaturate afternoon
o Tie up with local businesses for promotions in the form of
vouchers granting discount for customers
o Discount cards distributed by plans to utilize agents and
middlemen to market its services to PUV operators, such
as jeepney and L300 fleets, using discount cards. These
cards will entitle the agent or middleman to a service
incentive of P10.00 per card used.
 Internal Marketing
o Ness Press Carwash will be training its employees and
staff on the best practices for promoting the business,
with emphasis on honesty and integrity, consistent good
service, attention to detail, and courtesy.
COMMUNICATION
The company has not been able to aggressively promote its services
due to budget constraints. There is still a large segment of its target
market that is not aware of its existence. This aggressive promotion will
enable name recall and customer loyalty that will enable the
company to achieve its stated objectives.

of 61
MARKET RESEARCH
Prior to the opening and launching of the business, only a cursory
market research was conducted to determine its viability. No formal
survey was carried out, instead the circle of friends of the owner was
informally surveyed to determine their support for the business. The
results were overwhelmingly positive and Ness Press Carwash was
launched.
The company intends to conduct extensive market research on the
services it offers, paying close attention to the perceived quality and
their price reasonability, by handing out survey and feedback forms to
its customers.
FINANCIAL PERFORMANCE
SALES
The need for the services of the company is seasonal, dependent on
several factors such as weather, income, mall events, even such
factors as enrolment period, salary releasing, midyear bonuses, and
13th month pay schedules. Sales tend to be higher in the months of
December to March when disposable income is high from employee
bonuses, increasing further in the months of April to May, then tapering
off in the months of June to August when the payments for tuition
become due and lean season comes in, then picking up again in the
months of September to November when harvests come in but tuition
fees also come into play.
The following chart shows sales of the company from December of
2014 when it opened its doors up to the month of July 2015 when this
research was conducted.

of 61
The company intends to flatten the demand curve by increasing
promotions during the lean months to compensate for lower sales
volume.
MARKET POSITION
Ness Press Carwash is positioned as the premium carwash in a
premium location.
CUSTOMER SATISFACTION
The company focused on three areas to achieve total customer
satisfaction:
Quality
To distinguish itself from its competitors and position itself as the
premier carwash in the area, the company instituted the following
measures:
1. Exclusive use of filtered water only. This ensures that only clean
and clear water is used to wash vehicles, eliminating water stains
and mineral deposits that are present when using deep well
water and rainwater.
2. Use of premium washing chemicals and materials. Only prime
and premium chemicals are used for washing, meeting the
stringent demands of car enthusiasts who require the use of
these cleaning ingredients. Only synthetic chamois cloths are
used to wipe vehicle exteriors, and these are only used one per
exterior side, using a different one to clean windows, to prevent
scratches.
3. Use of checklist. Upon delivery to the carwash by a customer, an
employee inspects the vehicle using a checklist, listing down
items left in the vehicle and other apparent damage which
might cause a conflict later. This checklist is then handed to the
customer for review and signing. Prior to turnover of the vehicle
to the customer, the customer is asked if he is satisfied with the
service. If he is not, remedial measures will be done prior to
handover.
4. Customer complaints and back jobs. Customer complaints are
handled professionally and courteously. If justified, the company

of 61
gives the customer a voucher for free services that may be used
on the next visit.
Service
The company distinguishes itself by being the most professional and
courteous compared to its competitors, using technology to its
advantage.
1. Honest and Well Trained Workers. Workers are extensively trained
in vehicle cleaning and handling for one (1) week before they
are allowed to handle a vehicle. This includes lectures on vehicle
parts and accessories, cleaning materials used, and efficient
methods of washing. This is followed by an on the job training
regimen for proper customer handling and service.
2. Safety and Security. Vehicles left at the carwash are watched
over by its staff until they are claimed by their owners. Aside from
this, the mall has 24/7 security services and CCTV cameras which
can deter crimes and damage to these vehicles. If a customer
claims the vehicle after closing time, the keys are left with the
security guard on duty, with a description of the owner.
3. SMS Communication. Customers are informed by SMS when their
vehicles are ready to be claimed or if they instructions for
delivery. Customers can also schedule the washing of their
vehicles through SMS or by calling the carwash beforehand to
eliminate delays.
Price
The premium services offered by the company mean higher
overhead costs. However, the higher price is acceptable to its
customers because of the added quality of service and
convenience.

of 61
FORECASTS AND BUDGETS
This section will provide an overview of the costs the company will
incur in order to achieve its objectives. This section also includes a
summary of the expected growth of the industry in order to determine
the viability and feasibility of implementing a marketing plan.
BREAKEVEN ANALYSIS
An analysis of the breakeven point for the company has determined
that it must earn a minimum of P65,000.00 a month to recover all
expenses and achieve a rate of invested capital within three (3) years
from start of operations.
The company has fixed costs amounting to P30,000.00 a month,
consisting of its monthly rental to Robinsons Place Roxas and labor and
administrative expenses, exclusive of electricity and water
consumption, consumable materials, and other miscellaneous
expenses.
Ness Press Carwash operates 10 hours a day, from 10 AM to 8 PM, and
has four (4) bays for washing and one (1) underwashing bay. It takes
an average of 40 minutes to fully service a vehicle, from underwash to
body wash to waxing and vacuuming and tire black. It can
accommodate a total of sixty (60) vehicles a day.
SALES FORECAST
The company intends to ride on the wave of increased disposable
income resulting in higher vehicle sales. The following is the targeted
sales for the company:
Period Target Monthly
Sales
Percentage of
increase
0-6 months P150,000.00 44%
6-12 months P195,000.00 25%
12-18 months P234,000.00 20%
18-24 months P269,100.00 15%
The market in the area is limited, and a high increase in revenues can
not be supported, and is thus expected to taper off even with the
increased number of vehicles in the area, as the demand for new
vehicles taper off.

of 61
However, as demand increases, this will force the company to
increase its facilities to accommodate the higher demand for its
services. This will put a strain on its finances, what with the increase in
operating costs like higher monthly rental from the larger space used,
additional investment on structures and equipment, more workers
employed, materials used, and higher administrative costs. At this
stage, the company has to consider the infusion of additional capital
from investors if the revenue from its services can not support the
additional investment required.
EXPENSE FORECAST
Barring extreme fluctuations in the currency exchange rate and
economic factors, expenses for materials and chemicals used are not
expected to rise steeply in the short term. Introduction of cheaper,
China made equipment can dramatically reduce the price of
replenishment of damaged or worn down equipment.
The regional tripartite wage board reviews daily wages on an annual
basis, with average increases equivalent to at most 5% of the previous
prescribed wage. For the short term, labor costs are expected to rise
by at most 15% from present levels.
The lease agreement with Robinsons Place Roxas contains an
escalation clause stipulating an annual increase of 10% in the monthly
rental. In the short term, this is expected to generate a 30% increase in
the fixed expenses for operations.
The following table shows the expected rate of increase in expenses
for the operations of the company in the short term:
EXPENSES EXPECTED RATE OF INCREASE
Labor 15%
Rent 30%
Materials 2%
Equipment 2%
Others 5%

of 61
BUDGET FOR PROMOTION
MEDIA:
Social Media
 Facebook
o P2,000.00 monthly budget
o The budget represents costs for boosting posts,
photographs, and videos on Facebook and
reduction in gross sales from the use of vouchers
for promotions and contests, including the cost of
printing the vouchers and professional fees, if any,
for the photographs and videos.
 Twitter via tweets and videos
o Free
o The budget for revenue loss, costs of production of
photographs and videos, and printing of vouchers
for promotions and contests shall be shared with
the Facebook budget.
 Instagram via posts and videos
o Free
o The budget for revenue loss, costs of production of
photographs and videos, and printing of vouchers
for promotions and contests shall be shared with
the Facebook budget.
Television and Radio
Monthly budget of P5,000.00 for revenue loss in terms of
services rendered through exchange deals.
PUBLICITY:
 Posters and streamers
o Posters - P80.00 (18‖ x 24‖)

of 61
Sample Perspective
o Lamp post streamers P120.00
Samples

of 61
Perspective
 Flyers
o P200.00 per ream risograph

of 61
 Standee P800.00
<<<sample to follow>>>
 Car Stickers for repeat customers
o P900.00 for 300 pieces
 Stickers for Public Utility Vehicles like jeepneys, L300s, and
tricycles
o P900.00 for 300 pieces

of 61
 Gift Certificates P200.00 for 200 pieces
 Improved Signage P4,000.00
Front View Perspective

of 61
Rear view perspective
 Encouragement and hosting of car enthusiast events:
o Brand enthusiast groups (Honda, Hyundai, Isuzu, Suzuki,
Toyota, Yamaha, Vespa, KTM, and others)
o Vehicle modification and accessories groups (car racer
modifications, motorcycle LED lights and accessories
enthusiasts, music and sounds enthusiasts, among others)
o Niche groups (offroading, activity lifestyle groups)
PERSONAL SELLING AND DIRECT MARKETING:
o word of mouth among friends and relatives
o recommendation from loyal repeat customers
o Giving out motivational stickers to loyal customers (Multi-
purpose)

of 61
Sample multi-purpose stickers:

of 61
SALES PROMOTIONS:
Discounts
o Discounts for repeat customers
o Discounts for customers who fill up surveys and feedback
forms
o Discounts/Loyalty cards for customer tie ups with other
establishments
 Vouchers P200.00 for 200 pieces
Sample Discount/Loyalty Card
o Discount cards distributed by authorized agents and
middlemen to market its services to PUV operators, such
as jeepney and L300 fleets. These cards will entitle the
agent or middleman to a service incentive of P10.00 per
card used.

of 61
Promos
o Early bird promos (8AM to 11AM to desaturate afternoon
o Exchange deals
o Free coffee for customers P600.00 per month
o Volume discounts

of 61
MONITORING
This section will provide an overview of the metrics that the company
will use to gauge its performance, the impact of the marketing
strategies vis a vis the objectives of the company. These controls will
be used to determine the feasibility of continuing the implementation
of these strategies and if more extensive marketing strategies are
necessary.
TOOLS
The following areas will be closely monitored to gauge performance
and the level of success or failure of the marketing strategies of the
company:
1. Monthly and annual revenues – to quantify the feasibility of its
marketing strategies, the company intends to implement a
separate budget for its promotions and monitor increase or non
increase of revenue after implementation of these strategies.
2. Percentage of repeat to new customers – to determine level of
customer satisfaction from marketing strategies employed, if the
company retains the loyalty of its existing customers and if new
customers are gained from its marketing strategies.
3. Survey and Feedback Forms – survey and feedback forms will be
given to customers for them to evaluate the services they were
given and to give them the opportunity to suggest improvements in
the service and for the offering of new services.

of 61
CONTINGENCY PLANNING
This section will provide an overview of the difficulties and risks to the
company and the contingency plans it will implement.
DIFFICULTIES AND RISKS
NEW COMPETITION
At present, the company does not have a strong competitor in its
market segment, because both Carligo and Smirky’s cater to different
geographics and demographics.
The barrier to entry of competitors in the area covered by Robinsons
Place Roxas gives the company an edge, but the lack of any barrier
in the outlying areas would prove problematic in the future, what with
numerous unused areas for rent within a 2 kilometer radius from its
facility. However, these competitors can not match the benefits that
the company can offer to its customers, such as its unique location
within the premises of a large mall, with the comforts and
conveniences that brings, not to mention the safety and security that
the mall provides to vehicles.
PROBLEMS
Being inside the mall premises brings its own unique problems, such as
the restrictions and limitations on the size and design of its facilities, size
and location of its posters and streamers, and visibility restrictions.
At present, the company facility is not clearly visible to visitors entering
the mall gates, being limited as it is to a single tent like structure and
small office at the southwestern end of the parking area. It is only
when customers come closer that the facility can be seen as what it is.
The Robinsons Place Roxas traffic flow is unique in that vehicles are not
allowed to circle back inside its premises once they enter the parking
area. Vehicles are required to exit the mall premises, then circle back
around the rotunda of the subdivision, then enter through the same
gate. Once inside, vehicles are given a choice whether to park at the
western side of the mall, in which case vehicles will pass through the
side of the company facility, or at the southern side of the mall, in
which case vehicles will pass through the entire facility, or at the
northern side of the mall, bypassing the facility altogether.

of 61
The facility is barely visible for vehicles going to the western side of the
parking area and is almost invisible for those using the northern side of
the mall. It is estimated that about 30% of potential customers are lost
because of this factor.
CONTINGENCY MEASURES
CONTINGENCY PLANS
Increased competition
The company shall conduct periodic marketing research on its
competitors to discover trends in the industry that may prove a
threat to its market share.
Constant improvements on prices and packages shall be
implemented to counteract any negative effects of increased
competition.
Unfavorable business climate
Changes in the policies of the lessor or other significant economic or
political downturns shall be addressed appropriately. However, if
forecasts become dismal, the company shall implement its exit
strategy as explained below.
Natural Calamities
The area is not earthquake prone, with the nearest fault line several
kilometres away. And while the area is not on the usual typhoon
route, it has been visited recently by a supertyphoon that caused
significant damage.
The washing facilities are composed of galvanized steel bars
welded together with a canvas roof and bolted to the ground,
while the office area is composed mostly of plywood. The whole
structure is built to withstand Category 3 winds of around 200 kph.23
It is also designed to be removable and may be removed from the
premises in a matter of hours if need be.
23 http://www.nhc.noaa.gov/aboutsshws.php

of 61
REMEDIAL MEASURES
Ness Press Carwash intends to implement the following remedial
measures to counteract possible downturns in the business
environment:
 Continuous monitoring of marketing strategies, with focus on cost
benefit ratio.
 Continuous improvement of services rendered in comparison with
its competitors.
 Continuous research into new and more efficient methods of
cleaning, with emphasis on cheaper materials used that can
deliver similar quality results.
 Improvement of signage and other promotional materials.
EXIT STRATEGY
As of July 2015, Ness Press Carwash has recovered almost 15% of its
invested capital from its operations. For the period December 2014 to
June 2015, Ness Press Carwash had net income amounting to
P76,116.00 on its initial investment of P510,000.00.
In the event of a drastic and dramatic downturn in the business, its exit
strategy is as follows:
 Sell off existing facilities and equipment.
The facilities and equipment were built and purchased for
P310,417.50 in 2014. These will be sold off to interested buyers at
a huge discount, estimated to be as much as 50% off their
original prices and cost.
 Cash in lease bond.
As part of the lease agreement, Ness Press Carwash deposited
P95,749.00 as security for its use of the leased premises. This will
be cashed in to offset the losses the company will face in case
of closure.
 Lease business.
The existing business may be leased to interested third persons,
subject to approval by the lessor of the sublease. This will
minimize losses.

Group 1 marketing plan ness press carwash 3a

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Group 1 marketing plan ness press carwash 3a

Similar to Group 1 marketing plan ness press carwash 3a (20)

More from Marcelo Augusto A. Cosgayon

More from Marcelo Augusto A. Cosgayon (20)

Recently uploaded

Recently uploaded (10)

Group 1 marketing plan ness press carwash 3a