Betty Brite Cleaners Final

DCS
Consulting,
LLC

Betty
Brite
Cleaners

DCS
Consulting,
LLC
|

2

About
Company

“Large
visions
start
with
aggressive
execution
of
small
beginnings”

Our
strategic
consulting
firm
was
founded
in
Washington,
D.C.
in
2014
with
the
vision
of

empowering
small
businesses
and
incubating
ventures.
We
are
dedicated
to
maximizing

value
for
SMEs
and
start-‐up
ventures
in
the
United
States
and
South
Korea
that
face

operational
and
financial
challenges
as
well
as
transactional
opportunities
through
our

strategic
consulting
services.
With
rising
global
economic
growth
and
the
transition
from

labor
to
capital-‐intensive
economies,
we
aim
to
provide
SMEs
with
the
knowledge
and

expertise
to
overcome
the
difficulties
constraining
them
from
realizing
their
potential

growth
while
expanding
their
horizon
into
new
and
existing
markets.
Our
mission
is
to

assist
SMEs
and
venture
businesses
in
the
United
States
and
Korea
with
their
current

operations
while
also
attracting
and
creating
opportunities
for
mutual
benefit
and

foreign
direct
investment.

What
We
Offer

Our
client
specializes
in
large-‐scale
organic
laundry
processing
in
the
District
of

Columbia.
The
main
processing
plant
in
Arlington,
VA
currently
services
districts
in

Rosslyn,
Arlington,
and
Union
Station.
Although
the
business
remains
solvent,
the
main

processing
plant
is
currently
operating
well
below
its
maximum
capacity.
Our
goal
is
to

identify
and
leverage
the
core
competencies
and
advantages
our
client
possesses
to

expand
market
share
and
saturate
the
main
plant
capacity
to
optimal
levels.

As
one
of
our
first
clients,
we
are
dedicated
to
not
only
providing
sound
market
and

business
consultation,
but
also
to
aiding
our
client
through
the
crucial
first
steps
of

making
our
recommendations
come
to
fruition.
As
our
educational
background
stems

from
the
DC
metropolitan
area,
our
consultation
team
is
well
informed
of
our
client’s

target
market
and
will
utilize
all
available
resources
to
help
our
client
penetrate
the

market
while
laying
the
necessary
foundation
for
our
client
to
thrive
in
the
future.

DCS
Consulting,
LLC
|

3

Content

Executive
Summary
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
One:
Client
Objective
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Two:
Market
Analysis
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Three:
Target
Market
Analysis
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Four:
Business
Strategy
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Five:
Competitor
Analysis
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Six:
Marketing
Strategy
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Chapter
Seven:
Compensation
Model
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Contact
Information
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

4

5

6

7

9

13

16

21

24

DCS
Consulting,
LLC
|

4

For
our
initial
proposal,
DCS
Consulting
first
conducted
an
analysis
of
our
client
based
on
the
collected

information
from
one
of
our
Co-‐founders.
Based
on
the
collected
information
about
our
client
and
the

analysis
of
client’s
desired
goal
and
potential
problems,
we
executed
a
comprehensive
market
research
of

the
Foggy
Bottom
area
by
utilizing
our
years
of
experience
in
Washington,
DC.

University-‐based
communities
are
examined
and
analyzed
more
in
depth
for
the
purpose
of
knowing
what

specific
market
and
what
demographic
our
client
wishes
to
target.
Then,
we
further
segmented
our
target

market
into
one
specific
George
Washington
University
dormitory
(Ivory
Tower)
for
initial
market
entry
in

the
Foggy
Bottom
area.

We
conducted
a
comprehensive
analysis
of
our
direct
competitor,
Soapy
Joe’s,
and
examined
their

competitive
advantages
and
disadvantages.
Then,
we
developed
(this
will
be
developed
further)
specific

programs
that
our
client
can
execute.
However,
due
to
the
limited
information
regarding
the
capacity
of

our
processing
plant
and
logistics,
our
firm
will
continue
to
share
information
with
our
client
to
develop

more
client-‐tailored
promotion
programs.

We
developed
initial
market
entry
strategies
with
high
emphasis
on
“systematic
analysis
of
the
target

market,”
“full
understanding
the
needs
of
our
customers,”
and
“our
practical
and
impactful
multi-‐leveled

marketing
strategies.”

Possible
market
entry
modes
are
then
created
and
analyzed
for
the
purpose
of
informing
our
client
of
the

pros
and
cons
of
each
market
entry
mode.
However,
recommend
the
option
of
simultaneously
promoting

and
executing
brand-‐image
establishment
and
multi-‐leveled
marketing
strategies
targeted
toward
specific

dormitories
and
businesses.

We,
then,
developed
the
projected
quarterly
operation
of
our
firm
and
our
client
for
one
full
year.
Initial

test-‐operation
will
start
from
the
end
of
June
after
we
complete
the
development
of
very
detailed

promotion
programs,
logistics,
operations
and
marketing
strategies
that
are
practical,
feasible
and

profitable.

As
DCS
Consulting
provides
a
comprehensive
service
package
to
our
client,
we
offer
strategic
consulting,

along
with
execution
and
development
of
operations
of
our
recommendations
in
the
target
market.
Based

on
the
continuous
exchange
of
information
between
our
firm
and
our
client,
we
will
develop
more
detailed

strategies
and
execute
them
aggressively.

Executive
Summary

DCS
Consulting,
LLC
|

5

Chapter
One:

Client
Objective

Nature
of
Client’s
Issue

A.
Effective
operations
management,
including

logistics.

B.
Multi-‐leveled
marketing
to
turn
our
target
market

into
our
customer
pool.

C.
The
establishment
initials
customer
pool
and
the

expansion
of
our
client’s
customer
pool.

D.
The
constant
development
and
evolution
of
the

most
“effective”
mechanism
to
serve
market
needs.

By
fully
utilizing
the
already
operational
production
capacity
of
our
client
in
Arlington
(major
processing

sight)
and
in
Springfield
(fallback
processing
sight),
our
client
wishes
to
enter
the
Washington,
DC
market.

In
order
to
meet
our
client’s
need,
the
formulation
and
execution
of
following
activities
are
to
be

undertaken:

Brand

Loyalty

Price

Leadership
Quality

• Establishment
of
customer
pool
in
the
target
market
à

Brand
Loyalty
Establishment

• Serve
the
customer
pool
by
fulfilling
client’s
“Promise
=

Quality”
to
customers
in
the
target
market.

o Any
breach
of
“promise”
with
customers
culminates
in

lost
reputation,
leading
to
exit
from
the
target
market.

Therefore,
we
are
in
need
of
creating
practical
and
profitable
strategies
to
accommodate
our
client’s

need.
We
recommend
targeting
a
specific
and
carefully
segmented
market
first
in
the
Washington,
DC

area.
Even
within
the
Foggy
Bottom
area,
our
target
market
requires
further
segmentation
for
the

purpose
of
implementation
of
our
“promise”
with
customers
and
of
avoiding
exit
from
the
market.
More

importantly,
our
“promise”
with
customers
is
the
basis
of
our
strategies.

Customer
Pool
Establishment

Developing

Mechanism

Multi-‐leveld

marketing

Operation

Therefore,
our
“promise”
must
be
viable
and
be
able
to
establish
effective
services.
These
services

encapsulate
the
following:

It
is
notable
that
the
achievement
of
A
and
B
is
required
to
proceed
with
C.
Once
our
client’s

customer
pool
is
established
in
the
practically
segmented
area
within
the
Foggy
Bottom
area,
we

recommend
our
client
to
expand
into
adjacent
areas
in
Foggy
Bottom
gradually.
Meanwhile,
D
must

be
constantly
improved
from
the
beginning
to
the
end
of
our
client’s
business,
if
not,
the
attainment

of
our
initial
customer
pool
will
be
only
temporary.

DCS
Consulting,
LLC
|

6

Chapter
Two:

Market
Analysis

A
well-‐known
idiom,
“know
your
enemies
and
know
yourself,
you
can
win
a
hundred
battles
without
a

single
loss.
If
you
only
know
yourself,
but
not
your
opponent,
you
may
win
or
lose.
If
you
know
neither

yourself
nor
your
enemy,
you
will
always
endanger
yourself.”
Well-‐known
concept
but
always
forgotten

by
many
failing
project
managers
and
businesses.
However,
our
consulting
team
will
ensure
that
we
fully

understand
our
client’s
current
business
(yourself)
and
target
market
(enemy)
in
a
systemic
and
effective

manner
to
ensure
successful
market
entry
and
expansion.

First,
there
are
15
official
universities
in
the
Washington,
DC
area.

Second,
adjacent
to
Arlington,
where
our
client’s
processing
sight
is
located,
four
largest
universities
and

compact
areas
are
present.
All
15
universities
are
examined
and
top
4
largest
university-‐based

communities
are
pre-‐selected
for
target
market.
The
university-‐based
communities
are
listed
below:
All

the
information
below
are
analyzed
strategically
to
determine
our
target
market
that
our
client
is

capable
of
effectively
serving
and
will
bring
the
most
stable
and
increasing
profit
to
our
client.

University-‐based
communities
within
the
range
that
one
day
or
day
delivery
services
are
feasible:

However,
there
two
other
intrinsic
challenges
to
targeting
university-‐based
community
as
our
market:

• The
market
is
constantly
evolving
as
the
college
students
demographic
and
young
employee

demographic
shifts
yearly
and
even
per
semester.

o Our
solution:
consistent,
systemic
analysis
of
the
market
and
multi-‐leveled
marketing

strategies.

• Third-‐party
laundry
service
is
a
luxury,
not
a
necessity.

o Create
and
provide
compelling
incentives,
more
than
price
leadership.

DCS
Consulting,
LLC
|

7

Chapter
Three:

Target
Market
Analysis

As
our
client’s
sales
strategy
centers
around
providing
same-‐day
laundry
service
directly
to
either
end-‐
users/customers
(B2C:
Business-‐to-‐Customer
Business-‐Model)
or
local
retailors
(B2B:
Business-‐to-‐Business

Business-‐Model),
expedited
speed
of
service
must
be
both
advertised
and
achieved.

GWU
Demographics

SpeciAic

Dorms
+
APT

+
Retailers,
etc

GWU-‐based

Communities

Foggy
Bottom

However,
providing
quality-‐guaranteed
and
expediting

services
to
several
communities
at
once
might
exceed
the

productivity
capacity
of
our
client’s
processing
sight
in

Arlington.
Our
client’s
fallback
processing
sight
in

Springfield,
however,
unsuitable
for
providing
same-‐day

service
to
compact
communities
with
high
demand.

Therefore,
it
is
crucial
to
target
segmented
yet
compact,

highly
populated
area
within
reachable
markets.

Age
Distribution

Clearly
demonstrating
a
notable
characteristic
of
a
university-‐based
community,
the
age
distribution

shows
that
nearly
60%
of
the
population
residing
in
Foggy
Bottom
area.
Therefore,
our
market

establishment
strategies
should
focus
on
accommodating
and
incentivizing
residents
in
their
20s
and

30s.
Considering
the
size
of
GWU
students
is
25,653
and
of
Foggy
Bottom
population
based
on
U.S.

census
is
600,000,
nearly
4%
of
the
Foggy
Bottom
population
is
GWU
students
(assumption:
90%
of
GWU

students
reside
within
the
boundary
of
Foggy
Bottom).
Also,
it
is
estimated
that
approximately
10%
of

Foggy
Bottom
residents
in
their
20s
are
GWU
students.

Therefore,
targeting
GWU
students
à
targeting
4%
of
Foggy
Bottom
residents
and
10%
of
F.B.
residents

in
their
20s.

90%
of
F.B.
residents
in
their
20s
are
presumably
young
employees
and
students
at
other

universities.
Strategically,
we
will
be
able
to
use
similar
marketing
materials,
but
different,
to
target

both
GWU
students
and
F.B.
residents.

DCS
Consulting,
LLC
|

8

Chapter
Three:

Target
Market
Analysis

Standard
of
Living

Notably
high
single

population

Homes
with
kids
are
notably

low

Average
Household
Size
is

below
1.5

Median
Household
Income
is

$6,000
above
DC
average

1.
Higher
Purchasing
Power

2.
Higher
Standard
of
Living

3.
Rare
to
see
Having
family

members
do
housework

4.
Flexible
consumers,

readily
able
to
adopt
a
new

service
provision

Therefore,
Foggy
Bottom
is
a
fine
market
to
target,
but
as
it
is
a
large-‐sized
community,
market

segmentation
and
respective
marketing
and
strategic
plans
are
vital
to
establish
an
initial
market

within
Foggy
Bottom.

DCS
Consulting,
LLC
|

9

Chapter
Four:

Business
Strategy

Business-‐Consumer
Business
Model,
or
direct
marketing
and
sales
to
customers,
is
designed

based
on
the
qualitative
and
quantitative
market
analysis
above.

As
GW
students
living
on
campus
(Foggy
Bottom
area)
live
in
1)
dormitories,
2)
apartments,
3)

condos
and
4)
Fraternity
&
Sorority
houses,
all
of
which
are
dispersed
in
the
Foggy
Bottom
area,

we
cannot
simply
state
that
“we
target
GWU
students.”
If
we
make
a
promise
that
we
target
GWU

students
in
our
“door-‐to-‐door
pick
and
delivery”
service,
we
must
provide
the
service
to
all.

In
the
second
phase
of
our
client’s
operation
in
GW-‐based
community,
our
client
will
be
able
to

target
all
residential
spots.
However,
until
the
operation
and
logistics
of
our
client’s
business

develops
and
is
fully
tailored
to
serve
the
complete
GW-‐based
community.
Our
client
should
start

from
one
of
the
five
categories.

GW-‐Based

Community

Dormitories

=
19

Apartments

=
9

Condos

=
6

Frat&Sor.

Houses

=
8

DCS
Consulting,
LLC
|

10

Chapter
Four:

Strategy:
Overview

v Detailed
pros
and
cons
analysis
of
each
alternative,
entry
mode
strategies
and
respective

client
and
market-‐tailored
&
multi-‐leveled
marketing
strategies
will
be
available
upon
formal

agreement.

Our
client
has
unrestricted
freedom
to
select
the
alternative
or
a
combination
of
alternatives,
which

benefits
our
client
the
most.
Currently,
we
only
have
accessed
limited
information
about
our
client.

However,
after
our
initial
meeting
with
client,
our
strategies
will
be
fully
both
market
and
client-‐
tailored.

Alternative
1:
Establish
Laundry
Stores

• One
laundry
stores
covers
2
blocks-‐radiuses
of
residential
spots.

• In
order
to
reach
the
entire
GW-‐based
community
in
Foggy
Bottom,
at
least
five
stores
must

be
established.

o Heavy
initial
capital
investment.

Alternative
2:
Align
with
Existing
Laundry
Retailers

• Provide
less
costly
and
attractive
deals
to
existing
laundry
retailers
in
our
target
market.

• Replace
the
retailers’
already
existing
business
partners
with
our
client.

o Significant
portion
of
revenue
given
freely
to
retailers.

Alternative
3:
Target
Dormitories

• Target
individual
dorms
and
execute
door-‐to-‐door
pickup
and
delivery
services

• Direct
business
with
customers
with
package
services
(basic
service
and
premium
service)

• Promote
affiliation
with
GWU
by
proposing
our
contribution
to
GWU’s
Green
Campus
Policy.

o Heavy
operational
cost
due
to
the
existence
of
19
dormitories
dispersed
in
our
target

market.

o Establishment
of
strategic
logistics
and
operational
plan
is
required.

Alternative
4:
Target
Apartments

• Target
individual
apartments,
where
young
workers
and
students
reside,
and
provide
door-‐to-‐
door
pickup
and
delivery
services.

• Package
services
will
be
similar
to
“Alternative
3.”

• Potential
alliance
with
apartment
offices/leasing
office.

o Compete
with
door-‐to-‐door
laundry
service
competitors.

Alternative
5:
Target
Dormitories
and
Apartments

• Provide
door-‐to-‐door
pickup
and
delivery
services.

• Potential
alliance
with
apartment
offices/leasing
office.

o Production
capacity
at
the
processing
sight
in
Arlington
could
be
challenged.

o If
fallback-‐processing
sight
in
Springfield
is
utilized,
same-‐day
package
program
may

not
be
feasible.

DCS
Consulting,
LLC
|

11

Chapter
Four:

Strategy:
Operations
and
Logistics

First
and
foremost,
target
market-‐tailored
marketing
strategy
will
be
created
to
incentivize
our

customers
to
purchase
monthly
or
longer
subscription.

*
Small
price
range
between
Membership
Types
to
incentivize
users
to
choose
our
Grand
Premium

Option.

Although
the
activities
involved
look
simple,
we
project
unnecessary
consumption
of
time,
which
could

be
an
obstacle
to
expedited
speed
of
our
client’s
service.

2.
Customer's

Residence

3.
Pick-‐Up

4.
Deliver
to

Processing

Sight

5.
Process

Items

1.
Van
departs

to
Foggy

Bottom

Logistical
Challenges

It
is
estimated
that
the
collection
of
clothes

directly
from
the
doorposts
of
our
customers

will
be
10
–
20min
per
building
(residence

spot),
including
parking
and
writing
down

notes
after
each
pick-‐up.

If
our
client
were
to
advertise
our
service
to

be
eligible
to
cover
all
GW
students
or
even

GW
community,
it
simultaneously
gives
our

client
the
obligation
to
cover
19
(all

dormitories)
to
42
(including
all
residential

spots)
buildings.

If
we
take
15min
per
building
(median
of
time
required
for
pickup
per
building)
for
the
time
required

for
pickup,
moving
around
the
campus
and
picking
up
customers’
clothes
from
30
buildings/sights

(media
of
the
number
of
dormitories,
apartments
and
condos
within
the
target
market)
requires
7.5

hours.
This
means
for
the
delivery
of
completed
clothes
requires
similar
amount
of
time.
Therefore,
an

effective
utilization
of
our
client’s
van(s)
is
required,
and
the
operation
and
logistics
of
our
client’s

business
must
be
strategically
managed
and
controlled.
Or
as
an
alternative,
more
vans
could
be

utilized
to
target
our
market.

Therefore,
it
is
highly
advisable
to
target
specific
dorms/apartments/condos
with
projected,
high

demand
for
our
service.
While
establishing
effective
operations
for
distributions,
our
client
will
be

capable
of
expanding
into
adjacent
dorms/apartments/condos.
Gradual
expansion
into
adjacent

dorms/apartments/condos
and
ultimately
cover
the
Foggy
Bottom
community
(customers).

As
an
alternative
approach
to
achieving
our
processing
sight’s
full
capacity,
our
client
has
options
to

target
businesses,
instead
of
customers
(Affiliation
with
local
businesses
to
generate
revenue).

DCS
Consulting,
LLC
|

12

Hotels

+
Service
is
a
Necessity,
not
a
Luxury

+
Predictable
Consumer
Behavior

-‐
Mid/Low
Market
Concentration

-‐
Subject
to
Tourism
Business
Cycle

Restaurants

+
Service
is
a
Necessity,
not
a
Luxury

+
Predictable
Consumer
Behavior

+
Predictable
Cash
Flow

-‐
Mid/Low
Market
Concentration

Chapter
Four:

Strategy:
Partnership
&
Affiliation

Universities

+
High
Market
Concentration

+
Flexible,
Adaptable
Consumer
Base

-‐
Variable
Consumer
Behavior

-‐
Service
is
a
Luxury,
not
a
Necessity

Target
Market
Analysis

DC
Universities

(+)
Highest
concentration
market
in
select
collection

hubs

(+)
Flexible
consumers,
readily
able
to
adapt
and
adopt
a

new
service
provision.

(–)
Less
stable
consumer
base.

(–)
Market
is
constantly
evolving
as
the
college

demographic
shifts
yearly
and
even
per
semester.

(–)
third
party
laundry
service
is
a
luxury,
not
a
necessity.

Hotels

(+)
Stable,
predictable
consumer
base
because
third

party
laundry
service
in
hotels
is
a
necessity.

(–)
However,
collection
quantities
may
fluctuate
with
the

tourism
business
cycle
and
seasons.

(–)
Hotel
clientele
dictates
the
collection
quantities,

which
can
harm
efficiency.

(–)
Mild/low
concentration
market
for
collection
hubs

that
are
subject
to
fluctuation.

Restaurants

(+)
Most
stable,
predictable
consumer
base
because

third
party
laundry
service
is
a
necessity.

(+)
Collection
quantities
and
services
are
fixed
with
little

fluctuation
(restaurants
wash
linens,
chef
coats,
aprons,

uniforms
all
on
a
regular,
scheduled
basis).

(–)
Mid/low
concentration
market
for
collection
hub;

though
the
sheer
size
of
the
market
is
large,
it
is

scattered
and
makes
achieving
same-‐day
delivery

difficult.

Affiliation:
Pros
and
Con
Analysis

(+)
Minimal
investment
required.

(+)
Affiliation
allows
immediate
access
to
established
market
share
without
the
need
for
investment
in

initial
marketing

(+)
Great
mobility
within
the
DC
market,
able
to
affiliate
and
move
with
market
demand
shifts.

(+)
Allows
client
to
focus
on
service
quality
and
same-‐day
shipping
without
having
the
additional

burden
of
delivery
accuracy.

(–)
Must
incentivize
retailers
to
adopt
contract,
perhaps
at
a
financial
loss.

Note:
Detailed
pros
and
cons
analysis
of
each
alternative,
entry
mode
strategies
and
respective
client

and
market-‐tailored
&
multi-‐leveled
marketing
strategies
will
be
available
upon
formal
agreement.

The
following
research,
analysis
and
strategies
are
the
snapshot
of
our
strategic
consulting
service.

DCS
Consulting,
LLC
|

13

Chapter
Five:

Competitor
Analysis

Overview

Local
laundry
service
providers
are
currently
located
in
Arlington,
Rosslyn,
and
Union
Station.
An

aggressive
marketing
strategy
will
be
employed
that
will
leverage
the
location
of
laundry
service
and

the
consumers
who
are
most
interested
in
doing
the
laundry.
Also,
this
particular
marketing
strategy

will
help
us
determine
how
to
intercept
the
local
laundry
retailers
to
make
our
business
transactions

smoother.

Wahio
(4.8
stars)
-‐
1401
U
St
Washington,
DC
20009

• Laundry
cost:
Wash
and
Fold
for
$1.60/Lb,
Laundered
shirts
for
$2.75/shirt

Dry
Clean
cost:
Blouses
for
$6.00,
Dress
Shirts
for
$6.00,
Sweaters
for
$8.00.

• Delivery
Fee:
Free
delivery
on
orders
over
$35.
Order
Minimum
$20.

• Uses
reuseable
bags,
No
harsh
chemical
use

• Uses
App
and
has
a
well-‐developed
online
site

• The
store
opens
from
6
am
to
10
pm
Mon
–
Thu,
6
am
to
11
am
on
Fri,
and
8
am
to
2
pm
on

Sat
and
Sun

Capitol
Hill
Cleaners
&
Laundry
(4.0
stars)
-‐
661
C
St
SE
Washington,
DC

• Laundry
cost:
Wash
and
Fold
for
$2.00

• Dry
Clean
cost:
Dry
Clean
blouse
for
$5.95,
Shirt
laundered
and
pressed
for
$1.55,
and
Men’s

pants
for
$4.95

• Dry
cleaning
and
Laundry
service
provider

• Friendly
Employees
with
high
quality
tailoring
service

• Hard
working
owner’s
presence
is
plus

• No
online
site

• The
store
opens
from
7
am
to
7
pm
every
day
except
Sunday

The
Press
Dry
Cleaning
&
Laundry
(5.0
stars)
–
1924
I
St
NW
Washington,
DC
20006

• No
costs
provided
online

• Dry
Cleaning
&
Laundry,
Shoe
Repair,
Sewing
&
Alterations
service
provider

• Promotes
Go
green,
save
green

• Has
an
online
site
promoting
their
services

• 10%
discount
on
entire
order
for
new
customers

• The
store
opens
7
am
to
8
pm
Mon
–
Fri,
8
am
to
6
pm
on
Sat
and
12
pm
to
5
pm
on
Sunday

Esteem
Cleaners
(4
stars)
-‐
2100
Pennsylvania
Ave
NW
Washington,
DC
20037

• Laundry
cost:
Laundered
shirt
for
$2.00

• Dry
clean
cost:
Suit
for
$12.75,
Dress
for
$9.25,
and
Shirts
for
$4.65

• Full
service
drycleaners
and
can
even
clean
leather,
silk
and
rug

• On
occasion,
they
have
dry
cleaning
coupons
available
for
laundered
shirts
and
slacks,
suits

and
cocktail
dress
dry
cleaning

• The
store
opens
7:30
am
to
7
pm
Mon
–
Fri,
8
am
to
6
pm
on
Sat,
and
closed
on
Sundays

DCS
Consulting,
LLC
|

14

Chapter
Five:

Competitor
Analysis:
Soapy
Joe’s

Overview

To
get
into
the
market
with
competitors,
we
must
develop
our
unique
and
not
imitable
competitive

advantages
that
CUSTOMERS
CARE.
Therefore,
we
analyzed
two
of
our
major
competitors.
Based
on

their
disadvantages,
which
keep
customers
away
from
them,
we
will
turn
those
disadvantages
to
our

advantages.
Based
on
compelling,
attractive
and
viable
competitive
advantages
(promotion
packages,

types
of
services,
distinguished
delivery
time,
and
multi-‐leveled
marketing
strategies),
we
will
capture

the
incoming
freshman
starting
from
August
and
prepare
the
upcoming
competition
for
the
fall
through

our
initial
operation
at
Ivory
Tower
(summer
housing
dormitory)
starting
from
June,
2014.

Local
laundry
service
providers
are
currently
located
in
Arlington,
Rosslyn,
and
Union
Station.
An

aggressive
marketing
strategy
will
be
employed
that
will
leverage
the
location
of
laundry
service
and
the

consumers
who
are
most
interested
in
doing
the
laundry.
Also,
this
particular
marketing
strategy
will

help
us
determine
how
to
intercept
the
local
laundry
retailers
to
make
our
business
transactions

smoother.

Competitors
Analysis:
Direct
Competitors

Soapy
Joe’s
is
a
pickup
and
delivery
laundry
service
targets
college
students
with
the
goal
of
“making

college
life
easier”.
They
provide
pickup
and
delivery
laundry
services
to
colleges
around
the
country
and

their
goal
is
to
provide
affordable
premium
laundry
services
to
students
so
that
they
may
better
use

their
time
for
school
rather
than
laundry.

Target
Markets:

American
University

Georgetown

George
Washington
University

USC

Currently,
Soapy
Joe’s
is
CONTRACT
and
RECOGNIZED
by
GWU.
Not
only
do
they
have
a
contract,
they

are
also
recognized
and
promoted
by
the
GW
Office
of
Parent
Services
to
parents
of
GWU
students
as
a

premium
and
affordable
service.

Wash
&
Fold
Laundry
Service:

T-‐shirts,
Long-‐sleeve
shirts,
Sweaters,
Sweatshirts

Jeans,
Pants,
Shorts,
Sweatpants

Towels,
Sheets,
Pillow
Cases,

Underwear
and
Socks
(each
sock
counts).

Dry
Cleaning
Service

Dry
cleaning
service
is
also
provided
and
pick-‐ups
take
place
in
accordance
with
Wash
&
Fold.
However,

pick-‐ups
for
dry
cleaning
are
Friday
only
and
the
customer
must
pick
up
directly
with
the
route
manager

for
delivery
safety
(will
be
delivered
on
next
pick-‐up
day
if
customer
does
not
contact
route
manager).

Delivery
and
Pick-‐up
Schedule

Pick-‐up
times
are
Monday
(4pm
to
6pm)
and
Wednesday
(4pm
to
6pm)

Delivery
times
are
Tuesday
(6pm-‐8pm)
and
Thursday
(6pm-‐8pm)

Services
NOT
provided/disadvantages:

Soapy
Joe’s
used
to
but
no
longer
does
pay-‐per-‐wash
services
(ad
hoc).

The
service
can
ONLY
be
used
once
per
week

DCS
Consulting,
LLC
|

15

Competitive
Advantages
of
Soapy
Joe’s
Disadvantages

-‐
24-‐hour
turnaround
service.

!
Delivered
the
next
day.

-‐
Affiliation
with
GWU.

!
Accept
G-‐world
(student
card).

-‐
Soapy
Joe’s
provide
Door-‐to-‐Door
service.

!
Pick
up
and
delivered
to
lobby

-‐
Covers
28
buildings.

!
Once
a
week
per
building.

-‐
Limited
Dry
Cleaning
Service

!
Only
Friday
pickups
and
the
customer

MUST
be
available
to
pick
up
in
person.

-‐Limited
Laundry
Pickups
and
Delivery

!
Once
a
week
+
next
day
service
per
dorm

-‐
No
pay
per
wash
service

!
This
service
should
be
provided
to

students,
so
that
they
have
more
incentive
to

become
our
members
at
much
lower
price.

-‐
No
pickup
or
delivery
at
door
post

!
Students
must
deliver
and
pick
up
their

clothes
in
2-‐Hour
gap
at
lobby.

-‐
No
shoe
cleaning
service

-‐
Usage
of
Tide
and
Tide-‐Free

!
Our
client
uses
Organic
Soap
and

therefore
more
environmental
friendly.

-‐
Non-‐negotiable
semester-‐long/academic

year
contract

!
Rigid
form
of
contract

!
No
trial
service
or
single
service

Chapter
Five:

Competitor
Analysis:
Soapy
Joe’s

Although
Soapy
Joe’s
seems
to
be
a
competitive
market
leader
on
the
surface
level,
the
company
has

breakable
disadvantages
due
to
its
extensive
coverage
areas
and
processing
plant
in
MD.
Therefore,

our
program
(promotion
and
loyalty
programs)
must
not
only
solve
those
disadvantages
but
also

provide
unique,
innovative
and
ultimately
APPARENTLY
better
services.

Possible
Competitive
Advantages/Operations/Services

• Unlimited
Dry
Cleaning
service
at
fixed
price.

• Door-‐to-‐Door
service.

• Less
rigid
pickup
time
(4
hours).

o Requires
one
van
and
one
part-‐time
worker
(or
temporarily
our
consultants)
per

building.

o 7
AM
–
12
PM:
pickups
at
the
lobby
or
at
the
door
(relationship
with
client
through

instant
text
message).

o 7
PM
–
11
PM:
pickup
completed
items
at
the
lobby.
After
10pm,
deliver
completed

items
door-‐to-‐door.
(Relationship
with
client
through
instant
text
message).

• Shoe
cleaning
service.

• Attract
more
potential
customers
with
monthly
membership
by
providing
1-‐day
service.

• Simplified
and
flexible
transaction.

o Mobil
application
and
one-‐time
payment
for
one-‐time
trial
experience.

o Immediate
payment
and
sign-‐up,
instead
of
signing-‐up
online.

• Same-‐day
delivery
in
2-‐3
times
a
day
(for
the
first
3-‐4
quarters
of
operation).

o Monday,
Wednesday
and
Friday
(Foggy
Bottom
Campus)

o Tuesday,
Thursday
and
Saturday
(Mount
Vernon
Campus)

DCS
Consulting,
LLC
|

16

Chapter
Six:

Strategy:
Marketing

Business-‐to-‐Customer
Marketing
Strategies
Primary
Objective:
The
laid
out
competitive
advantages
will
be
accumulated
and
developed
into
a

complete
promotion
package.
We
strive
to
develop
compelling
marketing
strategies

and

communicate
to
our
target
customer
pool
through
multi-‐leveled
venues.
The
Structure
of
Multi-‐level
Marketing
Strategies

1)
Development:
Development
of
compelling
and
very
attractive
promotion
package.
Prior
to
the

development,
ongoing
survey
must
be
conducted
to
understand
needs
of
our
customers,
including

the
current
users
of
Soapy
Joe’s.
2)
Direct
sales:
Create
attractive
and
distributable
marketing
materials
and
conduct
direct
sales
to

our
targeted
customer
pool
through
marketing
material
distribution,
door-‐to-‐door
visits,
marketing

tables,
events
and
affiliation
with
other
organizations
and
institutions.
3)
Indirect
Sales:
Create
appealing,
easy-‐to-‐use
and
easily
reachable-‐to-‐public
web-‐based
marketing

materials
and
conduct
indirect
sales.
(*
Web
platform
must
be
easy
to
use
and
requires
budget).
4)
Consumer
relations:
Constantly
forge
relationship
with
clients
through
our
direct
and
indirect

sales
venues.
It
is
very
crucial
to
create
Customer
Retention/Loyalty
program
to
keep
the
initial

customer
pool
while
constantly
expanding
the
pool
Strategy
Pyramid
(The
bottom
reaches
the
largest
pool
of
customers)

Web:
Website
development,
management
and
improvement
for
the
purpose
of
reaching
out
to
the

largest
pool
of
customers
who
frequently
uses
Internet.
Therefore,
we
will
create
a
target-‐market

tailored
strategy.
Periodicals/Media:
Create
and
advertise
our
promotion
package
through
third-‐party
media.
We
will

start
from
local
newspaper
companies,
especially
Hatchet
(very
crucial).
Student
Organization
Affiliation:
Affiliate
with
student
organizations
to
promote
our
promotion

package.
Potential
targets:
student
or
NGO
institutions
which
promote
green
awareness,
influential

student
organizations
and
groups,
CI*
and
other
organizations.
Events:
We
will
co-‐sponsor
or
sponsor
some
selective
school
events.
Reserving
tables
at
Kogan
Plaza

and
operate
7
days
a
week
will
also
be
important.
(Kogan
Plaza,
Marvin
Center,
MV,
Ivory
Tower,

Thurston,
etc)
Door-‐to-‐Door
Visit:
Through
the
affiliation
with
the
housing
office
and
house
proctors,
we
target
our

customers
directly.

DCS
Consulting,
LLC
|

17

Chapter
Six:

Strategy:
Marketing

Sample
Marketing
Strategy

Objectives:

• Maintain
steady,
controlled
growth

• Decrease
customer
acquisition
costs
by
2%
per
quarter

• Steadily
increase
market
penetration

Target
market:
Affiliates

As
a
starter,
the
company
should
try
to
reach
out
to
local
affiliates
and
ask
if
they
are
interested
in

making
more
profit.
And,
the
laundry
service
provider
should
offer
a
higher
commission
than
the

existing
laundry
service
provider.
The
company
can
also
offer
a
promising
business
plan
to

increase
their
sales
and
higher
quality
service.
In
addition,
the
company
must
enroll
multiple

affiliates
in
order
to
stir
some
competition
within
those
affiliates.
As
a
possible
option,
the

company
can
offer
Universities
laundry
and
dry
cleaning
services
to
expand
operation
for
market

expansion.

Target
market:
Consumers/Target
Market
(Residents)

The
laundry
service
provider
will
work
closely
with
the
university
to
provide
laundry
pickups,

assembled
pickups
and
other
local
building
pickups.
Back-‐to-‐school
specials
and
bundle
specials

will
be
offered
to
make
it
easier
for
students
to
afford
local
laundry
services.
The
laundry
service

provider
will
also
advertise
in
the
student
newspapers
and
promote
specials
through
pamphlets
or

brochures
throughout
the
community.

Sample
Marketing
Tactics

Sales
Promotion:
the
company
will
run
the
following
sales
promotion
strategies

• Discounted
prices

• Customer
relationship
management
-‐
springing
up
the
relationship
with
customers.
The

employees
can
very
well
understand
consumer
needs
and
are
capable
to
satisfy
those

needs

• Occasional
Package
Offer

Advertisement

• Newspaper
distribution
–
less
costly

• Posters
near
GWU,
GT,
World
Bank,
and
other
large
institutions

• Direct
mailing
-‐
sends
e-‐mail
promoting
the
features
of
the
excellent
services
available

• Handout
or
promote
pamphlets
or
brochures
at
near
metro
stations
such
as
GWU
–
Foggy

Bottom,
Farragut
West,
and
Farragut
North.

Note:
Detailed
pros
and
cons
analysis
of
each
alternative,
entry
mode
strategies
and
respective

client
and
market-‐tailored
&
multi-‐leveled
marketing
strategies
will
be
available
upon
formal

agreement.
The
following
research,
analysis
and
strategies
are
the
snapshot
of
our
strategic

consulting
service.

DCS
Consulting,
LLC
|

18

Chapter
Six:

Strategy:
Marketing

1.
Detailed
Target

Market
Analysis

2.
Creation
of
Market-‐
tailored
Marketing

Strategies

3.
Execution
of
Market-‐
tailored
&
Multi-‐leveled

MarketingStrategies

4.
Target
SpeciAic

Summer
Housing

Dormitories

5.
Consistent
Analysis
of

the
Initial
Customer
Pool

and
Build
Ongoing

Relationship

6.
Aggressive
Execution

of
Market-‐tailored

Strategies
and
ready
for

expansion

Strategic
Market
Entry
and
Expansion
Plan
(sample)

First-‐quarter
operation:
Text
Market
before
Regular

Semester.

1.
Detailed
target
market
analysis
will
be
conducted

for
the
purpose
of
strategically
narrowing
down
our

target
market
to
top
3
summer
housing
spots
with

the
highest
number
of
occupancy
rate
and
largest

pool
of
residence.

2.
Analyze
the
demographic
of
the
exact
building
we

will
be
targeting
through
surveys,
interviews
and

examining
the
operation
of
the
laundry
rooms.

Create
and
communicate
compelling
incentives
to

customers
in
our
target
spot
through
mailing,

visiting,
flyers,
applications,
and
other
sources.

3
&
4.
Aggressively
executive
our
marketing

strategies
full-‐time
in
our
three
target

spots/buildings.

5.
Consistently
analyze
the
initial
pool
of
customers
in
terms
of
demographics,
jobs,
age
and
more
and

further
develop
our
marketing
strategies
around
the
analysis.
Simultaneously,
build
outstanding
client

relationship
(for
our
client’s
business,
word
of
mouth
is
crucial).

6.
Constantly
execute
and
monitor
the
progress
while
preparing
for
our
expansion
into
adjacent

buildings
with
major
number
of
residences.

DCS
Consulting,
LLC
|

19

1.
Local
Businesses
and

Competitors
Analysis

2.
Relationship-‐building
and

interviews
with
local
businesses.

3.
Based
on
their
demand,
create

promotion
packages
and

marketing
strategies.

4.
Submit
written
proposal
and

negotiate
the
promotion
package

deals.

5.
Expand
alliance
to
more
local

businesses
and
institutions,
such

as
GWU.

3.
Constant
Relationship

with
the
Initial
and
further

entered
markets
in
Foggy

Bottom.

2.
Expansion
into

adjacent

Dormitories/
Apartments

1.
Initial

Tartget

Market/
buildings

Establishment

Chapter
Six:

Strategy:
Marketing

First-‐quarter
Operation:
Potential
Affiliation
with
local
institutions/businesses.

1. Collect
relevant
data
on
local
businesses
to
know

their
exact
demands
and
concerns.
Analyze

competitors
for
the
purpose
of
forge
more

attractive
promotion
packages.

2. Build
relationship
with
local
businesses
through

interviews
and
visits
on
regular
basis.

Establishment
of
potential
alliance
partner
pool.

3. After
fully
understanding
their
demand
and

concerns,
create
promotion
packages
which
fully

fulfill
their
demands
and
solve
their
concerns.

4. Write
a
strategic
and
compelling
written

proposal
(very
appealing)
to
local
businesses
and

negotiate
the
promotion
package
deals.

5. Expand
our
alliance
partners
to
more
local

businesses
and
institutions,
such
as
GWU.
As

GWU
promotes
Green
Campus
Policy,
our

service
could
be
appealing
to
GWU.

Second-‐quarter
Operation:
Market
Expansion
within
Target
Market

1. The
services
within
the
first
target
buildings
(2
–
3)

should
be
settled
and
be
exposed
to
all
residence
in

initial
target
buildings.

2. Use
further
developed
marketing
strategy
to
enter

adjacent
dormitories/apartments
with
compact
and

large
potential
customer
pool
(must
be
adjacent

buildings
due
to
our
logistics
constraint:
1-‐2
vans).

Establish
initial
customer
pool
in
new
buildings
and

sustain
outstanding
customer
relationship.

Constantly
promote
our
product
in
our

1st

and

2nd

target
spots/buildings
(total
of
3
–
5
buildings)

3. While
building
continuous
relationship
with
new

customers,
prepare
expansion
into
more
dormitories

and
buildings.
Prepare
to
use
GW-‐based
media
and

advertisement
venues
to
reach
out
to
general
GW

community
for
the
third-‐quarter
operation.

DCS
Consulting,
LLC
|

20

Third
and
Fourth-‐quarter
Operation:
Expansion
into
the
entire
Foggy
Bottom
community.

Chapter
Six:

Strategy:
Marketing

Enter
5
more
buildings/
spots

• Further
Market

Research
and
Use

constantly
developed

marketing
and

promotion
strategies

Enter
5
more
buildings/
spots

• Key:
sustain
already

established
customer

pool
through
special

promotions
and

loyalty
programs.

Enter
5
more
buildings/
spots

• Operational
in

total
of
18-‐20

buildings
in
our

target
market.

Enter
5
more
buildings/
spots
while
preparing

for
expansion
into

Georgetown

Community

Third
and
Fourth-‐quarter
Operation
centers
around
one
statement:
aggressive
expansion
while

sustaining
constantly
established
customer
pool
by
providing
our
initial,
quality
services
and
loyalty

programs.
For
the
last
two
month
of
operation,
we
will
be
on
the
verge
of
determining
our
client’s

expansion
into
Georgetown
Community
and
achieve
10
–
15%
of
customer
pool
per
building
(total

of
25-‐30
buildings
in
Foggy
Bottom
Community);
at
this
time
at
least
3-‐5
vans
must
be
operational

and
the
operation
of
our
processing
sight
in
Arlington
should
be
effective
enough
to
serve
the

extended
customer
pool.
We
will
always
keep
in
mind
that
“it
is
difficult
to
enter
a
new
market
but

easy
to
be
exited
overnight.”

Note:
Detailed
pros
and
cons
analysis
of
each
alternative,
entry
mode
strategies
and
respective

client
and
market-‐tailored
&
multi-‐leveled
marketing
strategies
will
be
available
upon
formal

agreement.
The
following
research,
analysis
and
strategies
are
the
snapshot
of
our
strategic

consulting
service.

DCS
Consulting,
LLC
|

21

Chapter
Seven:

Compensation
Model

Our
Mission
for
Compensation
Model

First,
we
spend
a
significant
portion
of
the
compensation
from
our
client
to
research
and
develop

our
strategic
consulting
services
to
provide
better
services
to
our
clients
in
the
near
future.

Second,
unlike
most
consulting
firms
in
the
market,
we
will
not
receive
stipend
or
minimum
wage

for
our
work.
We
are
driven
by
our
burning
heart
and
passion
to
see
growth
of
our
client
and
we

understand
that
for
most
small
and
medium
sized
companies
and
venture
businesses,
paying
a

consulting
firm
is
a
necessary
but
a
luxury
burden.
Therefore,
we
will
not
oblige
our
clients
to

compensate
our
firm
until
our
solution
to
our
clients’
problem
is
in
the
process
of
being
solved.

Third,
unlike
all
consulting
firms
in
the
market,
we
will
not
be
charged
for
our
full-‐time
work
(6

days
week),
and
we
will
not
be
charged
if
our
client
does
not
achieve
what
we
propose.
Our

consulting
firm
desires
to
grow
with
our
client.

Fourth,
we
understand
that
most
small
and
medium
sized
companies
and
venture
businesses

cannot
afford
to
hire
enough
human
capital
to
proceed
with
strategic
consulting.
Therefore,
we

will
not
only
create
strategies
but
also
execute
a
significant
portion
of
our
proposal
for
our
client

upon
our
client’s
request.

Fifth,
we
provide
a
list
of
alternative
compensation
models
to
our
clients,
and
our
clients
have
the

right
to
choose
the
model
which
work
best
for
them.
All
alternative
compensations
are
intended

to
avoid
placing
costs
on
our
clients
but
to
allow
our
clients
to
grow
more
effectively.

Compensation
Model

Based
on
our
mission
statement
on
revenue
model,
our
clients
are
not
obliged
to
pay
the

following:

• No
minimum
wage
for
our
full-‐time
consultants,
who
are
GW
graduates
and
MBA

graduates.

• No
stipend
for
our
full-‐time
consultants,
who
are
GW
graduates
and
MBA
graduates.

• No
payment
when
our
market
entry
does
not
succeed.

Currently,
no
consulting
firm
in
the
market
provides
such
financial
benefits
to
SMEs,
as
they
are

primarily
profit-‐driven
and
thus
receive
fixed
minimum
wage
and
absurdly
high
commission
even

without
achieving
clients’
goals.
However,
we
are
driven
by
our
client’s
growth
and
we
strive
to

grow
with
our
client.

DCS
Consulting,
LLC
|

22

Chapter
Seven:

Compensation
Model

Therefore,
we
propose
the
following
revenue
model:

Alternative
1:

Our
first
proposal
for
revenue
model
states
that
we
do
not
receive
any
minimum
wage
or
stipend,
but
we

are
compensated
as
our
client
grows
in
the
Foggy
Bottom
area.

For
every
monthly
renewable
membership,
which
is
initially
obtained
and
renewed
in
Foggy
Bottom
area

through
our
multi-‐leveled
marketing
and
strategy
formulation
and
implementation,
we
propose
the

following
model:
(Established
customer
pool
requires
constant
client-‐relationship
strategy
to
stay
retained).

Membership
Type
Price
Laundry
Dry
Cleaning
Shoes

Share
for
DCS

Consulting

Percentage

Basic
$85
O

$4
4.71%

Premium
$95
O

O
$5
5.26%

Grand
Premium/Deluxe
$105
O
O
O
$6
5.71%

Note:
The
widely-‐used
market
standard
compensation
for
consultants
is
8-‐10%
of
sales.
In
addition,

consultants
provide
analyzed
data
and
recommendations
and
monitor
their
clients’
progress
(rarely

consulting
firms
help
the
execution
of
their
strategies).
However,
we
charge
lower
percentage
of
sales

and
at
the
same
time
provide
the
execution
of
our
unique
strategies.
This
alternative
incentivizes
our
full-‐
time
consultants
to
focus
on
more
customer
pools
using
Grand
Premium
service.

Alternative
2:

Membership
Type
Price
Laundry
Dry
Cleaning
Shoes

Share
for
DCS

Consulting

Percentage

Basic
$85
O

$5
5.88%

Premium
$95
O

O
$5
5.26%

Grand
Premium/Deluxe
$105
O
O
O
$5
4.76%

Note:
our
second
alternative
provides
lower
rate
than
our
competitors
who
do
not
conduct
the
execution

of
strategies.
By
providing
the
same
percentage
for
all
services,
our
full-‐time
consultants
target
all

customer
pool
evenly.

DCS
Consulting,
LLC
|

23

Chapter
Seven:

Compensation
Model

Alternative
3:

For
alternative
1
and
2,
some
funds
are
required
by
our
client
to
execute
certain
marketing
strategies,

including
designing,
creating,
promoting,
managing
and
monitoring
marketing
materials
(website,

smartphone
applications,
and
SNS
management.
However,
for
alternative
3,
we
will
cover
all
incurring
costs

in
the
creation
and
execution
our
market-‐tailored
marketing
strategies.
We
will
fully
finance
our
marketing

activities
in
this
option.

Membership
Type
Price
Laundry
Dry
Cleaning
Shoes

Share
for
DCS

Consulting

Percentage

Basic
$85
O

$5.5
6.47%

Premium
$95
O

O
$6.5
6.84%

Grand
Premium/Deluxe
$105
O
O
O
$7.5
7.89%

Note:
for
alternative
3,
our
consultants
will
make
a
capital
investment
in
the
creation
and
execution
of
our

market-‐tailored
marketing
strategies.
This
alternative
requires
five
of
our
consultants
to
be
working
full-‐
time
on
4-‐6
days
a
week.

Special
Occasion
(apart
from
Alternative
1
–
3):

We
also
see
viability
in
forming
alliance
with
local
institutions
and
businesses
as
a
revenue
source
for
our

firm.
For
potential
alliance
partners,
we
will
conduct
competitors’
analysis
with
compelling
rationality
to

introduce
our
service.
For
each
potential
partner,
visiting
sales,
marketing
strategies
and
execution
and

strategic
proposals
will
be
written
and
conducted.
For
the
revenue
from
Business-‐to-‐Business
transactions

in
our
target
market,
we
propose
to
receive
7%
of
sales
(gross
revenue).

DCS
Consulting,
LLC
|

24

Contact
Information

Jin
Won
Jeong

Business
Development
Executive

Earl
Chung

Financial
Analyst

John
Blair

Economist

Alex
Cho

Human
Capital
Representative

Strategic
Consultants

(202)
469-‐9588

jinjeong@gwmail.gwu.edu

(201)
983-‐7134

earlchung0226@gmail.com

(206)
601-‐9138

Jblair0@gwmail.gwu.edu

(415)
412-‐0532

smile.sungwoo@gmail.com

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