CHERRYSGRP 1 8 Final PDF

University of Perpetual Help System Laguna – Isabela Campus
Minante Uno, Cauayan City Isabela
COLLEGE OF BUSINESS AND ACCOUNANCY
CHAPTER 1
EXECUTIVE SUMMARY
The laundry shop business may be considered a dirty job by most people, but it is a
thriving industry in highly urbanized places. The growing number of Filipinos opting to
live in midrise and high rise condominiums, owing to the lack of space where to hang and
dry clothes, has spurred the growth of the laundry business in the Philippines. It is a simple
business but it does not mean it is not profitable.
The laundry shop is one of the businesses which is not popular but very important
to many busy persons. It is a big help to many people who do not have much time to do
their laundry because of their profession.
The cleaning business is a hot market and will always be. Starting a laundry
business is profitable in almost any city around the world where day to day life is on a
busier pace. CLI’N Touch Laundry Shop significantly acts as a helper for the people who
do not have enough time to do the laundry.
PROJECT BACKGROUND
The proponents decided to put up a laundry shop to make the job easier and to
minimize the time consumed in washing and drying clothes. Doing the manual type of the
laundry is really hard and more time consuming, especially for students and professionals
who do not have much time in washing. The proposed name of the business is “CLI’N
TOUCH LAUNDRY SHOP.” It is easy to remember and from the word itself, it talks
about the cleanliness of its service. The proposed project will be located at Wood Crest
Subdivision in Tagaran, Cauayan City.

PROJECT PROPONENTS
The proponents of the business are Jenny Rose Camaddo, Cherry May Lubrin and
Shiela Ignacio, Bachelor of Science in Business Administration students of the University
of Perpetual Help System Laguna-Isabela Campus. The chosen business name is CLI’N
TOUCH LAUNDRY SHOP. CLI’N is the surname of Camaddo, Lubrin, Ignacio and
Newly Touch in having a clean and fresh service that provides customer satisfaction, thus
the name CLI’N TOUCH.
TYPES OF BUSINESS ORGANIZATION
A partnership type will be adopted in the proposed business. A partnership arises
whenever two or more people co-own a business, and share in the profits and losses of the
business. The business is easy to establish and start-up costs are low. If one partner is out,
there is the other one who will perform in the business.
OBJECTIVES OF THE STUDY
1. MANAGEMENT ASPECT
1.1 To determine the qualifications needed in hiring employees.
1.2 To determine the salary rates given to each employee.
2. TECHNICAL ASPECT
2.1 To know the equipment and tools that will be used in the operation of the
business.
2.2 To determine how many equipment will be needed in the operation of the
business.
3. MARKETING ASPECT
3.1 To determine the target market of the business.
3.2 To determine the ways on how the business will be advertised.

4. FINANCIAL ASPECT
4.1 To find out where to get the business capital.
4.2 To calculate when the fixed assets are going to depreciate and when they are
needed to be replaced.
4.3 To know when the return on investment are will get.
STATEMENT OF THE PROBLEM
1. MANAGEMENT ASPECT
1.1 What qualification should be considered in hiring employees?
1.2 What are the salary rates of the employees?
2. TECHNICAL ASPECT
2.1 What are the equipment used in the business operation?
2.2 How many equipment needed in the operation of the business?
3. MARKETING ASPECT
3.1 Who are the target market of the business?
3.2 How will the management advertise the business?
4. FINANCIAL ASPECT
4.1 How will the initial capital of the business be provided?
4.2 When the fixed assets going to depreciate and when are they are needed to be
replaced?
4.3 When the return on investment will get?

SIGNIFICANCE OF THE STUDY
This study describes the importance and relevance in addressing perceived and
identified needs, resolving conflicting viewpoints, and improving current practices.
Benefiting the study are the following:
Student- This study will benefit the students especially those who have a lot of
extracurricular activities in school. Instead of doing the laundry on their own, they can go
to the laundry shop and deposit their clothes and wait for them to get done.
Parents- This study will benefit the parents, especially the mothers, for it will lessen their
work. Instead of doing the manual washing, they can save their time for the need and
satisfaction of their children and perhaps, it could be spent on other household chores,
doing paper works and others.
Young professionals- The direct recipients of the output of this research are the young
professionals because they are busy persons. Doing the laundry is really tiring for them and
they do not have much time to do the laundry because they are tired from work. More time
and effort will be saved if they go to the laundry shop.
Researchers-. The outcome of the study is beneficial to the present and the future
researchers for it may serve as a basis as they undergo a related study.
SCOPE AND DELIMITATION
CLI’N TOUCH Laundry Shop is offering a clean and fresh services to satisfy our
customers. The target market will be the people living in the subdivision and also the
students of ICAT who are living in apartments and boarding houses. The proposed project
will be located at Wood Crest Subdivision in Tagaran, Cauayan City.

METHODOLOGY
The researchers conducted actual interviews with the managers of different laundry
shop in Cauayan City. They also made survey questionnaires in the locality of Cauayan
City. The researchers also sought more information at the school library, internet, feasibility
studies, and asked the assistance of their school mates who have enough knowledge in
conducting a feasibility study.
DEFINITION OF TERMS
Washing Machine- this refers to a machine used to wash laundry, such as clothing and
sheets. It is also applied to machines that use water as opposed to dry cleaning.
Laundry- this refers to letting the water carry away the materials which could cause
stains and smells.
Fabric softener- this refers to a product that is used to make clothes softer when they are
washed or dried in a machine.
Bleach- This refers to the liquid used to remove color or dirt and stains from clothing
especially through the effect of sunlight or by using chemicals.
Dryer- This refers to something that extracts or absorbs moisture.
Permanent press- This refers to a process of treating a fabric with chemical and heat for
setting the shape and for aiding wrinkle resistance.
Detergents- This refers to a powder or liquid that is used to clean clothes. A chemical
substance that is like a soap.

REVIEW OF RELATED LITERATURE
One of the first mechanical washing machines was patented by Hamilton E. Smith
of Pittsburgh, about 1858. His home washer was operated by turning a crank that rotated
paddles on a vertical shaft inside a tub filled with water and clothes. However, his machine
and other early ones had a little success because they were hand on clothes and required
tiresome hand operation. The first electrically powered washing machine was invented in
1910 by Alva J. Manufacturers in Chicago. Several electric washers were available by
World War 1, but they did not gain a sizable market until the 1920, and 1922 the agitator
type washers were invented by Howard Snyder.
In 1937, the first automatic washer was introduced. It was a front leading model
that took up to 9 pounds (4kg) of wash in a drum. The drum rotated on a horizontal shaft.
Washing the articles by tumbling them from the top to the bottom of the water-filled drum.
In 1940’s, the modern top loading agitator automatic washers was introduced. Modern top-
loading agitator automatic washers was introduced. Present day washing machines are
more highly automatic and versatile version of this type. Washing machine, a machine of
washing clothes or fabrics. The modern electricity powered washing machine eliminates
the drudgery of doing laundry by hand or by a manually operated machine.
Automatic washer is far by the most popular and versatile type after the user opens
the top lid, loads articles to be laundered into the wash basket and set the controls, the
washer fills with water at a selected temperature, washes, and rinses, extracts water from
the articles, and stops without further attention.
The washing action is accomplished by a friend agitator driven by an electric motor
the agitator creates strong water currents in the wash basket and forces and water through
the laundry. Generally, the agitator provides two washing actions regular and gentle.
Regular action is used for cotton, linen, and permanent press articles, and gentle action is
used for delicate fabrics knitted garments, and washable woolens.
After the wash water is drained, a spray rinse introduced clean water into the wash
basket whole it is spinning. The rinse water is then extracted by the spinning of the wash
basket which has preparation to pass the water driven out-ward by the spinning action.
Other features of automatic washers includes automatic dispensing of bleach, fabric
softener and detergent and safety features such as automatic shut-off if the top lid is opened
while the machine is running.
Most automatic washers have control enabling the user to choose one of the three
cycles “regular” for ordinary laundry “permanent press” to minimize wrinkles for
Nation in permanent press fabrics and “delicate” for low strength.
Rivers, rocks, washing bats, boards
Washing clothes in the river is still the normal way of doing laundry in many less-
developed parts of the world. Even in prosperous parts of the world riverside washing went
on well into the 19th century, or longer in rural areas - even when the river was frozen.
Stains might be treated at home before being taken to the river. You could take special tools
with you to the river to help the work: like a washing bat or a board to scrub on. Washing
bats and beetles were also useful for laundering elsewhere, and have been used for
centuries, sometimes for smoothing dry cloth too. Long thin washing bats are not very
different from sticks. Both can be used for moving cloth around as well as for beating the
dirt out of it. Doing this with a piece of wood was called possing, and various styles
of possers, washing dollies etc. developed as an improvement on plain tree branches.
Squamish washing bats could double up as a scrub board. Simple wooden boards can be
taken to the riverside, or rocks at the edge of the water may be used as scrubbing surfaces.
Domestic laundry was often treated like newly woven textiles being "finished". Today we
have only vague ideas about how the fabrics in our shop-bought clothes are manufactured,
but traditional laundry methods often followed techniques used by weavers, including
home weavers.
Lye, bucking, soaking
Soaking laundry in lye, cold or hot, was an important way of tackling white and off-
white cloth. It was called bucking, and aimed to whiten as well as cleanse. Colored fabrics
were less usual than today, especially for basic items like sheets and shirts. Ashes and urine
were the most important substances for mixing a good "lye". As well as helping to remove
stains and encourage a white color, these act as good de-greasing agents.
Bucking involved lengthy soaking and was not a weekly wash. Until the idea of a
once-a-week wash developed, people tended to have a big laundry session at intervals of
several weeks or even months. Many women had agricultural and food preparation duties
that would make it impossible for them to "waste" time on hours of laundry work every
week. If you were rich you had lots of household linen, shirts, underclothing etc. and stored
up the dirty stuff for future washing. If you were poor your things just didn't get washed
very often. Fine clothing, lace collars and so on were laundered separately.
Soap, mainly soft soap made from ash lye and animal fat, was used by
washerwomen whose employers paid for it. Soap was rarely used by the poorest people in
medieval times but by the 18th century soap was fairly widespread: sometimes kept for
finer clothing and for tackling stains, not used for the whole wash. Starch and bluing were
available for better quality linen and clothing. A visitor to England just before 1700
sounded a little surprised at how much soap was used in London.

Drying, bleaching
The Grand Wash or the Great Wash were names for the irregular "spring cleaning"
of laundry. Soaking in lye and bucking in large wooden bucking tubs were similar to
processes used in textile manufacturing. So was the next stage - drying and bleaching
clothes and fabrics out of doors. Sunshine helped bleach off-white cloth while drying it.
Sometimes cloth was sprinkled at intervals with water and/or a dash of lye to lengthen the
process and enhance bleaching.
Towns, mansions, and textile weavers had an area of mown grass set aside as
a bleaching ground, or drying green, where household linens and clothing could be spread
on grass in the daylight. Early settlers in America established communal bleaching areas
like those in European towns and villages. Both washing and drying were often public
and/or group activities. In warmer parts of Europe some cities provided communal laundry
spaces with a water supply.
People also dried clothes by spreading them on bushes. Large houses sometimes
had wooden frames or ropes for drying indoors in poor weather. Outdoor drying frames
and clothes lines are seen in paintings from the 16th century, but most people would have
been used to seeing laundry spread to dry on grass, hedgerows etc. Clothes pegs/pins seem
to have been rare before the 18th century.
Hand (or feet) laundry washing reigned for centuries until the first washing
machine was designed by H. Sidgier of Great Britain in 1782. It consisted of a cage with
wooden rods and a handle for turning from this design in the late 1800's different
companies started producing hand operated machines that used paddles or dollies. Then
came the revolving drum from James King in 1851. This was shortly followed by a
revolving drum with reversing action, from Hamilton Smith in 1858.

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The earliest manual washing machines imitated the motion of the human hand on
the washboard, by using a lever to move one curved surface over another and rubbing
clothes between two ribbed surfaces. This type of washer was first patented in the United
States in 1846 and survived as late as 1927 in the Montgomery Ward catalogue. The first
electric clothes washers, in which a motor rotated the tub, were introduced into America
about 1900. The motor was not protected beneath the machine and water often dripped
into it causing short-circuits and jolting shocks. By 1911, it was possible to buy
oscillating, cylinder, domestic washing machines with sheet metal tubs mounted on
angle-iron frames with perforated metal or wooden slat cylinders inside.
Beatty Brothers of Fergus, Ontario was the first company to produce an agitator
washing machine. The early Beatty machines had ribbed copper tubs which were nickel
or nickel-chromium plated. In the US, the first firm to adopt agitator technology was
Maytag. The vertical orientation of these machines became the industry standard
replacing the horizontal rotating axis of earlier machines.
Starting in the 1920s, white enamelled sheet metal replaced the copper tub and
angle-iron legs. By the early 1940s, enamelled steel was used and sold as being more
sanitary, easier to clean and longer lasting than the other finishes. The sheet-metal skirt
was also designed to extend below the level of the motor mount.
In the early 1920s, a number of Canadian machines were offered with built-in gas or
electric water heaters. By the 1930s, domestic water heaters were in many homes and the
washing machine heater was of little use. The addition of a motor-driven drain pump at
this time moved the machine one step closer to complete automaticity.
The next development of the washing machine was the fitting of a clock timing device
which allowed the machine to be set to operate for a pre-determined length of wash cycle.
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Now, the operator no longer needed to constantly monitor its action.
By the early 1950s, many American manufacturers were supplying machines with a spin-
dry feature to replace the wringer which removed buttons, and caused accidents involving
hair and hands. In 1957, GE introduced a washing machine equipped with 5 push buttons
to control wash temperature, rinse temperature, agitation speed and spin speed.
Foreign literature
The history of washing and drying household linen and clothing over several
centuries: from medieval times up until the 19th century. It concerns Europe, North
America, and the English-speaking world more than anywhere else.
Laundry in the United States didn’t become a weekly chore until the 19th century.
Before then, clothes were made of rugged material like wool, leather, or felt, and were not
easy to wash. Dirty shirt? Shake it off.
With industrialization came the manufacture of cotton cloth. People started owning
more clothing, and there was a movement toward keeping ourselves clean as a way to
prevent disease. This meant more laundry. For a 19th century housewife, “wash day” was
laborious and time-consuming. You had to make detergent from lye and animal fat. You had
to chop wood for the fire, or get your son or husband to do it. And you needed a lot of elbow
grease to scrub the clothes. And that doesn’t even include the ironing. So, if you had extra
cash, you would hire the help of a washerwoman — most likely a woman of color. A
washerwoman in 1880 could make about US$140 per month (in 2016 dollars).
Competition started heating up, though. Toward the mid-1800s, the first big wave of
Chinese immigrants came to the United States. They started hand laundries serving
neighborhoods in cities. In 1880, two-thirds of San Francisco’s 320 laundries were Chinese-
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owned. By the late 1800s, any American city with a Chinese immigrant population had
Chinese-owned laundries.
A Chinese laundry in California, around 1910. (California State Library)
As the power grid began to come online in the late 1800s, commercial mechanized
laundries began to spring up. Originally catering to institutional clients and single men,
these commercial laundries soon began marketing directly to housewives. The service was
cheaper than hiring a washerwoman.
A racist ad for a Texas commercial laundry, early 20th cent.
The commercial and Chinese hand laundries peaked in the 1920s. Their decline was
brought about in the following decades by the expansion of the power grid and the lowering
costs of domestic washing machines. Carter G. Woodson, the father of black history in
America, wrote a tribute to the “negro washerwoman” in 1930, saying, “Because of the rise
of the race from drudgery and the mechanization of the industrial world the washerwoman
is rapidly passing out.” He wrote, “she gave her life as a sacrifice for others.” And by 1940,
over 60% of the 25 million homes with electricity in America had a washing machine.
With the development of the US suburb after World War II came the bold vision of
a washing machine in every home. Washing machines were aggressively marketed to
housewives. Tide powdered detergent launched in 1946. Coin operated laundromats
proliferated to bridge the gap and to promote the washing machine. And pretty soon, if you
didn’t have a washing machine in your home, you weren’t “keeping up with the Joneses”
In the Philippines, laundry practices fall into two camps: urban and rural. In the rural
provinces, in many villages, laundry day happens each week by the river, it’s done by hand,
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and it’s a communal activity. Any technology that makes clean water easier to access can
be a huge step. A covered area with a communal basin and fresh spring water makes laundry
and cooking much easier. With the country’s 7,000 islands and numerous villages, building
basic rural water infrastructure is an ongoing challenge.
In the cities, laundry has historically been done by hand, and only in the past couple
decades have home washing machines become prominent. Today in Manila, most middle-
class homes have washing machines and “house help” — young women from the provinces
who live with Manilan families and handle domestic tasks. Often they are treated like an
extension of the family, working for the same house for many years at a time. Apart from
room and board, they make about US$80 per month, often sending money back home to
their families.
Clothes dryers are rare in the Philippines. It’s always hot outside, and people opt to
line dry. My Filipino friend considers line drying superior because the UV light kills germs
more effectively. This is crucial in the tropics, which lack the public health benefit of a cold
winter.
In stark contrast, many American homeowners associations have banned the use of
outdoor clotheslines entirely. The sight of drying clothes is viewed as an eyesore or a marker
of poverty that lowers property values. San Francisco had a ban on clotheslines until
October, 2015. Thanks to a recent Right to Dry movement, California and some other states
have repealed these bans. Laundromats in the Philippines are a mix of home-based
businesses, with one or two washing machines and family members helping out, and laundry
chains. Self-service, coin operated laundromats are virtually nonexistent, but there are some
bigger modern facilities doing larger-scale laundering. (Manila’s first commercial laundry
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began in 1946 when Dominador S. Asis, Sr. purchased a US field laundry trailer from the
departing American troops.) Returning to my friend’s question about how Americans find
the time to do laundry, the answer is: we do it because it’s the most economical and time-
efficient way. Laundry in my home of two takes about 25 minutes per week. For 7 kilos of
laundry, I would spend US$35 for wash-and-fold with pickup and delivery, using Washio
in San Francisco. For that to be reasonable, my 25 minutes would have to valued at about
US$85/hour. And I’d be giving up the therapeutic nature of the activity. So, I’m happy to
keep the money. (If I opt to line dry, it adds about 6 minutes per load, bringing the hourly
rate down to US$68/hour.) In the Philippines, that same 7 kilos of laundry can be picked up,
washed and folded, and delivered for around US$4.30. So, for many people in Manila, it
makes sense. So, we end up here: Nearly every house on my block has a washing machine
and a clothes dryer, and they are all idle more than 99% of the time. I think we have reached
a local maxima in the efficiency of these appliances. Per pound of laundry, large-scale tunnel
washers use less than half of the water required by the best high-efficiency home washing
machines available. If all our laundry went through tunnel washers, the US would save at
least 3 billion gallons of water per week.* There are big logistical barriers to building such
a system in the US. Autonomous vehicles may help — I can imagine a laundry car that runs
around doing pickups and deliveries of personal laundry, finally making it as simple and
affordable as using your own machine at home. But there are cultural barriers: We like doing
our laundry in private. We don’t like the idea of strangers handling our clothes — clean or
dirty. I think many of us see our clothes as an extension of our bodies, so it makes us uneasy.
And for me, there’s a pleasant intimacy in folding warm clothes and putting them away.
There’s a quiet moment after the dryer stops. No phone, no laptop. Just me and the clothes.
If I gave that up, I would want to replace it with something as meditative. Another huge
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barrier for us is density. The most dense US city is half as dense as Metro Manila. American
low-density suburban housing makes it a hassle to share resources with neighbors. And
Manila’s urban density affords many efficiencies. And while more efficient laundry may not
be the lowest-hanging fruit with regard to climate change, I think it’s just one example
among many in which low-density living is a barrier in tackling climate change. For me, for
now, I will incorporate line drying into my routine
Winona Occupational Rehabilitation Center of Winona, Minnesota seeks to explore
the viability of opening a commercial laundry with a focus in the health care and hospitality
industries. The venture will be developed to annually accommodate up to three million
(3,000,000) pounds of laundry. This venture will be located and housed within WORC’s
current facility at 1053 East Mark Street Winona, MN. The laundry service will be
established under the existing charter and direction of the WORC Board of Directors and
leadership of the Executive Director. Many staff, clients, processes and systems currently
being used by WORC will be utilized and incorporated to lend efficiencies in the operation
of the laundry service New staff positions will mostly likely be needed to properly manage
and operate the laundry service. Initial training for management or key staff positions will
take place by one or more means including formal education through the Association of
Linen Management, various equipment or chemical suppliers, or on-site training from
comparable facilities. Approximately nine thousand (9000) square feet of existing space
will be modified and remodeled to accommodate the new laundry. Equipment, product and
manufacturing currently occupying the location (production floor 2) of the proposed
laundry will be moved to other locations without requiring building expansion. The initial
geographic market area will be within approximately sixty (60) miles of Winona, MN.
Funding and capitalization for the new venture will come primarily from grants and gifts
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for the expressed utilization of funding the laundry. All or a significant portion of the funds
necessary to finance the laundry is expected to be raised or pledged before launch. The
initial equipment will be predominately “good” reconditioned or used. To a lesser extent,
it is expected that some new equipment will be included in the initial equipment proposal.
Local literature
A tub of hot water, a washboard in a wooden frame with somewhere to rest the bar
of laundry soap in pauses from scrubbing - this is a familiar image of how our great-
grandmothers washed the laundry. It's not wrong, but it's only part of the picture. Factory-
made washboards with metal or glass scrubbing surfaces certainly spread round the world
in the 19th and early 20th centuries, and bars of soap were cheap and plentiful by the late
1800s, but there were other ways of tackling the laundry too.
In the idealised images of early advertising or today's nostalgia products, the
washtub is on a stand near a bright, breezy clothesline, though in reality it may have been
in a cramped kitchen or dark tenement courtyard, or by a tumbledown shack. Alternatives
to the classic washboard and tub included dolly tubs (photo left) used with a dolly stick in
the UK and parts of northern Europe. These were tall tubs, also called possing- or
maidening-tubs, in which large items were stirred and beaten with dollies or a plunger on
a long handle.
Water could be heated in a large metal boiler or copper on a stove. A big pot boiling
over an outdoor fire suited much of rural America. In urban areas there were public
laundries: some with hot water and modern equipment, some much simpler and older, like
the communal open-air sinks with a water supply in Italian cities. There were washing
machines of a kind, but not many homes had them. Ideas from inventors working on
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washing machines helped improve the design of simple washboards and dollies. A plain
wringer was the most common piece of home laundry machinery in 1900.
There were huge changes in domestic life between 1800 and 1900. Soap, starch,
and other aids to washing at home became more abundant and more varied. Washing once
a week on Monday or "washday" became the established norm. As the Western world
prospered, chemists, factory-owners and advertisers invented and sold more laundry
ingredients to more homes. English-speaking countries saw riverside washing, laundry
bats, intermittent "great washes", and the use of ashes and lye tail away. Later Victorians
thought these methods were old-fashioned or quaint. English travellers sometimes
described "foreign" laundry routines as very inferior to the "new" ones they expected of
their servants at home.
An 1864 sketch (right) from the American Civil War shows two soldiers hard at
work, with equipment old and new. One is using a bat on a washing bench, an almost-
forgotten method that was hardly used by the next generation in the USA and UK, though
it survived longer in some parts of Europe, along with communal washing by rivers and
in washhouses. The other soldier's tub and washboard, though, stayed popular for many
years to come. Washboards were also used without a tub; they could be carried to the
riverside.
It may seem odd to say that using soap generously was a modern, "advanced" way
of tackling dirty laundry, but in 1800 soap was used economically. It was mixed into hot
water for the main wash, and extra might be used for spot stain treatment, but everyday
linen might still be cleansed with ash lye. Some of the poorer people in Europe continued
to wash their "ordinary" things with no soap or minimal soap. Laundry soap was often the
cheap, soft, dark soap that was fairly easy to mix into hot water. Before the 19th century
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hard soap could be made at home by people who had plenty of ashes and fat, with warm,
dry weather and salt to set the soap. If you bought it, you would buy a piece cut from a
large block.
By the end of the century there were plenty of wrapped bars of commercial, branded
laundry soap sold at moderate prices. To mix up a lather, you could grate flakes off the bar
of soap, or even buy ready-made soap flakes in a box. Soap powder had been known for a
few decades, and from about 1880 it was quite widely available. Developments in science,
industry and commerce had a significant impact on household chores.
Other changes in the course of the century included factory-made metal tubs starting
to replace wooden ones. Mass-produced tongs were more affordable and more likely to
replace sticks for lifting wet washing. Clotheslines, pegs, and pins became more
widespread. Home-made clothes pegs and indoor drying racks were copied and/or
improved by manufacturers supplying hardware stores. Improvements in starch production
led to a range of products with small differences, packaged differently, and aimed at
different users. Laundry blue was no longer a mere ingredient in "blue starch". By the
1870s it was produced in an array of different formats with different packaging gimmicks:
wrapped squares, balls, distinctive bags or bottles of liquid bluing. Tinted starches, dyes,
and products for restoring faded black clothes while you laundered them were on sale at
prices people with modest incomes could afford. Borax and washing soda were packaged
under various names. Borax was even used as a brand name for soaps and starches, and
promoted as a miracle all-purpose cleaning product.
There were laundry services aimed at the "middling" people too. While the upper
classes went on employing washerwomen and/or general servants, there were various
cheaper "send-out" laundry services in the later 19th century and early 20th, including
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laundries that brought both domestic laundry and linen from hotels etc. to a "hand-finished"
standard. The simplest were wet wash (US) and bag wash (UK) arrangements where you
sent off a bundle of dirty laundry to be washed elsewhere. Ironing was done at home at this
bottom end of the market. In some places a mangle woman with a box mangle would charge
pennies for pressing household linen and everyday clothing.
Foreign studies
Laundromat Business Overview
In the United States of America and in most developed countries of the world, self-
service laundry business which is popularly called Laundromat in the United States is
rapidly an essential part of the urban life. This is so because in this age and time, 24 hours
seems not to be enough, especially for people that work in the corporate world or even
those who run their own businesses.
As the name implies, a self-service laundry or coin wash / laundry or Laundromat
is a laundry facility where people come in to personally wash and dry their clothes;
technically, customers provide their own labor and still pay the price for making use of the
laundry equipment made available.
Customers have the option of paying with coins which is the popular payment
option and they can also pay via swipe cards that subtract the cost of the wash or dry or
even via mobile money. Despite the fact that customers provide their own labor, some
Laundromat owners still employ people to man or provide assistance to customers.
It is normal to find Laundromats where operators are employed to man the day to
day operations, as well as provide value added services like; helping customers iron their
clothes, starch their clothes, and fold their clothes et al. Usually when Laundromat hire
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employees, the core responsibility assigned to them is to man the counter, give directions
to customers, sell washing powder, sell laundry bags, provide change and watch over the
washing machines and other equipment in the Laundromat to guide against theft of the
machines or even customer’s clothes.
Although the laundry industry can be said to be a competitive trade, but it does not
in any way stop entrepreneurs who are creative to still make headway in the trade. It is
indeed a profitable industry especially when the business is well located. No doubt busy
cities with growing population might just be highly suitable for Laundromat. There are
loads of people that patronize Laundromats; and they include; busy corporate executives,
students, and even senior citizens.
In the bid to stay afloat in the highly competitive Laundromat business, owners of
Laundromats now go the extra mile to ensure that they make their facilities welcoming and
conducive for customers. As a result, Laundromats now have coffee bars, snack bars, cigar
lounge, video games, children’s playground and free Wi-Fi connection, amongst others.
Over and above, any aspiring entrepreneur can comfortably start his or her own
Laundromat business by acquiring an existing Laundromat and then refurbish it to meet the
expected standard, or start the business from the scratch by constructing a new one and then
equip it with the needed equipment and accessories. The average startup cost for a standard
Laundromat business is around $250,000 to $500,000. When starting your own
Laundromat business, ensure that you choose a location where you can easily attract the
kind of people that patronize Laundromat services.

21
Las Vegas City Laundromat is a registered Laundromat facility that was built to
serve the people of Las Vegas- especially the busy corporate executives and students. Our
Laundromat will be located in the heart of the city of Las Vegas which is less than 30
minute drive from McCarran International Airport in Las Vegas, and 10 minutes minute
drive from Mandalay Bay Event Center. We are strategically positioned in the world’s
headquarter for casinos and games; a commercial center and we are set to services the
whole of the community as well as visitors and travelers alike.
Las Vegas City Laundromat is a standard Laundromat in a 6,000 square feet facility;
we have one of the biggest Laundromats with the latest and easy to use washing machines
and dryers. Aside from welcoming customers to do their laundry chores at an affordable
fee in our Laundromat, we have a conducive environment that will encourage them to
always choose us as their number one choice. We have a coffee bar in our facility, we cigar
lounge, we have children’s fun center and video games and snacks bar et al.
Our Laundromat will be open from 6 a.m. and close 10 p.m. from Mondays to
Thursdays and will run a 24 hours service from Friday to Sunday. We decided to operate
in this format because from our market survey and feasibility studies, we realized that
customers usually do most of their laundry during weekends.
Las Vegas City Laundromat is a proud member of the Coin Laundry Association of
America and we are well positioned to become one of the leading Laundromat facilities in
the whole of Nevada. We will be providing our esteemed customers the right environment
and equipment for them to comfortably do their laundry.

22
We will also provide additional services such as ironing, folding and packaging of
clothes for our customers. Our attendants will always be available to change money, sell
detergents and softeners et al.
We are quite aware that in order to become the number one Laundromat in Nevada,
we must continue to make our facility welcoming and relaxing and that is exactly what we
will do. We are open to the use of latest technology in the industry. No doubt our excellent
customer service and the range of additional complementary services we offer will position
us to become one of the leading Laundromats in Las Vegas, Nevada.
Las Vegas City Laundromat is owned and managed by Anthony Miller and family.
The business will be financed by Mr. Miller and he will be actively involved in the day to
day operation of the Laundromat. Mr. Anthony Miller has a B.Sc. in Business
Administration and Management and he has well over 5 years of experience in the service
industry.
Local studies
Suds’ Caloy and Charmaine Ang: Once you have satisfied a customer through
consistent laundry services, he is likely to return again and again.MANILA, Philippines -
With an average of eight out of 10 customers returning to do repeat business, the laundry
service franchise is gaining recognition as an enterprise built for the long term, notes Caloy
Hanzyl Ang, founder and franchise director of Suds Laundry and Dry Clean Services.
“Once you have satisfied a customer through consistent service levels, he is likely
to return again and again,” Ang notes. “He will leave only if he is dissatisfied enough to go
through the trouble of testing another laundry service.”

23
Now serving a customer base of approximately 80,000 that returns week after week
to the four company-owned stores and 14 franchises, Ang and wife Charmaine, Suds
operations manager, have set plans to grow the laundry service into a nationwide brand.
For now, the business which the couple started in Dasmariñas, Cavite, in 2003
to service the needs of professionals working in the nearby export industrial zones has
branched out to Quezon City, Makati and Parañaque. Considering that a typical Suds client,
who works in an office, sends off five kilos of clothes a week for washing and pays P35 a
kilo, franchisees have been attracted to the business.
Like the Angs, they are optimistic because their market of “time-
challenged” young families that have both husband and wife in the work force is growing.
Just about a decade ago, these early nesters would have most probably lived with either the
man’s or the woman’s family and enjoyed having their laundry done by a family member,
a household helper or a daily wage earner.
But with the proliferation of affordable condominium units sprouting all
over Metro Manila and mid-income homes in the outskirts of the metropolis, they now can
live on their own. As of mid-2012, a Jones Lang LaSalle study projected that 137,000
residential units from the P1.5 to P6 million price range would be coming up from 2012 up
to 2016. Most of the occupants of these units would not have the time, energy, space or a
combination of any two or three of the aforementioned for laundry.
Caloy recalls that he was also once himself a harried professional employed with Intel in
Cavite as a reliability engineer. Still single at the time, he remembers the exact day he
decided to get into the business of washing other people’s clothes. It was raining, he was
24
on foot and in a hurry to get his duffel bag of 20 kilos of soiled clothes laundered in the
neighborhood. He realized that the laundry service that would go through the trouble of
picking up its clients’ weekly washing -- and on top of that offer them reliability and
professionalism-- would easily outdo all existing mom-and-pop laundry shops.
Business ( Article MRec ), pagematch: 1, sectionmatch: 1
Still single but already in a relationship with Charmaine, he hatched the nucleus of
a business plan that night and convinced her to resign to run their store to be named Suds.
They attended seminars on the business, borrowed from relatives and in a few months’
time, they had their first store.
They had a logo and interiors that made use of the fun color orange – not the usual
blue. “We wanted it to be different. We hid the machines and put in air-conditioning. I sold
my car and exchanged it for a multi-cab so I could pick up laundry after work.” Moreover,
the pair found out through research that customers were particular about the smell of their
clothes and the availability of parking. But even after they had opened and put in all
improvements, they still did not earn enough to pay the rent.
They panicked and realized the urgency of marketing to their micro market. A
combination of flyers, a promo offering a discount and a banner screaming out the special
offer in conjunction with the onset of rainy season finally brought in the volume of
customers they had targeted. They have since added a rewards system to loyal customers
tracked by a proprietary computer program that is part of the POS (Point of Sales) machine
in each Suds store.

25
They also focused on running the business more efficiently by “getting their
chemistry right.” Among their first lessons in the subject was selecting a detergent with
more active ingredients than fillers since it is the latter that gets the cleaning done. Their
growing expertise in the area eventually brought them to the practice of using four different
types of detergent—three of them liquid to be used for delicate, premium and regular-wear
clothes. Powder is used only for bulky items that need heavy-duty cleaning such as seat
covers and towels slathered with oil and lotion.
With the intensity of geeks challenged by a science problem, the Angs went
into franchising in 2008 with the goal of finding a royalty program that would work for
both franchisee and franchisor and push the business further forward. They developed the
“ladderized” royalty system wherein no royalty is paid to Suds during the startup period
and with royalty increasing as a franchisee’s revenues increase. Better yet, the royalty
decreases once the franchisee gets past a revenue milestone.
“Our growth depends on the growth of our franchisees,” Caloy notes. The
Angs have further redefined the laundry business by putting up a plant that specializes in
dry cleaning and bulk items such as the scores of towels used by spas and beauty parlors.
Suds encourages its franchisees to look for the institutional users in their area and to pass
on the washing and dry cleaning to their main plant in exchange for a marketing fee. “This
way, our franchisees earn from the business of both retail and commercial clients,
26
CHAPTER 2
MANAGEMENT ASPECT
Organizational and management aspects are the key factors that propel business and
industry to attain accelerated growth and development. The management implies a clear
and precise identification of duties and responsibilities, flow of authority and manpower
level requirement. It must be set up for optimum effectiveness. Organizational and
Management aspects must be able to plan all activities to make every action or decision
help to achieve a careful chosen goal.
Mission
The mission of the business is to establish value laden relationships with its clients
by providing them with convenient, professionals, eco-friendly, efficient, effective and
hygiene oriented dry cleaning and laundry management solutions.
Vision
To be the most environmentally friendly laundromat in the area while providing
fast and dependable services and always having friendly working atmosphere where
employees and customers feel safe and enjoy their jobs with the chance of advancement
based on effort and hard work.
Goals and Objectives
 To grow the business as to laundry for more other places
 To further diversify the business by offering additional related services
 To satisfy the customer needs and wants
 To deliver the clothes cleanly

27
MANAGEMENT THEORY
The proposed project will be using Democratic style. Since the proponents are
forming a partnership, the owners wanted a good relationship with its co-owners and
employees and all should be treated equally. The democratic leadership style is based on
mutual respect. It is often combined with participatory leadership because it requires
collaboration between leaders and the people they guide.
ORGANIZATIONAL STRUCTURE
Manager
Laundry person Laundry person Driver
JOB QUALIFICATION
1. Manager
1.1 Must be a graduate of business course
1.2 Must have good team working skills
1.3 Must have good communication skills
1.4 Must be computer literate
1.5 Can work under pressure
1.6 Must be courteous to guests

28
1.7 Must have a confident manner
1.8 Atleast 23-35 years old and above
1.9 Must have experience in a managerial position
3. Laundry person
3.1 Female, at least high a school graduate
3.2 Must be helpful and polite
3.3 Must be smart in appearance and articulate
3.4 Must have a friendly and engaging personality
3.5 Must have the ability to work methodically and follow instructions
3.6 Must have a working experience in laundry shop
3.7 Atleast 22-35 years old and above
4. Driver
4.1 Must be 25-40 years old and above
4.2 Must have practical skills to operate and adjust machinery
4.3 Must have valid professional driver’s license
4.4 Must have a good driving record and no traffic violations
4.5 Must have excellent and organizational and time management skills
29
JOB DESCRIPTION
1. MANAGER
1.1 Directs all laundry staff
1.2 Develops new methods for increasing laundry efficiency
1.3 Hires and trains new laundry staff
1.4 Organizes training for the staff
1.5 Answers queries from customers
1.6 Deals with customer refunds and complaints
1.7 Records and monitors laundry cost
2. LAUNDRY PERSON
2.1 Sorts items according to color, size and type of fabric
2.2 Checks items before washing for damage and strains
2.3 Loads items into machines
2.4 Maintains and upkeeps all laundry equipment
2.5 Finishes items by drying, pressing and folding
3. DRIVER
3.1 Delivers a wide variety of items to different addresses and through different
routes
3.2 Follows route and time schedule
3.3 Loads, unloads, prepares, inspects and operates delivery vehicle
3.4 Completes logs and reports
3.5 Follows regulations and safety standards

30
MANPOWER REQUIREMENT
The manpower of the proposed project is (4) composed of the following: (1)
Manager, (2) Laundry person and (1) Driver.
EMPLOYEE’S BENEFITS
Employees will be given benefits like SSS, PAG-IBIG FUND, and
PHILHEALTH. For the employees who are loyal and who stayed for a long time in the
business, they will receive a 13th month pay. The salaries or wages of the employees will
be given at the end of the month.
SALARIES/WAGES
Position # of employees Monthly salary Annual salary
Manager 1 10,000 130,000.00
Laundry person 1 7,500 97,500.00
Laundry person 1 7,500 97,500.00
Driver 1 7,000 91,000.00
TOTAL 4 32,000 416,000
Upon regularization, the employees should increase their salary rate by 5%

annually.
31
BUSINESS POLICIES
1. The washer or dryer should not be overloaded as clothes will not be as clean.
2. Observe courtesy.
3. All trash and lint should be disposed in a receptacle.
4. Damages or break down of all machines should be reported to the office
immediately.
5. Fighting, theft, and vandalism or any other misuse of company property is
prohibited.
6. Every worker shall keep his or her work area neat, clean and orderly.
7. Soap should be measured. Using too much detergent will cause the machines to
malfunction.
8. Smoking is strictly prohibited.
9. Lights should be turned off upon leaving.
10. Working hours start at 8:00am and ends at 5:00pm.
EMPLOYEE POLICIES:
1. Employees must go to work on time.
2. Cellphones are not allowed during working hours.
3. No sitting on counters or machines.
4. Employees must treat the customers with courtesy.
5. Employees who will be late or absent from work must inform their Manager at
least two hours prior to normal starting time.
6. Employees will be given a 5 minutes grace period.
7. Employees must ensure that all lights and equipment are shut off before they leave
their work.
8. Employees who have accumulated three absences without excuses will be
automatically terminated.
32
CHAPTER 3
TECHNICAL ASPECT
The availability of this project offers will always be maintained by the industry.
Although there are several laundry services here in the Philippines this project is very
helpful to those establishments who wish to have their items to be laundered in such a short
time that is to meet the needs of their customers.
LOGO OF THE BUSINESS
LI’N TOUCH
LAUNDRY SHOP
Absolutely Clean Absolutely Fresh
The CLI’N TOUCH LAUNDRY SHOP expresses the cleanliness of the service.
The three washers represents the proponents since they are partners in the business. It
symbolizes loyalty and cooperation. The spinner also represents the time and effort exerted
to put up this business and the continuous flow of money. .The color blue indicates
confidence, reliability and responsibility. It relates to trust and honesty. The color white is
the cleanliness and hygiene. It indicates calm and simplicity.

33
LIST OF FIXED ASSETS
ITEMS PICTURES DESCRIPTIONS QUANTITY PRICE TOTAL

PRICE
Washing A machine for

machine washing clothes
with and household 4pieces P25,000.00 P100,000.00
Dryer linen.
(WHIRLPOOL)
Dryer A machine that

extracts or absorbs 1piece P10,995.00 P10,995.00
moisture
(SAMSUNG)
Water Used to connect in

hose machine 4meters P400.00 P1,600.00
Steam A pressing iron

iron with compartment
holding water that 2pieces P2,675.00 P5,350.00
is converted to
steam by the iron’s
heat
Weighing To scale clothes to

scale be laundered.
(AZUKI) 2pieces P10,000.00 P10,000.00
Exhaust To release heat.

Fan (STANDARD)
2pieces P750.00 P1,500.00
34
Generator To be used as an
option during
brownout. 1piece P60,000.00 P60,000.00
Fire To be used to
extinguish extinguish or
er control small fires 1piece P2,500.00 P2,500.00
during an
emergency.
To make the
customers feel
Stand fan comfortable. 2pieces P1,500.00 P3,000.00
(ASAHI)
Ceiling To be used to make

fan the customers feel
comfortable. 2pieces P2,000.00 P4,000.00
(ASAHI)
Building A structure with a

and land roof and walls that
(RENT) is used as a place 1 P10,000.00 P10,000.00
for people to work,
do activities, store
things.
Multicar A service used to

pick up and deliver
clothes. 1 P70,000.00 P70,000.00
Computer It is used to post

and updates in the
printer website and 1 P20.000.00 P20,000.00
Facebook page.
TOTAL P298,945.00
35
TOOL SUPPLIES

PRICE
Table A piece of furniture

with a flat surface
that is designed to be 2pieces P2500.00 P5,000.00
used for a particular
purpose.
Chair To be used for the

manager and cashier.
2pieces P1200.00 P2,400.00
Mono To be used for a

block particular purpose.
Table (URATEX) 3pieces P1,500.00 P4,500.00
Mono To be used for the

block customers.
Chair 6pieces P240.00 P1,440.00
Cabinet Used to put some

clothes.
2pieces P1,500.00 P3,000.00
TOTAL P16,340.00
36
OFFICE SUPPLIES
PRICE
Receipt A piece of paper
on which the
things that you 50booklets P30.00 P1,500.00
buy or the services
that you pay for
are listed with the
total amount paid.
Record To write down
book something
important. 5pieces P45.00 P225.00
Ball pen It is used to write

something. 2boxes P95.00 P190.00
Marker A type of pen that

makes wide lines 10pieces P40.00 P400.00
Scissor Used to cut

something.
5pieces P35.00 P175.00
Calculator It is used for

calculation. 2pieces P200.00 P400.00
TOTAL P2,890.00
ELECTRICITY AND OTHER UTILITIES

ITEMS MONTHLY(Php)
Water 10,000.00
Electricity 15,000.00
Internet 1,500.00
Gasoline 2,000.00
Rent Expense 10,000.00
TOTAL 38,500.00
37
CLEANING MATERIALS/SUPPLIES
ITEMS PICTURES QUANTITY PRICE TOTAL
PRICE
Mop
2pieces P600.00 P1,200.00
Broom
(tambo)
3pieces P100.00 P300.00
Broom
(tingting) 3pieces P30.00 P90.00
Dustpan
3pieces P40.00 P120.00
Toilet
brush 2pieces P40.00 P80.00
Cleaning
towel
50pieces P6.00 P300.00
Cleaning
Rags 100pieces P25.00 P2,500.00
Dipper
(Tabo) 3pieces P20.00 P60.00
38
Pail
5pieces P40.00 P200.00
Trash bin
2pieces P50.00 P100.00
Garbage
bag 50rolls P60.00 P3,000.00
TOTAL P7,950.00
ADVERTISING EXPENSE
PARTICULARS YEARLY COST
Tarpaulin 500.00
Flyers 300.00
TOTAL 800.00
MAINTENANCE EXPENSE
In every business, there should be a separate budget for the maintenance of the
equipment of the business so that in case of the some damages, there would be no more
hassle in terms of expenses.

39
SUPPLY MANAGEMENT
ITEMS PICTURES QUANTITY PRICE TOTAL
PRICE
Detergent
powder
10bag/sacks P800.00 P8,000.00
Fabric
conditioner 190bottles P100.00 P19,000.00
Clorox
20gallons P126.00 P2,520.00
Dry
cleaning 10gallons P650.00 P6,500.00
fluid
Basket
15pieces P70.00 P1,050.00
Hanger
120pieces P40.00 P4,800.00
Clip
60pieces P30.00 P1800.00
Gloves
10pairs P80.00 P800.00

40
Apron
10pieces P50.00 P500.00
Boots
6pairs P350.00 P2,100.00
Packing tape
20pieces P30.00 P600.00
Roll bag
50rolls P25.00 P1,250.00
TOTAL P48,920.00
41
STRUCTURE OF PROCESS OF FLOW OF OPERATION
WASH, DRY, FOLD

Approximat
15-20 minutes 10-15 Quality
washing time. 4 ely 1 hour
minutes check
scoops of detergent for folding
drying time clothes
soap and 2 scoops
and
of fabric
conditioner bagging.
WASH, DRY, PRESS

Approximat
15-20 minutes 10-15 Quality ely 2 hours
washing time. 4
minutes checked for pressing,
scoops of detergent
soap and 2 scoops drying time clothes folding and
of fabric
bagging
conditioner
FOR BEDSHEETS, TOWELS, CURTAINS AND BLANKETS
20-30 minutes 15-20 Quality Approximat

washing time. 4
minutes checked ely 1 hour
scoops of detergent
soap and 3 scoops drying time items forn folding
of fabric and
conditioner
bagging.
42
FOR WHITES
15-20 minutes
10-15 Quality Approximately
washing time. 4 1 hour for
minutes checked
scoops of folding and
drying time items
bagging or
detergent soap
preparation for
and 2 scoops of delivery.
fabric conditioner.
DRY CLEANING PROCESS
Clothes are put into

Segregation Folding or Preparation
a dry cleaning
of clothes hanging of of clothes
machine. It is
according to dry cleaned
cleaned with dry tag for delivery.
identification clothes and
cleaning liquid and
pressing of
fabric conditioner.
clothes.
Approximately 8
minutes per cycle.
43
MENU OF THE BUSINESS
Wash, dry, and fold - P25.00 per kg
Wash, dry, press - P50.00 per kg
Blankets, towels, curtains, bed sheets – P40.00 per kg
Comforters – P120.00 per piece
Dry cleaning:
Barong – P130.00 per piece
Gowns – P140.00 per piece
Stuffed toys (small) – P50 per piece
Stuffed toys (big) – P90 per piece

44
PLANT LAYOUT
Woodcrest Subdivision
APARTMENT CLI’N TOUCH LAUNDRY SHOP
NATIONAL HIGHWAY
Isabela College of Arts KINGSVILLE HOTEL

And Technology (ICAT)
The proposed project will be conveniently located along the National Highway of
Tagaran, Cauayan City Isabela near Woodcrest Subdivision.

45
FLOOR PLAN
COMFORT
ROOM OFFICE
CLOTHES
CABINET
LAUNDRY AREA
COUNTER
WAITING ENTRANCE
AREA
46
PLANT LOCATION
WASTE DISPOSAL
Waste disposal is not really a problem. Every stage out of three stages of rinsing,
water with soap and bleaching agent are not actually disposed. A pipe which is tapped in
the drainage will be connected to the overflow outlet. The waste will be connected to the
overflow outlet. The waste will not anyway affect those around the vicinity.
47
CHAPTER 4
MARKETING ASPECT
This chapter of the study contains the channel of distribution, industry profile,
marketing descriptions, services offered, total population of people living in Woodcrest
Subdivision and the students of ICAT, the total sample size of the said target markets, the
rank and percentage of respondents in the questionnaire, the marketing strategies, target
market of the business and it is also includes the demand and supply analysis and the sales
forecast of the business operations.
CHANNEL OF DISTRIBUTION
The customer The customer The customer

will go to the may wait or will pay first and
laundry shop. leave what they they will get their
need to the clothes in the
laundry shop. laundry shop.
INDUSTRY PROFILE
The proponents considered the entering the laundry shop industry which is very
competitive these days. Laundering of clothes and others is one of the things that busy
persons can’t do. This is not only for students and for businessman/woman, but also for
those who need it. This is a good reason to invest a capital in establishing a CLI’N Touch
Laundry Shop.
48
TARGET MARKET
The said business is located at Woodcrest Subdivison, Cauayan City Isabela. The target
market will be the Student of ICAT, apartment and the people living in the subdivision.
The researchers believe that there is a big need on said targets to minimize their time in
doing the laundry. In addition, people nearby are also the target market of the business.
TOTAL POPULATION OF TARGET MARKET
TOTAL POPULATION OF TAGARAN
PUROK 1 851
PUROK 2 266
PUROK 3 644
PUROK 4 385
PUROK 5 580
PUROK 6 482
PUROK 7 871
ICAT 850
TOTAL 4,929
SOURCE: Barangay Hall of TAGARAN and ICAT.
ADVERTISEMENT AND PROMOTION
The proponents will be use Tarpaulin and Flyers for their advertisement. Another way for
the business to be advertised is through the use of the social media like Facebook page.
49
PRICE
The price of the laundry will be based on the current price of the said service in the
market.
SAMPLE SIZE OF EACH PUROK IN TAGARAN, CAUAYAN CITY ISABELA
To accurately obtain a more acceptance figure result, sample size will be computed each
barangay.
Using the SLOVIN formula, the following given will be used.
n= N
1+Ne2
n= 4,929
1+4,929(.1)2
n= 4,929 n= 4,929
1+4,929(0.01) 50.29
n= 98
50
TOTAL SAMPLE SIZE PER PUROK
PUROK 1 PUROK 5
n= 851 *98 n= 580 *98

4,929 4,929
n= 17 n= 12
PUROK 2 PUROK 6
n= 266 *98 n= 482 *98

4,929 4,929
n= 5 n= 10
PUROK 3 PUROK 7
n= 644 *98 n= 871 *98

4,929 4,929
n= 11 n= 17
PUROK 4 ICAT
n= 385 *98 n= 850 *98

4,929 4,929
n= 8 n= 17
With a total of 98 sample size in Tagaran, Cauayan City Isabela, they conducted a survey
according to the computed sample size of each purok.

51
SURVEY METHOD
Q1. Do you wash your clothes in a laundry shop?
11%
89%
YES NO
The graph shows the percentage of the respondents who want to wash their
clothes in a laundry shop. Eighty-nine percent (89%) said YES and eleven percent (11%)
said NO.
Q2. If yes, how often do you go to the laundry shop?
Thrice a week Once a week

16% 13%
Twice a week
60%
Once a week Twice a week Thrice a week
The graph shows the percentage of how often the respondents will go to the
laundry shop. Thirteen percent (13%) of the respondents go to the laundry shop once a
week, sixty percent (60%) go there twice a week and sixteen percent (16%) go there
thrice a week.
52
Q3. On average, how much do you normally spend in a laundry shop if the
minimum is 25/kg.?
35-75 28 4
75-150
150-175
57
The graph shows of how much the respondents spend in doing a laundry. Twenty-
eight percent (28%) spend 35-75 pesos, fifty- seven percent (57%) spend 75-150 pesos
and four percent (4%) spend 150-175 pesos.
Q4. Are you willing to pay the delivery fee?
11
78
YES NO
The graph shows the respondents who are willing to pay the delivery fee. Seventy-
eight percent (78%) said YES, and eleven percent (11%) said NO.
53
LIST OF COMPETITORS
TABLE 1
Name of competitors Services Daily Sales
1. Sunshine Fresh  Wash, dry, fold 37kls
Laundry shop  Wash, dry, press 30kls
 Blankets, towels, 5kls
curtains, bedsheets
 Comforters 1pc
Dry cleaning:
 Barong 1pc
 Gowns 1pc
2. Lady- Lyn’s  Wash, dry, fold 35kls
Laundry shop  Wash, dry, press 25kls
curtains, bedsheets
 Comforters 3pc
Dry cleaning:
 Barong 1pc
 Gowns 1pc
54
3. Chrizalta’s Laundy  Wash, dry, fold 40 kilos
and Dry Cleaning  Wash, dry, press
curtains, bedsheets 15kls
 Comforters
Dry cleaning: 4pieces
 Barong
 Gowns 3pc
3pc
 Stuffed toys (small)
2pieces
 Stuffed toys (big)
2pieces
4. Laundry Options  Wash, dry, fold 24 kilos
 Wash, dry, press 15 kilos
 Blankets, towels, 10 kilos
curtains, bedsheets
 Comforters 3 pieces
 Barong 1 piece
 Gowns 1 piece
1piece
 Stuffed toys (small)
1piece
 Stuffed toys (big)
 Shoe cleaning 2pairs

 Bag cleaning 2pieces
TOTAL 305
55
TABLE 2
TOTAL DEMAND
Target Market Potential # of Customers Market Potential
 TAGARAN
 ICAT 4,929 739
Market Potential = potential no. of customers * 15%
4,929* .15%= 739
TABLE 3
DEMAND AND SUPPLY
Target Market Total Demand Total Supply
 TAGARAN
 ICAT 739 90
56
TABLE 4
MARKET SHARE
Demand and Supply Gap Target Market Share
649 87%
TMS= target market share
DSG= demand and supply gap
TD= Total Demand
TMS= DSG *100

TD
= 649 *100
739
=87%
TABLE 5
PROJECTED DEMAND AND SUPPLY
Year Total Demand Total Supply Demand and
Supply Gap
2017 812 99 713
2018 893 108 785
2019 982 118 864
2020 1,080 129 951
2021 1,188 141 1,047

57
FORMULA:
For total demand
2017(Total Demand *10%+ Total Demand)
=739*10%+739
=812
For total supply
2017(TS*10%+TS)
=90*10%+90
=99
For total demand and supply gap:
TD-TS
=812-99
=713
58
TABLE 6
PROJECTED REVENUE
Services Rate Revenue per day Revenue per Revenue per
offered month year
Wash dry fold P25/kg 30kls 750.00 22,500.00 270,000.00
Wash dry press P50/kg 35kls 1,750.00 52,500.00 630,000.00
Blankets,
towels P40/kg 5kls 200.00 6,000.00 72,000.00

Curtains,
bedsheets
Comforters P120/pc 3 360.00 10,800.00 129,600.00
Dry cleaning:
Barong P130/pc 1 130.00 3,900.00 46,800.00
Gowns 140 P140/pc 1 140.00 4,200.00 50,400.00
Stuffed toys P50/pc 1 50.00 1,.500.00 18,000.00
(small)
Stuffed toys P90/pc 1 180.00 2,700.00 32,400.00
(big)
Total 77 3,470.00 104,100.00 1,249,200.00
FORMULA:
Rate*Unit sales per day*Unit sales per month (30)*Unit sales per year (12)
59
CHAPTER 5
FINANCIAL ASPECT
In this chapter, it projects how much start-up capital is needed, sources of capital, returns
on investment, and other financial considerations. It looks how much cash is needed, where
it will come from, and how it will be spent.
MAJOR FINANCIAL ASSUMPTION
 Statement of Financial Position
 Statement of Financial Performance
 Statement of changes in equity
 Statement of cash flows
 Estimated cost of investment
 Utilities cost utilities schedule
 Revenue schedule
 Investment analysis
 Financial ratio analysis

60
STATEMENT OF FINANCIAL POSITION

As Of December 31, 2017-2021
CLI'N TOUCH LAUNDRY SHOP
Notes 2017 2018 2019 2020 2021
Current Assets
Petty Cash Fund 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00
Cash CFS 518,711.24 741,833.50 978,611.88 1,129,729.17 1,295,902.33
Tools and Cleaning Inventories 4,739.17 631.89 4,645.70 1,227.62 4,635.17
Office Supplies 578.00 606.90 637.25 669.11 702.56
Total Current Assets 529,028.40 748,072.29 988,894.82 1,136,625.90 1,306,240.06
Noncurrent Assets
Fixed Assets 305,285.00 305,285.00 305,285.00 305,285.00 305,285.00
Less: Accumulated Depreciation 54,057.00 108,114.00 162,171.00 216,228.00 270,285.00
Total Non-current Assets 251,228.00 197,171.00 143,114.00 89,057.00 35,000.00

Total Assets 780,256.40 945,243.29 1,132,008.82 1,225,682.90 1,341,240.06
LIABILITIES AND CAPITAL

Salaries Payable 32,580.07 34,237.57 35,977.95 37,805.35 39,724.11
Employee Contributions Payable 2,319.40 2,435.37 2,557.14 2,685.00 2,819.25
VAT Payable 5,927.97 6,224.37 6,535.59 6,862.37 7,205.49
SSS,PH,PAGIBIG,HDMF, WHT Payable 1,516.60 1,592.43 1,672.05 1,755.65 1,843.44
Total Current Liabilities 42,344.04 44,489.74 46,742.73 49,108.36 51,592.28
Capital COE 737,912.37 900,753.55 1,085,266.09 1,176,574.53 1,289,647.78

Total Liabilities and Capital 780,256.40 945,243.29 1,132,008.82 1,225,682.90 1,341,240.06
balanced balanced balanced balanced balanced
Analysis:
Statement of Financial Position comprises the assets, liabilities and equity of
the entry for a period of time

61

STATEMENT OF FINANCIAL PERFORMANCE
As Of December 31, 2017-2021
2017 2018 2019 2020 2021

Revenue 1,249,200.00 1,311,660.00 1,377,243.00 1,446,105.15 1,518,410.41
Less: Expenses
Depreciation Expense 54,057.00 54,057.00 54,057.00 54,057.00 54,057.00
Tools and Cleaning Expense 52,130.83 63,820.78 58,685.36 69,252.21 65,718.29
Salary Expense 416,000.00 436,800.00 458,640.00 481,572.00 505,650.60
Supplies Expense 2,312.00 3,005.60 3,155.88 3,313.67 3,479.36
Utilities Expense 342,000.00 359,100.00 377,055.00 395,907.75 415,703.14
Advertising Expense 800.00 840.00 882.00 926.10 972.41
Rent Expense 120,000.00 126,000.00 132,300.00 138,915.00 145,860.75
Employee Benefits Expense 27,832.80 29,224.44 30,685.66 32,219.95 33,830.94
Taxes and Licenses Expenses 1,440.00 25,971.00 27,269.55 28,633.03 30,064.68
Income 232,627.37 212,841.18 234,512.54 241,308.44 263,073.24
Analysis:
Statement of Financial Performance comprises the revenue, expenses and
net income or loss of the entity for the period of time

62

STATEMENT OF CHANGES IN EQUITY
For The Year Ended December 31, 2017-2021
2017 2018 2019 2020 2021
Capital, Beginning 200,000.00 737,912.37 900,753.55 1,085,266.09 1,176,574.53

Add/Less: Net Income (Loss) 232,627.37 212,841.18 234,512.54 241,308.44 263,073.24
Add: Additional Investments 305,285.00 - - - -
Total 737,912.37 950,753.55 1,135,266.09 1,326,574.53 1,439,647.78
Less: Withdrawal (50,000.00) (50,000.00) (150,000.00) (150,000.00)
Capital, Ending 737,912.37 900,753.55 1,085,266.09 1,176,574.53 1,289,647.78
Analysis:
Statement of Changes in Capital shows the aggregate amount of income and
investment accumulated through the efforts in operating the business, this amount is
net of withdrawals and loss

63

STATEMENT OF CASH FLOWS
For The Year Ended December 31, 2017-2021
2017 2018 2019 2020 2021

Net Income 232,627.37 212,841.18 234,512.54 241,308.44 263,073.24
Add: Depreciation Expense 54,057.00 54,057.00 54,057.00 54,057.00 54,057.00
Add(Less): Decrease (Increase) in Supplies (578.00) (28.90) (30.35) (31.86) (33.46)
Decrease (Increase) Tools and Cleaning Inventories (4,739.17) 4,107.28 (4,013.81) 3,418.08 (3,407.55)
Increase (Decrease) in Salaries Payable 32,580.07 1,657.50 1,740.38 1,827.40 1,918.77
Increase (Decrease) in Employee Benefits Payable 2,319.40 115.97 121.77 127.86 134.25
Incease (Decrease) in SSS and Other Contributions Payable 1,516.60 75.83 79.62 83.60 87.78
Increase (Decrease) in VAT Payable 5,927.97 296.40 311.22 326.78 343.12
Less: Drawing - (50,000.00) (50,000.00) (150,000.00) (150,000.00)
Add: Cash balance, beg. 195,000.00 518,711.24 741,833.50 978,611.88 1,129,729.17
Cash balance, End 518,711.24 741,833.50 978,611.88 1,129,729.17 1,295,902.33
Analysis:
Statement of Cash Flows represents the cash receipts and payments arising
from the operating, investing and financing activities of the entity

64

ESTIMATED COST OF INVESTMENT
2017
ESTIMATED COST IN ESTABLISHING THE BUSINESS

FIXED ASSETS COST
Fixed Assets
Table 5,000.00
Chair 2,400.00
Stand fan 3,000.00
Ceiling fan 4,000.00
Washing machine with dryer 100,000.00
Dryer 10,995.00
Steam iron 5,350.00
Mono block chair 1,440.00
Mono block table 4,500.00
Computer and printer 20,000.00
Cabinet 3,000.00
Generator 60,000.00
Exhaust fan 1,500.00
Weighing scale 10,000.00
Fire extinguisher 2,500.00
Water hose 1,600.00
Multicab 70,000.00 305,285.00
Total Assets 305,285.00
Working Capital
Petty Cash Fund 5,000.00
Cash in bank 195,000.00 200,000.00
TOTAL INVESTMENT COST 505,285.00
65
SCHEDULE 01
CLI’N TOUCH LAUNDRY SHOP

SALARIES SCHEDULE
For the year end December 2017 – 2021
Employees Total Monthly 2017 2018 2019 2020 2021

Manager 1 10,000.00 130,000.00 136,500.00 143,325.00 150,491.25 158,015.81
Laundry Person 1 7,500.00 97,500.00 102,375.00 107,493.75 112,868.44 118,511.86
Laundry Person 1 7,500.00 97,500.00 102,375.00 107,493.75 112,868.44 118,511.86
Driver 1 7,000.00 91,000.00 95,550.00 100,327.50 105,343.88 110,611.07
Total Salaries Expense 32,000.00 416,000.00 436,800.00 458,640.00 481,572.00 505,650.60
Salaries Payable 2017 2018 2019 2020 2021

Salaries Expense 416,000.00 436,800.00 458,640.00 481,572.00 505,650.60
Total Employee Deductions 25,039.20 25,949.16 26,904.62 27,907.85 28,961.24
Salaries Payable 390,960.80 410,850.84 431,735.38 453,664.15 476,689.36
Beginning Salaries Payable - 32,580.07 34,237.57 35,977.95 37,805.35
Total Payable 390,960.80 443,430.91 465,972.95 489,642.10 514,494.70
Payments 358,380.73 409,193.34 429,995.00 451,836.75 474,770.59
Ending Salaries Payable 32,580.07 34,237.57 35,977.95 37,805.35 39,724.11
*Employees ‘salaries are expected to increase by five percent (5%) annually.

66
SCHEDULE 02

EMPLOYEE CONTRIBUTIONS SCHEDULE
For the year ended December 2017 – 2021
SSS,PH,PAGIBIG,HDMF, WHT CONTRIB Salary Monthly (ee) Monthly (er) Annual (ee) Annual (er)
SSS Contribution
Manager 10,000.00 283.30 600.70 3,399.60 7,208.40
Laundry Person 7,500.00 133.30 282.70 1,599.60 3,392.40
Laundry Person 7,500.00 133.30 282.70 1,599.60 3,392.40
Driver 7,000.00 166.70 353.30 2,000.40 4,239.60
PHILHEALTH
Manager 10,000.00 100.00 100.00 1,200.00 1,200.00
Laundry Person 7,500.00 100.00 100.00 1,200.00 1,200.00
Laundry Person 7,500.00 100.00 100.00 1,200.00 1,200.00
Driver 7,000.00 100.00 100.00 1,200.00 1,200.00
HDMF/PAGIBIG
Manager 10,000.00 100.00 100.00 1,200.00 1,200.00
Laundry Person 7,500.00 100.00 100.00 1,200.00 1,200.00
Laundry Person 7,500.00 100.00 100.00 1,200.00 1,200.00
Driver 7,000.00 100.00 100.00 1,200.00 1,200.00
MONTHLY SSS,PAGIBIG,HDMF CONTRIB 1,516.60 2,319.40 18,199.20 27,832.80
67
SCHDULE 03

EMPLOYEE WITHOLDING TAXES & BENEFITS SCHEDULE
Withholding Taxes Monthly Annually WHT/YEAR

Manager 10,000.00 120,000.00 5,620.00
Laundry Person 7,500.00 90,000.00 420.00
Laundry Person 7,500.00 90,000.00 420.00
Driver 7,000.00 84,000.00 380.00
Total Witholding Tax on Income 6,840.00
Deductions 2017 2018 2019 2020 2021

Employee Contribution 18,199.20 19,109.16 20,064.62 21,067.85 22,121.24
Witholding Taxes 6,840.00 6,840.00 6,840.00 6,840.00 6,840.00
Employer Contribution (Expense) 27,832.80 29,224.44 30,685.66 32,219.95 33,830.94
SSS,PH,PAGIBIG,HDMF, WHT CONTRIB 2017 2018 2019 2020 2021

Beginning Payable - 1,516.60 1,592.43 1,672.05 1,755.65
Total Payable 18,199.20 20,625.76 21,657.05 22,739.90 23,876.90
Payment 16,682.60 19,033.33 19,985.00 20,984.25 22,033.46
Ending Payable 1,516.60 1,592.43 1,672.05 1,755.65 1,843.44
Employer Contribution to Employee 2017 2018 2019 2020 2021

Employee Benefits Payable Beginning - 2,319.40 2,435.37 2,557.14 2,685.00
Employer Contribution (Expense) 27,832.80 29,224.44 30,685.66 32,219.95 33,830.94
Total Payable 27,832.80 31,543.84 33,121.03 34,777.08 36,515.94
Payments 25,513.40 29,108.47 30,563.89 32,092.09 33,696.69
Employee Benefits Payable, Ending 2,319.40 2,435.37 2,557.14 2,685.00 2,819.25
68
SCHEDULE 04
CLI’N TOUCH LAUDNRY SHOP

OFFICE SUPPLIES SCHEDULE
Office Supplies 2017 2018 2019 2020 2021

Ballpen 190.00 199.50 209.48 219.95 230.95
Calculator 400.00 420.00 441.00 463.05 486.20
Record book 225.00 236.25 248.06 260.47 273.49
Marker 400.00 420.00 441.00 463.05 486.20
Scissor 175.00 183.75 192.94 202.58 212.71
Receipt 1,500.00 1,575.00 1,653.75 1,736.44 1,823.26
Purchase of Office Supplies 2,890.00 3,034.50 3,186.23 3,345.54 3,512.81

Add: Beginning balance - 578.00 606.90 637.25 669.11
Less: Ending balance 578.00 606.90 637.25 669.11 702.56
Office Supplies Expense 2,312.00 3,005.60 3,155.88 3,313.67 3,479.36
69
SCHEDULE 05
CLI’N TOUCH LAUNRY SHOP

UTILITIES SCHEDULE
For the year ended December 2017-2021
Electricity and Other Util ties Monthly Cost 2017 2018 2019 2020 2021
Electricity 15,0 0.0 180,0 0.0 189,0 0.0 198,450.0 208,372.50 218,791.13
Internet 1,50 .0 18,0 0.0 18,90 .0 19,845.0 20,837.25 21,879.1
Gasoline 2,0 0.0 24,0 0.0 25,20 .0 26,460.0 27,783.0 29,172.15
Water 10,0 0.0 120,0 0.0 126,0 0.0 132,30 .0 138,915.0 145,860.75
Util ties Expense 28,50 .0 342,0 0.0 359,10 .0 37 ,05 .0 395,907.75 415,703.14
70
SCHEDULE 06

SUPPLY AND MANAGEMENT SUPPLIES SCHEDULES
Supply Management and Cleaning Supplies qty. cost/qty 2017 2018 2019 2020 2021
Basket 15 70.00 1,050.00 1,102.50 1,157.63 1,215.51 1,276.28
Hanger 120 40.00 4,800.00 5,040.00 5,292.00 5,556.60 5,834.43
Gloves 10 80.00 800.00 840.00 882.00 926.10 972.41
Detergent powder 10 800.00 8,000.00 8,400.00 8,820.00 9,261.00 9,724.05
Dry cleaning fluid 10 650.00 6,500.00 6,825.00 7,166.25 7,524.56 7,900.79
Fabric conditioner 190 100.00 19,000.00 19,950.00 20,947.50 21,994.88 23,094.62
Chlorox 20 126.00 2,520.00 2,646.00 2,778.30 2,917.22 3,063.08
Clip 60 30.00 1,800.00 1,890.00 1,984.50 2,083.73 2,187.91
Apron 10 50.00 500.00 525.00 551.25 578.81 607.75
Boots 6 350.00 2,100.00 2,205.00 2,315.25 2,431.01 2,552.56
Roll bag 50 25.00 1,250.00 1,312.50 1,378.13 1,447.03 1,519.38
Mop 2 600.00 1,200.00 1,260.00 1,323.00 1,389.15 1,458.61
Broom(tambo) 3 100.00 300.00 315.00 330.75 347.29 364.65
Broom(tingting) 3 30.00 90.00 94.50 99.23 104.19 109.40
Dustpan 3 40.00 120.00 126.00 132.30 138.92 145.86
Toilet brush 2 40.00 80.00 84.00 88.20 92.61 97.24
Cleaning towel 50 6.00 300.00 315.00 330.75 347.29 364.65
Cleaning Rags 100 25.00 2,500.00 2,625.00 2,756.25 2,894.06 3,038.77
Dipper 3 20.00 60.00 63.00 66.15 69.46 72.93
Pail 5 40.00 200.00 210.00 220.50 231.53 243.10
Packing Tape 20 30.00 600.00 630.00 661.50 694.58 729.30
Trash bin 2 50.00 100.00 105.00 110.25 115.76 121.55
Garbage Bag 50 60.00 3,000.00 3,150.00 3,307.50 3,472.88 3,646.52
Supply Mangement and Cleaning Supplies Expense 56,870.00 59,713.50 62,699.18 65,834.13 69,125.84
Tools and Cleaning Inventories, beg - 4,739.17 631.89 4,645.70 1,227.62

Total 56,870.00 64,452.67 63,331.06 70,479.83 70,353.46
Tools and Cleaning Expense 52,130.83 63,820.78 58,685.36 69,252.21 65,718.29
Tools and Cleaning Inventories, end 4,739.17 631.89 4,645.70 1,227.62 4,635.17
71
SCHEDULE 07

RENT AND ADVERTISING SCHEDULES
For the year ended 2017 – 2021
Rent Expense MONTHLY 2017 2018 2019 2020 2021

Rental 10,000.00 120,000.00 126,000.00 132,300.00 138,915.00 145,860.75
Advertising MONTHLY 2017 2018 2019 2020 2021

Tarpaulin 500.00 525.00 551.25 578.81 607.75
Flyers 300.00 315.00 330.75 347.29 364.65
Advertising expense 800.00 840.00 882.00 926.10 972.41
72
SCHEDULE 08

DEPRECIATION SCHEDULE
Depreciation of Fixed Assets Depreciable Cost Useful Life (yrs) Monthly 2017 2018 2019 2020 2021
Table 5,000.00 5 83.33 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00
Chair 2,400.00 5 40.00 480.00 480.00 480.00 480.00 480.00
Ceiling fan 4,000.00 5 66.67 800.00 800.00 800.00 800.00 800.00
Stand fan 3,000.00 5 50.00 600.00 600.00 600.00 600.00 600.00
Washing machine with Dryer 100,000.00 5 1,666.67 20,000.00 20,000.00 20,000.00 20,000.00 20,000.00
Dryer 10,995.00 5 183.25 2,199.00 2,199.00 2,199.00 2,199.00 2,199.00
Water Hose 1,600.00 5 26.67 320.00 320.00 320.00 320.00 320.00
Steam iron 5,350.00 5 89.17 1,070.00 1,070.00 1,070.00 1,070.00 1,070.00
Weighing scale 10,000.00 5 166.67 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00
Exhaust fan 1,500.00 5 25.00 300.00 300.00 300.00 300.00 300.00
Generator 60,000.00 5 1,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00
Mono block table 4,500.00 5 75.00 900.00 900.00 900.00 900.00 900.00
Mono block chair 1,440.00 5 24.00 288.00 288.00 288.00 288.00 288.00
Cabinet 3,000.00 5 50.00 600.00 600.00 600.00 600.00 600.00
Computer and printer 20,000.00 5 333.33 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00
Fire extinguisher 2,500.00 5 41.67 500.00 500.00 500.00 500.00 500.00
Multicab 70,000.00 10 583.33 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00
Total 305,285.00 4,504.75 54,057.00 54,057.00 54,057.00 54,057.00 54,057.00
73
SCHEDULE 09
CLIN TOUCH LAUNDRY SHOP

TAX AND LEGAL SCHEDULE
Tax and Legal Expenses 2017 2018 2019 2020 2021

Legal Fees
Mayor's Permit 200.00 210.00 220.50 231.53 243.10
BIR 120.00 126.00 132.30 138.92 145.86
Business Tax 500.00 24,984.00 26,233.20 27,544.86 28,922.10
DTI 200.00 210.00 220.50 231.53 243.10
Fire Protection 165.00 173.25 181.91 191.01 200.56
Fire Inspection 50.00 52.50 55.13 57.88 60.78
Community Tax 50.00 52.50 55.13 57.88 60.78
Barangay Clearance 55.00 57.75 60.64 63.67 66.85
Philhealth Clearance 50.00 52.50 55.13 57.88 60.78
Pag-Ibig 50.00 52.50 55.13 57.88 60.78
Total 1,440.00 25,971.00 27,269.55 28,633.03 30,064.68
SCHEDULE 10

VAT PAYABLE AND INPUT VAT SCHEDULES
Vat Payable 2017 2018 2019 2020 2021

Output VAT Expense 133,842.86 140,535.00 147,561.75 154,939.84 162,686.83
Input VAT Expense 62,707.20 65,842.56 69,134.69 72,591.42 76,220.99
Total VAT Expense 71,135.66 74,692.44 78,427.06 82,348.42 86,465.84
Beginning VAT payable - 5,927.97 6,224.37 6,535.59 6,862.37
71,135.66 80,620.41 84,651.43 88,884.00 93,328.20
Payment For VAT 65,207.69 74,396.04 78,115.84 82,021.64 86,122.72
Ending VAT Payable 5,927.97 6,224.37 6,535.59 6,862.37 7,205.49
Input VAT 2017 2018 2019 2020 2021

Purchases to VAT Businesses
Advertising Expense 800.00 840.00 882.00 926.10 972.41
Office Supplies 2,890.00 3,034.50 3,186.23 3,345.54 3,512.81
Supply Management and Cleaning Supplies 56,870.00 59,713.50 62,699.18 65,834.13 69,125.84
Utilities Expense 342,000.00 359,100.00 377,055.00 395,907.75 415,703.14
Rent Expense 120,000.00 126,000.00 132,300.00 138,915.00 145,860.75
Base for Creditable Input Taxes 522,560.00 548,688.00 576,122.40 604,928.52 635,174.95
Input VAT Rate 12% 12% 12% 12% 12%
Creditable Input Taxes 62,707.20 65,842.56 69,134.69 72,591.42 76,220.99
74

PROJECTED REVENUE
Projected Revenue 2017 2018 2019 2020 2021
Revenue 1,249,200.00 1,311,660.00 1,377,243.00 1,446,105.15 1,518,410.41
Revenue per Revenue per

Services offered Rate (kgs) Revenue per day
month year
Wash dry fold 25 30 750 22,500 270,000
Wash dry press 50 35 1,750 52,500 630,000
Blankets, towels, Curtains, bedsheets 40 5 200 6,000 72,000
Comforters 120/pc 120 3 360 10,800 129,600
Barong 130/pc 130 1 130 3,900 46,800
Gowns 140/pc 140 1 140 4,200 50,400
Stuffed toys (small) 50/pc 50 1 50 1,500 18,000
Stuffed toys (big) 90/pc 90 1 90 2,700 32,400
Total 77 3,470 104,100 1,249,200
75
INVESTMENT ANALYSIS
Payback Period
Year Net Income Depreciation Expense Annual Cash Inflow Accumulated Amount Cost Of Investment PBP
2017 ₱ 232,627.37 ₱ 54,057.00 ₱ 286,684.37 ₱ 286,684.37 ₱ 505,285.00 1
2018 ₱ 212,841.18 ₱ 54,057.00 ₱ 266,898.18 ₱ 553,582.55 1
2019 ₱ 234,512.54 ₱ 54,057.00 ₱ 288,569.54 ₱ 842,152.09 (0.17)
2020 ₱ 241,308.44 ₱ 54,057.00 ₱ 295,365.44 ₱ 1,137,517.53
2021 ₱ 263,073.24 ₱ 54,057.00 ₱ 317,130.24 ₱ 1,454,647.78
Payback Period 1.83
Analysis:
Payback period is computed to show the length of time required by the project
return the initial investment of the owners. As illustrated, the payback period of CLI’N
TOUCH LAUNDRY SHOP is 1.83 years. It means that the investment will be recovered
on the second year.

76
Payback Reciprocal
1
PBP 1.8326
PBR 54.57%
Analysis:
The payback reciprocal is an estimate of the rate of return for project investment.
Accounting Rate of Return

Year Net Income Cost Accounting Rate of Return
2017 ₱ 232,627.37 ₱ 505,285.00 46.04%
2018 ₱ 212,841.18 ₱ 505,285.00 42.12%
2019 ₱ 234,512.54 ₱ 505,285.00 46.41%
2020 ₱ 241,308.44 ₱ 505,285.00 47.76%
2021 ₱ 263,073.24 ₱ 505,285.00 52.06%
Analysis:
Accounting rate of return is the amount of profit that an individual can expect base
on the investment made.

77
Net Present Value

Year Net Income Depreciation Expense Annual Cash Inflow PVO1 at 10% Present Value of Net Cash Inflow
2017 ₱ 232,627.37 ₱ 54,057.00 ₱ 286,684.37 0.9091 ₱ 260,622.15
2018 ₱ 212,841.18 ₱ 54,057.00 ₱ 266,898.18 0.8264 ₱ 220,577.01
2019 ₱ 234,512.54 ₱ 54,057.00 ₱ 288,569.54 0.7513 ₱ 216,802.30
2020 ₱ 241,308.44 ₱ 54,057.00 ₱ 295,365.44 0.6830 ₱ 201,734.60
2021 ₱ 263,073.24 ₱ 54,057.00 ₱ 317,130.24 0.6209 ₱ 196,906.17
Total PVCIF ₱ 1,096,642.22
Cost ₱ 505,285.00
Net Present Value ₱ 591,357.22
Analysis:
Net Present Value (NPV) is the difference between the present value of cash flows
and the present value of cash out flows.
Net Present Value Index
Net Present Value ₱ 591,357.22

Cost ₱ 505,285.00
Net Present Value 1.1703
or
1
1.1703
2.1703
Analysis:
Net Present Value index is the ratio of a project for the initial outlay required for
it. It is an efficiency measure for investment decision.

78
Profitable Index
PVCIF ₱ 1,096,642.22
Cost ₱ 505,285.00
2.1703
Analysis:
Profitable Index is an index that identify the relationship between the cost and
benefits of a proposed project through the use of a ratio.
IRR
Year Net Income Depreciation Expense Annual Net Cash Inflow PVO1 at 10% PVCIF
2017 ₱ 232,627.37 ₱ 54,057.00 ₱ 286,684.37 0.9091 ₱ 260,624.76
2018 ₱ 212,841.18 ₱ 54,057.00 ₱ 266,898.18 0.8264 ₱ 220,564.66
2019 ₱ 234,512.54 ₱ 54,057.00 ₱ 288,569.54 0.7513 ₱ 216,802.30
2020 ₱ 241,308.44 ₱ 54,057.00 ₱ 295,365.44 0.6830 ₱ 201,734.60
2021 ₱ 263,073.24 ₱ 54,057.00 ₱ 317,130.24 0.6209 ₱ 196,906.17
Total ₱ 1,096,632.48
Divide 5
Ave. ANCIF ₱ 219,326.50
Cost ₱ 505,285.00
Ave. ANCIF ₱ 219,326.50
PVF 2.303802824
IRR Rate 21%
Analysis:
Internal Rate of Return is the interest rate at which the net present value of all the
cash flows from a project or investment. It is used to evaluate the attractiveness of a
project or im investment.
79
FINANCIAL RATIO ANALYSIS
LIQUIDITY RATIO
YEAR CURRENT ASSET CURRENT LIABILITIES CURRENT RATIO
2017 529028.40 42344.0381 12.49
YEAR QUICK ASSET CURRENT LIABILITIES QUICK RATIO

2017 518711.24 42344.0381 12.25
YEAR NET INCOME NET SALES NET PROFIT RATIO

2017 232627.37 1249200 0.19
Analysis:
The Liquidity Ratio messures the number of times that the current liabilities could
be paid with the available current asset.
PROFITABILITY RATIO
YEAR INCOME AVERAGE TOTAL ASSET RETURN ON TOTAL ASSET
2017 232627.37 390128.20 0.60
YEAR INCOME AVERAGE OWNER'S EQUITY RETURN ON OWNER'S EQUITY

2017 232627.37 368956.18 0.63
YEAR NET INCOME NET SALES NET PROFIT RATIO

2017 232627.37 1249200 0.19
Analysis:
The Profitability Ratio is widely used a measure of the overall profitability of the
operation.
SOLVENCY RATIO
YEAR TOTAL LIABILITIES TOTAL ASSETS TOTAL DEBT RATIO
2017 42344.0381 780256.40 0.05
YEAR TOTAL LIABILITIES TOTAL EQUITY DEBT TO EQUITY RATIO

2017 42344.0381 737912.37 0.06
Analysis:
Solvency Ratio is used to determine whether a proposed project is solvent. It
comprises total debt ratio and debt to equity ratio.

80
CHAPTER 6
SOCIO ECONOMIC ASPECT

The proposed business does not only concentrate on gaining profits but also
adopt the rules and policies of the government. In order to secure the business and also
the potential customers, CLI’N TOUCH LAUNDRY will also ensure the welfare of their
employees and customers.
SOCIO-ECONOMIC DISTRIBUTION
Contribution to Philippine economy
The proposed project will be a source of income for the government, for it will
pay taxes annually. This way, the Philippine economy can continue to grow and prosper
through giving services to the residents of the Philippines. The government will also
generate income from Value Added Tax (VAT) from other products, licenses,
registration, permits and other requirements required by the government.
Environment conservation
To be environmental friendly, proper disposal of waste product will be
implemented.
81
CHAPTER 7
LEGAL ASPECT
The business is required to register in different government agencies before they

will start the business and meet all the legal requirements that are needed in operating the
business.
Business Name Registration
The business must be registered in Department of Trade and Industries (DTI)

before they will start the business to make sure that the business name is unique and has
not been taken by other establishments.
Barangay Clearance
Upon presentation of the business name with DTI, the proponents must secure
barangay clearance to the Barangay hall where the business will be located.
Mayor’s Permit
The proponents will now secure as application form from the municipality where
the business is to be established. Such application form will be signed for approval by the
officers of several departments such as fire department, health department, sanitary
department and others before Mayor’s approval.
Bureau of Internal Revenue
The business needs to register at the Bureau of Internal Revenue (BIR) as sole
proprietor (BIR form 2803). The business will be registered as VAT business.
SSS membership and Medicare
As mandated by the law, employees must register their employees as members of

the SSS.
82
CHAPTER 8
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
MANAGEMENT ASPECT
A partnership type will be adopted in the proposed business. A partnership arises
whenever two or more people co-own business and share in the profits and losses of the
business. The proposed business is composed of six persons the manager, the cahier, the
three casual helpers and the driver. Employees will be well- compensated and registered
with the benefits mandated by law.
The proposed project will be using Democratic style. The owners want a good
relationship with co-owners and all should be treated equally.
The Democratic leadership style is based on mutual respect. It is often combined
with participatory leadership because it requires collaboration between leaders and the
people they guide.
The Employees’ salaries and wages will be given based on the positions of every
employees. It also includes SSS, Pag-ibig and Phil-Health as benefits.
TECHNICAL ASPECT
The proposed business will be located at Woodcrest subdivision, Tagaran
Cauayan City, Isabela. The said venue would give convenience to the customers to ensure
the success of the business. The rental building has an area of 6x7 square meters.
83
MARKETING ASPECT
The target market of the proposed business will be the students of ICAT and the
people nearby as well. The proponents will use flyers and tarpaulin for advertisement.
Other way for the business to advertise is through the use of social media like Facebook
page.
FINANCIAL ASPECT
The estimated initial capital for the business is Php 505,285.00The owners will
provide the capital that the business will be using to finance the entire operation it is
assumed that every year there will be an increase of 5% in sales. The business will reach
its returns on investment in 1.83 years.
SOCIO-ECONOMIC ASPECT
The proposed firm will definitely have a good role in the community. This will
create employees and income especially to the residents of the place. The laundry shop
will provide a steady source of income that eventually improve the standards of living of
the employees that will affect the growth of the economy.

84
CONCLUSION
The researchers therefore conclude that establishing a business is very curial task.
The researchers have to deal with many circumstances which require high involvement in
decision making and strategic planning. The proponents can put up a Laundry Shop
business with an estimated capital of 505,285.00. The researchers also learned that after
1.83 years of continuous operation, the entrepreneur can get it back all investments,
recover all the expenses and it will earn a big profit. The researchers conducted a market
survey and majority of the respondents are willing to have this kind of business, hence,
the proposed project has been considered feasible and profitable.

85
APPENDICES
86
Letter of Summary of Population
July 13, 2016
Sir/Madam:
We, Bachelor of Science in Business Administration major in Business
Management students, are sincerely requesting to your good office, a copy of the total
population of every purok of Tagaran Cauayan City, Isabela, as a part of our Feasibility
Study which is a major requirements for our course.
We are hoping that this request will be granted. Thank you.
Sincerely,
The Researchers
Recommending Approval:
MARK ANTONY B. BUQUEL, MBA
Adviser
87
Letter for Survey
Dear Respondent:
We the Business Management students under the College of Business and
Accountancy are currently conducting a feasibility study regarding Piggery.
We would like to gather information about the study. We assure you that all the
information we gathered will be kept confidentially. Feel free to express your ideas,
suggestions and issues concerning the said topic. Your answer can help much in our
study.
Thank you and hoping for your cooperation.
Sincerely,
The researchers
Recommending Approval:
ACCT. ACQUILLES A. LAZARO, RCA
Feasibility Adviser
MR. MARK ANTONY B. BUQUEL, MBA

Feasibility Instructor
88
SURVEY QUESTIONNAIRE
Name: ________________________________________ Date: ________

Age: ______ Gender: ______________
INSTRUCTION: Please put a check on your chosen answer.

1) Do you wash your clothes in a laundry shop?
YES NO
2) If yes, how often do you go to the laundry shop?
ONCE A WEEK TWICE A WEEK THRICE A WEEK
3) On average, how much do you normally spend in a laundry shop if the minimum
is 25/kg?
3- 35-75 75-150 150-175
4) Are you willing to pay the delivery fee?
YES NO
89
Republic of the Philippines

MUNICIPALITY OF CAUAYAN CITY, ISABELA
OFFICE OF THE MAYOR
Mayor’s Permit
Permit No. __________________
TO ENGAGE IN BUSINESS TRADE, PROFESSION OR CALLING PURSUANT TO
CHAPTER III OF MUNICIPAL ORDINANCE
NO._______________ SERIES OF ___________
PERMIT is hereby granted to _______________________ a resident of Barangay
________________________, Cauayan City, Isabela to engage in business of
___________________________located at _____________________________________
This permit shall take effect __________________________________ unless earlier
revoked.
Given this __________ day of _________, 20______ at Cauayan City, Isabela.
Municipal License : Php ______________

Mayor’s Permit Fee : Php ______________
Garbage Fee : Php ______________
Sanitary Fee : Php ______________
Sticker Fee : Php ______________
Fire Code Fund : Php ______________
BERNARD DY
City Mayor
PERMIT FEE Paid under O.R No. ____________ Date Issued __________,20_______ at
Cauayan City, Isabela.
MODE OF PAYMENT: ( ) Quarterly ( ) Semi-annually ( ) Annually
90
91
92
93
JENNY ROSE L. CAMADDO

Nappaccu Pequeno Reina Mercedes Isabela
Mobile no.: 0926-483-9900
Email Address: Jhenkinze@yahoo.com
CAREER OBJECTIVE
To seek a company where I can utilize my skills and acquire more abilities. A job where I
can enhanced my knowledge and develop my personality as a career person.
SKILLS
 Able to remain calm in difficult situation
 Patience
 Punctual
EDUCATIONAL BACKGROUND
COLLEGE
MARCH 2013- PRESENT
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
MAJOR IN BUSINESS MANAGEMENT
UNIVERSITY OF PERPETUAL HELP SYSTEM
MINANTE 1, CAUAYAN CITY, ISABELA
SECONDARY LEVEL
JUNE 2007-MARCH 2010

ISABELA COLLEGES
AFRICANO ST. CAUAYAN CITY
PRIMARY LEVEL

CAUAYAN NORTH CENTRAL SCHOOL
TURAYONG, CAUAYAN CITY
94
PERSONAL BACKGROUND
Date of Birth: November 15, 1993

Place of Birth: Nappaccu Pequeno Reina Mercedes Isabela
Gender: Female
Age: 23
Height: 4’9”
Weight: 47kg
Nationality: Filipino
Civil Status: Single
Religion: Catholic
Father’s Name: Eduardo M. Camaddo
Mother’s Name: Elizabeth L. Camaddo
SEMINARS/TRAININGS ATTENDED
ARTS BUSINESS COACHING

People management Skills Training”
“Assertive Communication Skills Training; and
“Dealing with Office Politics”
July 24, 2016
Tindalo Hall, Isabela Hotel, Minante 1, Cauayan City, Isabela
95
PROFESSIONAL AFFILIATION
ON-THE-JOB TRAINING
MALAYAN INSURANCE Co.

Roxas St. District 2 Cauayan City, Isabela
CHARACTER REFERENCES
Mark Anthony Buquel, MBA

College Instructor
Mobile no. 09169656654
Mr. Jonathan De Veyra, MBA, CPA

CBA Dean
Mobile no.: 09357529006
I hereby attest all information stated are true and correct according to my
knowledge and belief.
JENNY ROSE L. CAMADDO

Applicant
96
CHERRY MAY ANDAYA LUBRIN

Baringin Sur, Cauayan City Isabela
Mobile no.: 0905-462-4714
Email Address: cherrymaylubrin@yahoo.com
CAREER OBJECTIVE
To enhance my knowledge and gain experience in order to be more
skilled and confident in rendering care of all individuals.
COLLEGE
MARCH 2013- PRESENT
SECONDARY LEVEL

ST. CLARE COLLEGE OF REGION 02
BURGOS STREET, CAUAYAN CITY, ISABELA
PRIMARY LEVEL

DABBURAB – BARINGIN ELEMENTARY SCHOOL
DABBURAB, CAUAYAN CITY, ISABELA
97
PERSONAL BACKGROUND
Date of Birth: May 14, 1997

Place of Birth: Baringin Sur, Cauayan City, Isabela
Gender: Female
Age: 19
Height: 5’0”
Weight: 43kg
Religion: Roman Catholic
Father’s Name: Bayani S. Lubrin
Mother’s Name: Gertrudes A. Lubrin
SUMMARY OF QUALIFICATION
 Good in communication
 Good to follow instruction
 Good in planning, directing and organizing
 Good in adjusting and get along with others
 Computer literature

July 24, 2016
98
ON-THE-JOB TRAINING

MCDONALD’S
SM CAUAYAN CITY ISABELA

CBA Dean
Mobile no.: 09357529006

College Instructor
Mobile no. +639169656654
Mr. Pablo A. Gammad

Barangay Captain
Baringin Sur, Cauayan City, Isabela
I hereby certify that all stated statement hereof is true and correct to
the best of my knowledge and abilities.
CHERRY MAY A. LUBRIN

Applicant
99
SHIELA S. IGNACIO
Don Juan Dacanay St. Cauayan City, Isabela
Mobile no.: 0995-503-8292

Email Address: Shielaignacio362@ymail.com.ph
CAREER OBJECTIVE
To serve an organization where my skills, knowledge and capabilities would be applied in
the desired position in any areas where achievements are valued and continuously
acquired.
SKILLS
Communication Skills, Customer Service Skills, Time Management Accuracy and
Attention to details Computer Literate Hard working and very eager to learn.
COLLEGE
MARCH 2013- PRESENT
SECONDARY LEVEL

OUR LADY OF THE PILLAR COLLEGE CAUAYAN CITY
SAN FERMIN, CAUAYAN CITY, ISABELA
PRIMARY LEVEL

OUR LADY OF THE PILLAR COLLEGE CAUAYAN CITY
SAN FERMIN, CAUAYAN CITY, ISABELA
100
PERSONAL BACKGROUND
Date of Birth: February 12, 1997

Place of Birth: San Fermin Cauayan City, Isabela
Gender: Female
Age: 20
Height: 5’2”
Weight: 40kg
Religion: Catholic
Father’s Name: Antonio A. Ignacio
Mother’s Name: Efifania S. Igancio

July 24, 2016
101
ON-THE-JOB TRAINING


College Instructor
Mobile no. 09169656654

CBA Dean
Mobile no.: 09357529006
I hereby attest all information stated are true and correct according to my
knowledge and belief.
SHIELA S. IGNACIO
Applicant
102
BIBLIOGRAPHY
Feasibility
Bumanglag, Vivian (2016) Bubbly Care Laundry Shop. Isabela State of University
Galera, Charizza Joy (2016) Infi-Neat Laundry Shop. Isabela State of University
Internet
http://en.m.wikepedia.org
www.mycollegelearning.wordpress.com
www.quora.com
www.studymode.com/subjects/review-on-related-literture-laundry page 1.html
www.dictionary.com
www.sss.gov.ph
www.philheath.gov.ph
www.nwpc.dole.gov.ph
www.pagibigfund.gov.ph

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University of Perpetual Help System Laguna – Isabela Campus

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

business but it does not mean it is not profitable.

their laundry because of their profession.

do not have enough time to do the laundry.

Subdivision in Tagaran, Cauayan City.

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

Shiela Ignacio, Bachelor of Science in Business Administration students of the University

the name CLI’N TOUCH.

TYPES OF BUSINESS ORGANIZATION

A partnership type will be adopted in the proposed business. A partnership arises

there is the other one who will perform in the business.

OBJECTIVES OF THE STUDY

1.1 To determine the qualifications needed in hiring employees.

1.2 To determine the salary rates given to each employee.

3.1 To determine the target market of the business.

3.2 To determine the ways on how the business will be advertised.

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

4.1 To find out where to get the business capital.

4.3 To know when the return on investment are will get.

STATEMENT OF THE PROBLEM

1.1 What qualification should be considered in hiring employees?

1.2 What are the salary rates of the employees?

2.1 What are the equipment used in the business operation?

2.2 How many equipment needed in the operation of the business?

3.1 Who are the target market of the business?

3.2 How will the management advertise the business?

4.1 How will the initial capital of the business be provided?

4.3 When the return on investment will get?

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

SIGNIFICANCE OF THE STUDY

identified needs, resolving conflicting viewpoints, and improving current practices.

Benefiting the study are the following:

doing paper works and others.

and effort will be saved if they go to the laundry shop.

researchers for it may serve as a basis as they undergo a related study.

SCOPE AND DELIMITATION

will be located at Wood Crest Subdivision in Tagaran, Cauayan City.

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

conducting a feasibility study.

stains and smells.

washed or dried in a machine.

especially through the effect of sunlight or by using chemicals.

Dryer- This refers to something that extracts or absorbs moisture.

setting the shape and for aiding wrinkle resistance.

substance that is like a soap.

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

REVIEW OF RELATED LITERATURE

1910 by Alva J. Manufacturers in Chicago. Several electric washers were available by

type washers were invented by Howard Snyder.

the drudgery of doing laundry by hand or by a manually operated machine.

the articles, and stops without further attention.

The washing action is accomplished by a friend agitator driven by an electric motor

Minante Uno, Cauayan City Isabela

COLLEGE OF BUSINESS AND ACCOUNANCY

used for delicate fabrics knitted garments, and washable woolens.