1. -1-
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3. -3-
Executive synopsis
Safe has designed a new product that provides managers with a quick,
easy, and affordable method to effectively monitor employee hand
washing. Proper hand washing is the most effective preventative
measure available to combat communicable diseases.
Studies have shown that proper hand washing procedures in these
environments could cut down the spread of disease by up to 75%. The
greatest contributing factor to this problem stems from the inability of
supervisors to monitor and control employee hand washing. Existing
products offer no effective or affordable solutions for enforcing and
ensuring hand washing compliance.
Mission
Our mission is to create value for customers and shareholders by
continually improving health and reducing preventable illnesses through
the use of our soap.
Keys to Success
* A branding campaign to build awareness of SAFEs products as the
standard for ensuring hand washing compliance.
* Patent protection to defend our time-sensitive dye and product
concept from competitors.
* Complementary relationships with organizations interested in
increasing hand washing compliance.
Objectives
* Develop a complete prototype which meets regulatory standards
* Become the specialty soap of choice for day cares
* .establish a strong brand image early to position ourselves in the
market

4. Company Summary
SAFE, IS created as a Limited Liability Corporation. SAFE develops and
markets soaps utilizing time-sensitive dyes promoting sanitary and safe
environments to businesses and parents interested in maximizing
cleanliness. The company will initially be based out of a residential
apartment in AHMEDABAD.
Company Locations and Facilities
The management team of SAFE will initially use a residential apartment
to run operations.we will move to a rented office. Distribution will remain
outsourced.
Products
SAFE product line provides a unique control level to managers,
supervisors and parents alike. We have two basic product lines:
CHILDSAFE, intended for day care facilities, and an antimicrobial-based
product for hospitals (HEALTHSAFE) and restaurants (FOODSAFE) -
the antibacterial products are not yet in development. The various
product lines, competitors and future product possibilities for SAFE, will
be outlined in the following section.

5. -5-
Product Description
* SAFE will produce a line of institutional liquid soaps with a time-
sensitive dye blended into the mixture.
* The dye reacts with the hands during the lathering process, staining
the hands a distinct color, then fading in under six minutes.
* The product will sell for approximately (rs38/case.)
* The packaging will be compatible with existing soap dispensers
mounted in washing stations and be available in a variety of sizes.
* Initially, SAFE will produce products with child care acquirers in
mind, utilizing the brightest colors possible. This product line, called
CHILDsafe, will consist of four colors: red, blue, pink and green.

6. Competitive Comparison
* SAFE products offer a high value alternative to other hand washing
compliance products.
* They provide an unprecedented level of control, allowing these
managers to monitor and follow hand washing frequency and habits of
both child-care workers and children. Ultimately this can lower costs for
all users, either in a workplace or private environment
.
* As the first fading dye hand soap in the market, SAFE, will build
brand identity, establishing the company as the standard for improving
hand washing compliance.
* As SAFE products become more familiar in a workplace
environment, the product will begin to produce a pressure on employees,
whereby they feel compelled to wash their hands out of a consciousness
about the perception of all employees, not just managers. This "peer
pressure" effect will further fuel the use of our products and the
recognition of the benefits they deliver.

7. -7-
Sales Literature
In order to sell our product while creating familiarity and a positive brand
image, it will be necessary to develop brochures and literature to
emphasize the safety and beneficial attributes of fading dye soap, many
of which may not be readily apparent to an interested party. These will
be delivered both in person during a sales presentation and by direct
mail.
Sourcing
The key to our success is the time-sensitive dye. Once the proper ratio
of dye to base soap is isolated, the fragmented nature of the soap
industry provides many options for outsourcing production. Similar to any
commodity, economies of scale require the soap to be produced,
packaged and distributed in large batches. Initially, the soap base will be
purchased in quantities of at least 38,000 gallons for approximately
rs50,000. Once the relationship with the manufacturer is established, our
subsequent purchases will be approximately forrs20,000. These
inventory amounts should be sufficient to for SAFE to meet the customer
demand. Utilizing his production and distribution knowledge, Rick Brown
will use existing established relationships in the industry to help us mix,
package and distribute the product line.

8. Technology
The technology of our fading dyes will be pivotal in the success of our
company. The interactions between fading dyes and antibacterial or
anti-microbial bases suitable for use in restaurants or hospitals are more
complicated than the interactions with the glycerin or lotion soaps utilized
in the CHILD line. Safe employee a professional chemist with experience
developing dye products to further the research into technological
innovations that may produce antibacterial and anti-microbial versions of
the soap to address additional markets.
Future Products
Additional soap products, manufactured to comply with regulatory
minimums for strength and effectiveness in their respective target
markets will be developed to address restaurants and hospitals. These
soaps will be trade marked under the names FOOD and HEALTH,
respectively.
Perhaps the most promising future market opportunity for fading dye
soap is the retail market. This product line will include soaps using the
same or similar dye colors as the day care to encourage children to
wash their hands more often at home. This will be a top priority when the
company develops the financial resources enough to mount a national
advertising campaign and distribution system. A complete line of fading
dye products could potentially be developed, including floor, counter and
body cleaning products that use fading dyes to indicate places on a
surface that may not have been cleaned.

9. -9-
Market Analysis Summary
There is tremendous potential for a product that provides supervisors
and parents with the control to monitor and encourage hand washing.
Considering the large scope of our potential markets, we feel it is
imperative to focus our limited resources on a particular geographic
region where we can establish demand for our product. After successful
market penetration, we will begin implementation into the restaurant and
hospital markets.
Market SegmentationIndustry Analysis
The Industrial and Institutional soap industry, of which we are a part, is
quite fragmented, but contains several well known main competitors:
dettol safeguard savlon medimix lifebuoy’there is fierce competition for
market share among the existing popular soap offerings, leading to lean
profits on soap sales.
Distribution Patterns
Distribution in the soap industry is provided by regional providers. These
distribution companies usually serve a large portion of the market based
on the respective size of the market, delivering to the organizations
monthly or bi-monthly depending on demand and usage patterns. Food
services typically receive deliveries of cleaning products once a month.
Hospitals typically have a distribution system that operates on monthly
deliveries o
large quantities. Restaurants typically have a weekly delivery schedule.
SAFE first product line addresses the day care market. There are
currently 200 day carecenters inMetro area. After successful
implementation insaurashtra, we will begin expansion into the gujrat
regionn .
Successful penetration into the day care market will be followed by
implementation into the restaurant and hospital markets.

10. Industry Participants
The soap industry is highly fragmented. There are more than forty
different Institutional soap products that compete in the market.
Target Market Segment Strategy
Our initial day care market will consist of medium to large day care
organizations, consisting of twenty children. Organizations of this type
are attractive because they are well managed, successful, health
conscious and nationwide. Within these organizations we will target
decision level managers with the power to implement use of our product
in those locations.
Market Needs
According to a study published in the medical journal, Infectious
Diseases in Children, researchers in hand washing recovered fecal coli
forms from the hands of one out of every five staff members, citing that
more than 33% of day care facilities "had poor hand washing techniques
and no policy for hand washing before eating or after playing outside. In
spite of all the studies about the benefits of hand washing, improper or
infrequent hand washing continues to be a major factor in the spread of
disease in day-cares."
Hand washing in child care facilities is an ideal initial target market for
several additional reasons:
* Child care facilities have rampant illness and germ problems that
can be directly reduced through frequent child and worker hand washing.
* Child care facilities have strict, government mandated rules that
require frequent hand washing.
* Parents are particularly interested in reducing child illness, making
them one of our strongest advocates for the use of CHILD in
environments they cannot directly monitor.

11. - 11 -
Market Growth
The demand for child day care services will continue to grow. As the
labor force participation of women between the ages of 16 and 44
remains high, parents of preschool and school-age children are
expected to seek more day care arrangements. As parents continue to
work during weekends, evenings, and late nights, the demand will grow
significantly for child day care programs that can provide care during
nontraditional hours. School-age children, who generally require child
day care only before and after school, increasingly are being cared for in
child care centers
Target Market Segment Strategy
Our initial day care market will consist of medium to large day care
organizations, consisting of twenty or more children. Within these organizations
we will target decision level managers with the power to implement use of our
product in those locations

12. Marketing Strategy
For our initial target market of day care facilities, the company will implement
two parallel marketing efforts, aimed respectively at day care facility decision
makers, and the parents of young children who use these facilities. We will
create a push factor by effectively convincing the decision-level managers
within the organizations that our product provides an ideal solution to the hand
washing compliance. A "first to mind" branding campaign will build CHILD as
the leader in increasing hand washing compliance. Significant parental support
will encourage organizations to implement CHILD in environments involving
their children.
Positioning Statement
CHILD is valuable to day care managers who need effective control solutions to
ensure frequent child and child-care worker hand washing to keep the
environment clean and to minimize preventable illness. No other product on the
market serves the hand washing compliance aspect of workplace safety with
such an affordable, direct and complete solution. Unlike traditional soaps, our
product provides conclusive evidence every time an employee washes his or her
hands for only a marginally higher cost than traditional soaps, and significantly
less than gloves or other hand washing compliance systems.
Pricing Strategy
Retail pricing for CHILD will generally be around $90/case for four gallons and
will command a 25-30% price premium over conventional liquid soaps. The
value of our product will not be attractive to extremely price sensitive
customers. The market for soap is generally inelastic, but our product offers
significant differentiating benefits over current soaps that justify the price
difference.

13. - 13 -
Promotion Strategy
One of the most important aspects of a successful launch is positive publicity
for our product. We will develop an awareness campaign to promote our
product through several avenues. Our management team will fiercely pursue
positive public perception through government endorsements promoting the
benefits of our products. We will also attempt to capitalize on the novelty of the
solutions provided by our product by actively seeking local news and media
coverage to help spread awareness. Buzz will be developed in social hubs by
distributing samples to parties with potential interest. Parental support of the
product will be garnered through free trials, demonstrations, and direct mailings
to the day care At washing stations in client facilities we will spread awareness
with stickers targeted towards children, showing them the process of washing to
turn their hands different colors and emphasizing how fun it can be. Pamphlets
will be sent to the family homes through the day care roster mailing lists, to
calm fears regarding a new product in their child's environment, explain the
benefits and encourage the parents to respond and build feedback for the
benefits of the product to further increase implementation
Distribution Strategy
Our initial distribution strategy will involve a combination of distributor
and direct sales. Relationships with local distributors will be established to
increase promotional reach and potential users. The first orders will be
available immediately through direct delivery by our executive team.
Outsourcing distribution entirely in the future will allow SAFE to focus its
efforts on marketing and expanding as quickly as possible.
Distributors will pay for the inventory up-front, and although this cuts our profit
margins it helps SAFE to maintain a more flexible structure. distribution will be
entirely outsourced to distribution companies, and direct deliveries from the
executive team will cease.

14. Marketing Programs
Our most important marketing program is our branding program, aimed initially
at regional chain and franchise managers. This program is intended to penetrate
the target markets, and establish SAFEa products as the soap of choice.
Achievement should be measured against our projected 45% monthly sales
growth rate for the first year.
Emphasizing the risks associated with hand washing non-compliance, our
marketing program will employ the fear of disease, costs of illness and
government regulations extensively. Written materials will convey urgency,
connect users to the underlying problem and suggest SAFE products as the
optimal solution to the problem

15. - 15 -
Sales Strategy
Sales strategy will initially address local and regional managers with ordering
authority for the establishments in that area. The prospective clients will be
supplied with a professional product information packet and moved into the
sales funnel to begin closing prospect, followed up with a direct mail brochure
and a phone call.
There will be no initial direct compensation or commission for closed sales.
Proceeds from sales will be invested back into developing and expanding the
business. As the company begins to increase its initial sales force, commission-
based incentive programs will be implemented.

16. Sales Forecast
•If we are able to distribute our product through existing distributors, it will
provide us a significant financial advantage, as well as the ability to meet
the quick increase in demand for our product.
•Beginning with an initial monthly sale of rs1,250 for our day care soap
product (CHILD), we predict sales will increase by 45% per month for
the first year. We then calculate a growth rate of 90% yearly. Cost of
Goods Sold is approximately 47% of sales. However, COGS grows at a
yearly rate of 88%, which is less than the sales growth rate in order to
represent the economies of scale that we hope to achieve as our
operations grows

17. - 17 -
Web Plan Summary
Our website will be available as a resource to customers and interested
parties. It will include statistics, surveys and articles to build awareness
about the need for and benefits of our product. The website will provide
interested parties with a way to contact our company for answers to any
questions they may have, and will include information on ordering and
locating the product. Our product will not be directly available online, but
we will build positive perception and awareness about our product there
through statistics and user testimonials demonstrating our value.
We will include the URL in all printed materials, and encourage distributors to
link to our site. Because the audience for SAFEaproducts is fairly specialized,
the most efficient means for marketing the site will be working specifically with
the intended customers and pointing them to the site. The site will be registered
with search engines.,
After the initial implementation of the site will also be used as a resource to
promote our other fading dye products as they are developed. The website will
then be converted into a multiple product site, perhaps expanding its offering to
include direct ordering

18. Management Summary
Two of our strengths are the low cost structure and flexible personnel needs.
Sales people with experience relevant to each new respective target market can
be attained as need dictates, but the initial management team consists of the
founders themselves, with little operational support. The Board of Advisors will
be a critical foundation for the successful growth and development of SAFE
Management Team
Initially, both founders will share in the operational and financial
responsibilities of the company. They will be responsible for finding, attaining
and managing new accounts. Both founders will be responsible for making
direct sales, marketing, and all other operational tasks involved with making
this company successful. The CEO will oversee all company decisions

19. - 19 -
Management Team Gaps
It will be necessary to hire new sales associates as we expand into each new
market segment. A child-care industry professional with relevant experience
and networks in the industry will be acquired to accelerate sales growth. After
sufficient cash flow has been established and revenues have plateaued, we will
hire a chemist on salary to expand our existing product line. A chemical expert
working as a consultant will initially be useful for three reasons:
•Aiding in the research and creation of a safe initial prototype.
•Troubleshooting problems with our product and answering customer
questions and concerns about SAFE products as they arise.
•Further developing the product for future target markets

20. Key Financial Indicators
Sales - Our sales are projected to grow at a consistent rate of 90% yearly, and
we believe this accurately reflects the realistic growth our product would be
capable of attaining if we can properly utilize existing channels of distribution
and gain social acceptance.
Gross Margin - As we grow, become more efficient, and gain economies of
scale we begin to see a slight growth in our margins.
Operating Expenses - we see an increase in the number of operating expenses
that we will incur. We begin incurring larger costs involving advertising,
promotion, marketing, and payroll expenses.
Inventory Turnover - We will begin operations with a preliminary purchase of
rs50,000/ 38,000 gallons of soap. Our preliminary forecast suggests that for us
to be flexible in meeting customer demand we will need to maintain a minimal
inventory stock at a rented warehouse. We estimate that, on average, we will
keep two weeks worth of inventory on hand.
Collection days - We will collect our accounts receivable on an average of 45
days. we will have the cash to cover unexpected costs or expenses so that we
may decide to allow a longer collection period.

21. - 21 -

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

23. - 23 -
Pro Forma Cash Flow
Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales Rs0 rs0 Rs0
Cash from Receivables Rs138,736 Rs362,031 Rs687,858
Subtotal Cash from Operations Rs138,736 Rs362,031 rs687,858
Additional Cash Received
Sales Tax, VAT, HST/GST Received rs0 rs0 Rs0
New Current Borrowing Rs0 rs0 rs50,000
New Other Liabilities (interest-free) rs0 rs0 Rs0
New Long-term Liabilities Rs0 rs0 rs0
Sales of Other Current Assets Rs0 rs0 Rs0
Sales of Long-term Assets Rs0 rs0 rs0
New Investment Received Rs0 rs0 Rs0
Subtotal Cash Received Rs138,736 rs362,031 rs737,858

24. Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending rs57,600 rs144,000 Rs216,000
Bill Payments Rs128,381 rs215,710 rs438,395
Subtotal Spent on Operations Rs185,981 rs359,710 Rs654,395
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out Rs0 rs0 rs0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment rs0 rs0 Rs0
Long-term Liabilities Principal Repayment Rs0 rs0 rs0
Purchase Other Current Assets rs0 rs0 Rs0
Purchase Long-term Assets Rs0 rs0 Rs0
Dividends rs0 rs0 Rs0
Subtotal Cash Spent Rs185,981 rs359,710 rrs654,395
Net Cash Flow (rs47,245) rs2,320 Rs83,463
Cash Balance Rs29,455 rs31,775 rs115,239

25. - 25 -
Projected Profit and Loss
Our profit and loss projections reflect our expectation that monthly fixed costs
will remain constant over the course of the first year.
Cost of goods sold increases at a decreasing rate, as economies of scale make
soap production cheaper per unit as production volume increases. Based on
these projections the company will become profitable.
Advertising expenses will remain steady during our first year of operations.
However, Advertising and Promotion will grow in to reflect the purchase of
print ads, PR brochures, and additional promotional content.

26. Pro Forma Profit and Loss

27. - 27 -
Year 1 Year 2 Year 3
Sales Rs237,168 rs450,620 rs856,177
Direct Cost of Sales Rs94,867 rs178,351 Rs321,031
Other Rs0 rs0 rs0
Total Cost of Sales Rs94,867 rs178,351 Rs321,031
Gross Margin Rs142,301 rs272,269 rs535,146
Gross Margin % 60.00% 60.42% 62.50%
Expenses
Payroll Rs57,600 rs144,000 Rs216,000
Payroll Taxes Rs0 rs0 rs0
Depreciation rs0 rs0 Rs0
Rent Rs8,400 rs8,400 rs8,400
Utilities rsr1,200 rs1,200 Rs1,500
Insurance Rs6,000 rs6,000 rs6,000
Telecommunications rs1,200 Rs2,500 Rs3,500
Travel Rsr1,800 Rs2,500 Rs4,000
Warehousing Rs3,600 rs4,000 Rs4,500
Other General and Administrative Expenses Rs1,200 rs1,200 Rs1,200
Total Operating Expenses rs81,000 rs69,800 Rs245,100
Profit Before Interest and Taxes Rs61,301 rs102,469 rs290,046
EBITDA rs61,301 rs102,469 Rs290,046

28. Interest Expense Rs0 rs0 rs2,500
Taxes Incurred rs18,390 rs30,741 Rs86,264
Net Profit rs42,911 rs71,728 rs201,282
Net Profit/Sales 18.09% 15.92% 23.51%

29. - 29 -
Projected Balance Sheet
Once we have established a relationship with the manufacturer, we will
purchase inventory in minimum quantities of approximately 15,000 gallons for
approximately rs20,000 per shipment (following the initial start-up inventory
purchase, at rs50,000). As sales increase we expect that inventory turnover rate
to increase.
Our only significant Accounts Payable will be Inventory, which are a direct
reflection of the level of inventory on hand. We will be paying off our Accounts
Payable in accordance with sale of inventory. Therefore, as we begin to sell
more soap, we will be increasingly capable of meeting our obligations in a more
timely manner, ensuring that we have enough cash on hand to cover our short
term liabilities.

30. Pro Forma Balance Sheet
Year 1 Year 2 Year 3
Assets
Current Assets
Cash Rs29,455 rs31,775 Rs115,239
Accounts Receivable Rs98,432 Rs187,021 rs355,340
Inventory Rs119,146 rs34,927 Rs60,193
Other Current Assets Rs0 Rs0 rs0
Total Current Assets Rs247,032 rs253,723 Rs530,772
Long-term Assets
Long-term Assets Rs0 rs0 Rs0
Accumulated Depreciation Rs0 Rs0 rs0
Total Long-term Assets Rs0 rs0 Rs0
Total Assets Rs247,032 Rs253,723 rs530,772
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable Rs77,422 rs12,384 Rs38,150
Current Borrowing Rs0 Rs0 rs50,000
Other Current Liabilities Rs0 rs0 Rs0
Subtotal Current Liabilities Rs77,422 Rs12,384 rs88,150
Long-term Liabilities Rs0 rs0 Rs0

31. - 31 -
Total Liabilities Rs77,422 Rs12,384 rs88,150
Paid-in Capital Rs250,000 rs250,000 Rs250,000
Retained Earnings (rs123,300) (rs80,389) (rs8,661)
Earnings Rs42,911 rs71,728 Rs201,282
Total Capital Rs169,611 Rs241,339 rs442,621
Total Liabilities and Capital Rs247,032 rs253,723 Rs530,772
Net Worth Rs169,611 Rs241,339 rs442,621

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

33. - 33 -
Ratio Analysis
Industry
Year 1 Year 2 Year 3 Profile
Sales Growth n.a. 90.00% 90.00% -2.19%
Percent of Total Assets
Accounts Receivable 39.85% 73.71% 66.95% 29.49%
Inventory 48.23% 13.77% 11.34% 23.24%
Other Current Assets 0.00% 0.00% 0.00% 21.00%
Total Current Assets 100.00% 100.00% 100.00% 73.73%
Long-term Assets 0.00% 0.00% 0.00% 26.27%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 31.34% 4.88% 16.61% 34.96%
Long-term Liabilities 0.00% 0.00% 0.00% 8.33%
Total Liabilities 31.34% 4.88% 16.61% 43.29%
Net Worth 68.66% 95.12% 83.39% 56.71%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 60.00% 60.42% 62.50% 33.85%
Selling, General & Administrative 27.20%
24.35% 26.33% 26.71%
Expenses

34. Advertising Expenses 7.08% 5.33% 4.09% 0.73%
Profit Before Interest and Taxes 25.85% 22.74% 33.88% 0.81%
Main Ratios
Current 3.19 20.49 6.02 1.78
Quick 1.65 17.67 5.34 1.06
Total Debt to Total Assets 31.34% 4.88% 16.61% 46.64%
Pre-tax Return on Net Worth 36.14% 42.46% 64.96% 1.89%
Pre-tax Return on Assets 24.81% 40.39% 54.18% 3.54%
Additional Ratios Year 1 Year 2 Year 3
Net Profit Margin 18.09% 15.92% 23.51% n.a
Return on Equity 25.30% 29.72% 45.48% n.a
Activity Ratios
Accounts Receivable Turnover 2.41 2.41 2.41 n.a
Collection Days 40 116 116 n.a
Inventory Turnover 1.78 2.32 6.75 n.a
Accounts Payable Turnover 2.66 12.17 12.17 n.a
Payment Days 27 109 20 n.a
Total Asset Turnover 0.96 1.78 1.61 n.a
Debt Ratios
Debt to Net Worth 0.46 0.05 0.20 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a

35. - 35 -
Liquidity Ratios
Net Working Capital rs169,611 rs241,339 rs442,621 n.a
Interest Coverage 0.00 0.00 116.02 n.a
Additional Ratios
Assets to Sales 1.04 0.56 0.62 n.a
Current Debt/Total Assets 31% 5% 17% n.a
Acid Test 0.38 2.57 1.31 n.a
Sales/Net Worth 1.40 1.87 1.93 n.a
Dividend Payout 0.00 0.00 0.00 n.a