Tintoria strategic plan 2015-2019 1

Prepared by Fred M’mbololo Page 1
TINTORIA LTD LIMITED
STRATEGIC PLAN
FOR THE PERIOD JUNE 2015 TO JUNE 2019

TABLE OF CONTENTS
1.0 INTRODUCTION
1.1 What the strategic planning process involves
step by step.
2.0 EXECUTIVE SUMMARY
3.0 VISION AND MISSION STATEMENTS
3.1 Vision
3.2 Mission
4.0 TINTORIA LTD STATEMENT OF CORE VALUES
5.0 ORGANIZATIONAL HISTORY AND PROFILE
5.1 Laundry process
5.2 Organizational chart
6.0 THE NEED FOR A STRATEGIC PLANNING
6.1 Competitor Analysis
6.2 Pest Analysis
6.3 Swot Analysis
6.3.1 Internal Environment
6.3.2 External Environment
6.4 Bcg Matrix Analysis
7.0 STRATEGIC GOALS AND OBJECTIVES
8.0 KEY PERFORMANCE INDICATORS

Figure 1 shows how strategic planning could be achieved using the pyramid
and Tintoria Ltd Ltd has incorporated it into the planning process

1.0 INTRODUCTION
Strategic planning is one of the most challenging – and exciting – exercises an
organization can undertake. Strategic planning allows an organization to make
fundamental decisions or choices by taking a long-range view of what it hopes to
accomplish and how it will do so. A strategic plan is built on a thorough analysis of
the organization’s existing structure, governance, staff, program or service mix,
collaborations, and resources (financial, human, technical, and material).
This analysis is vital because it allows an organization to perceive which of its
above aspects it must change in order to achieve its goals. A well-developed
strategic plan serves as a blueprint for making these changes because it describes
the following:
 A vision for the future
 Strengths and weaknesses of the organization
 The nature of the changes contemplated for future sustainable growth and
development
 The sequence of these changes
 Those who are responsible for guiding change
 The resources required, whether they currently exist within the organization
or must be generated from external sources.
Figure 2 below shows how these and other issues “converge” in a plan that most fits
the organization. A strategic plan represents an organization-wide consensus among
staff, directors, and other stakeholders concerning what represents success and how
it is to be achieved. It therefore allows a manager to approach the strategic plan’s
activities with confidence. Strategic plans must be institutionalized so that they serve
as the basis for performance standards, decision-making, planning, and resource
mobilization and allocation. Strategic plans must also be systematically reviewed and
revised so they remain topical, relevant, and “cutting edge.” The whole organization
must embrace the plan so that the “daily decisions are then made on the basis of this

plan, which must be both practical – based upon your organization’s mission – and
flexible, to allow for rapid change.”
Figure 2 above shows how other factors “converge” in a strategic plan that
most fits Tintoria Ltd, it is all inclusive process.

1.1 What the strategic planning process involves
step by step…
There are several steps in the strategic planning process. Many experts or
facilitators vary the sequence of these steps, but there is general consensus about
the most important ones to include.
STEP A: Analyze the shared values and experiences of staff and board. Plan a
meeting or workshop to facilitate strategic planning.
STEP B: Review and update or prepare a Mission Statement for the organization.
STEP C: Analyze the organization’s external environment (“PEST” – political,
economic, social, and technological factors) and internal environment
(resources or inputs, processes, and performance or outputs).
STEP D: Conduct a SWOT analysis (assessing the organization’s internal strengths
and weaknesses, and its external opportunities and threats).
STEP E: Create smaller groups for more in-depth planning activities in key areas.
STEP F: Review the organization’s existing strategic plan (if there is one) to identify
aspects of the plan that are still strategic, those that are no longer strategic due
to changing environments, and gaps or new issues that should be addressed in
a revised plan.
STEP G: Outline a vision of where the organization should be three to five years
from
today (the “vision of success”).
STEP H: Identify the strategic issues facing the organization.
STEP I: Formulate goals and strategic objectives to address major issues facing the
organization and ensure its longer term growth and sustainability.
STEP J: Develop work plans showing specific activities, persons responsible,
resources needed, and indicators by which performance will be measured.
STEP K: Identify next steps for resource mobilization and create a sustainability and
financial plan that costs activities and outlines approaches for generating
sufficient revenue or funding.
STEP L: Prepare the written detailed five-year strategic plan (mission statement,
environmental or situational analyses, strategic issues, goals and strategic
objectives, activities plans, sustainability and financial plans, monitoring and

evaluation procedures or cycles)
STEP M: Seek ratification and disseminate the plan to staff, stakeholders, and
potential donors, using this as an opportunity to market the organization or to build
useful working relationships and coalitions.
STEP N: Implement and institutionalize the plan as a basis for setting performance
standards, decision making, planning, monitoring, and resource mobilization
and allocation. Use and review the plan systematically, updating or revising it
after two or three years, if needed.
Figure 3 illustrating the process that Tintoria Ltd used for the strategic plan.

2.0 EXECUTIVE SUMMARY
Strategic planning keeps an organization on track over time, and allows the
organization to respond to change while remaining faithful to their mission and
vision. The process itself may have as much value to the organization as the final
plan, since so much can be learned from surveying both the position of the
organization and the state of the environment in which the organization operates. For
the Tintoria Ltd this is particularly true.
The opportunity to step back and scrutinize, evaluate, consider and question our
activities is crucial, and not afforded by the daily pace of the organization. We are an
organization that would like to continue providing a livelihood to more than 60
employees.
This strategic planning process is a bit different from the last one done in the year
2011, in that the former one was done by without the participation of staff and the
company Directors, this year it was done by an employee of Tintoria Ltd by name
Fred M’mbololo who has some good knowledge of how Tintoria Ltd’s operations are
executed however we intend to engage the services of another management
consultant to help guide us through the entire process and achieve the desired
results. We have engaged the employees and the Directors to get their inputs on
how operations can be improved.
The last approach used competitor analysis and SWOT analysis and most of the last
years goal remain unachieved and therefore still endure. This time around we have
not only given a general overview of what a strategic plan and strategic planning
process entails, we have also used PEST analysis and the BCG matrix as planning
tools in addition to competitor and SWOT analysis that were used for the previous
strategic plan.

3.0 VISION AND MISSION STATEMENTS
3.1 Vision
Current Vision: To achieve international status as a quality service business
enterprise and to be the first choice for dry cleaning and laundry in the highly
competitive environment.
Revised Vision: To be an environmentally friendly, world-class quality service
enterprise and the first choice for dry cleaning and laundry utilizing state-of-the-art
technology.
3.2 Mission:
Current Mission: To offer professional dry cleaning and laundry services and to
maintain quality standards and customer services at affordable rates.
This mission statement remains unchanged.
4.0 TINTORIA LTD STATEMENT OF CORE VALUES
In an effort to be thoughtful, careful and visionary about decision-making in Tintoria
Ltd, we feel it is important to set forth the core values of the organization.
1. QUALITY- TINTORIA LTD strives to be a leading laundry service provider in
terms of quality.
2. PROFESSIONALISM-TINTORIA LTD recognizes the benefits that accrue to
our customers, suppliers and staff when we do things professionally.
3. INTERGRITY- TINTORIA LTD recognizes the benefits of having high moral
standards and being honest in dealing with our customers
4. TEAMWORK- TINTORIA LTD recognizes the benefits associated with sharing
expertise, time, energy and resources.
5. CREATIVITY AND INNOVATION-TINTORIA LTD intends to be a nimble,
flexible and dynamic organization, able and willing to adapt to the evolving
needs of members and the shifting landscape of technology.
6. DIVERSITY-TINTORIA LTD includes multi-type shops which operate locally,
who serve a diverse clientele including personal and corporate clients.
TINTORIA LTD recognizes that their customers may have diverse missions,
disparate resources and distinct needs. Decisions undertaken on behalf of the
organization are made with the greatest respect and support of these
differences.

7. ACCOUNTABILITY-TINTORIA LTD recognizes that it must take care of client
clothes by washing them properly, making small repairs and ensuring that
they are good condition and not damaging them, in case of lost items,
TINTORIA LTD will be responsible.

5.0 ORGANIZATIONAL HISTORY AND PROFILE
Tintoria Ltd was established in 1993 and has grown since then to become one of the
leading launders and drycleaners in the country. We specialize in executive dry
cleaning as well as institutional and commercial laundry and dry cleaning.
Tintoria Ltd is a Private Limited Company. Following a takeover in January 2005, the
directors of the company are:
Patience Nyaoga - Managing Director
Mohammed Nyaoga - Chairman
Following a takeover by vibrant new management in 2005, the company has shown
significant growth characterized by additional corporate clients and opening up of
new outlets to adequately serve the increasing demands. We focus on offering high
quality service with exceptionally high standards maintained at all times always
working towards achieving our mission and vision.
Our main factory is located at the ground floor of Soin Arcade in Westlands, which
also serves as the head office. We operate 6 days a week Monday – Saturday and
have collection points at the following locations;
 Soin Arcade, Westland’s
 Spring Valley Shopping Centre
 Arrow House, Koinange Street (City Centre).
 Karen Opposite D. O. D
 Village Market, Limuru Road.
 Riverside Drive Belgravia Block
 ABC Place, Waiyaki Way.
 Lavington Shopping Mall
 Muthaiga Mini Market.
 Parklands Sports Club
We are also in the process of opening five more shops, one will be along Thika Road
located at Garden City, one in Parklands located at Diamond Plaza

To facilitate servicing the collection centres and the corporate clients, we have a fleet
of vehicles for delivery and collections based on pre-set time schedules.
The factory is equipped with modern and high quality machinery to ensure superior
quality of output. They include such brands as Firbimatic, Ghidini, Camptel and
Indorsmach imported from Italy and Nybort from Denmark. Utilities, chemicals and
detergents are imported where necessary to ensure quality output by the machines
and treat all garments as per the sensitivity required. Others are obtained from
reputable international companies with branches in Kenya such as Johnson Diversey
Kenya Ltd. We strive to maintain the best quality on finish by taking the best care
and also offer subsidiary services in form of in house repairs among other services to
ensure that quality finish to our customers.
The company strives to offer efficient dry cleaning and laundry services and at all
times maintaining high quality output to customer satisfaction. As part of the short
term objectives, we intend to expand the outlet to various parts of the city to take the
services closer to the people thus enhancing customer service and at the same time
increasing and retaining a higher client base. In the long run, the company’s outlook
will be to develop and extend the services to other towns within the country and
internationally to the east African region.
The services offered are value adding which include;
 Executive Dry cleaning for business attire, casual wear, ceremonial attire
etc
 Laundry Services for commercial and corporate institutions, hotel industry,
furnished apartments, educational institutions, heath institutions etc
 Launderette Services
 Carpet cleaning, Curtains
 Cleaning of household furniture, office furniture and car seat accessories.
 Minor Tailoring and repairs.

5.1 The Laundry Process
The process involved in service delivery either takes the form of walk in clients or
corporate clients. For walk in customers, the items are brought to the collection
centres from where they are collected, booked in through the computer system and
delivered to the factory for the laundry process. Pre – laundry analysis is carried out
on all items to ensure the correct laundry procedures are followed. The items go
through the laundry process and finishing and post – laundry analysis for quality
checks. They are then packaged and delivered to the collection point that is
convenient for the customer according to their preference, from where they collect
them.
For corporate customers, the items are picked from the client’s premises, recorded
and delivered to the factory, after which they are booked in as pre-laundry analysis is
carried out. The items go through the prescribed laundry process, the quality check
process and then packaged and delivered back to the client, along with the delivery
note and invoice. For most corporate clients, a monthly account is maintained for
account settlement purposes. Collections and delivery times are pre-set for the
various customers according to their needs and specifications.
We have a panel of suppliers who supply the chemicals, detergents packaging
materials and IT solutions for business continuity. The company has cultivated
healthy working relationships with the suppliers which ensure that we are always
informed of any new developments in the technology and the new products available
in the markets. The company also sponsors training workshops with the suppliers for
the various products to keep the company abreast with the skills as new
development come up. The company also maintains good relations with the
suppliers to ensure timely delivery of key inputs for effective running of the factory.
Through business partnering with international organizations, we are also updated
on any new technologies and routine audit and evaluation processes carried out on
the equipment by professional engineers to advice on need for additional equipment
or replacement on the existing ones to allow for more technical efficient ones based
on increasing demands and maintenance of output quality.

The business has shown tremendous growth through increased client base and
continued demand for the services. This has been significant despite unavoidable
challenges such as unexpected power failure. The management has put in place
measures to counter such calamities by sourcing for alternative water supplies in
case of need and liaison with the power providing company to ensure prompt
address of the issues at hand in case of power failure. This reduces the down time
thus reducing inconveniences to customers which may result due to delays.
Our current institutional clients include among others;
 Windsor Golf and Country Club
 Sarova Stanley Hotel
 Pacific Insurance Brokers E.A Ltd
 UNHCR
 Game watchers safaris
 International House
 Meridian court Hotel
 Kenya commercial Bank
 Apartments in Westlands
We have 60 permanent employees. All employees are well trained technically and
experienced in their respective fields. Our members of staff get frequent training from
our consultant’s i.e Johnson Diversey and Utalii College to keep updated with new
developments both locally and internationally. The international fabric care assists us
keep ourselves updated with the time worldwide. We have excellent customer care
staff that take care of the customers’ needs and ensure delivery of service to
customer specification.

5.2 Organization Structure of Tintoria Ltd
Tintoria Ltd Limited is governed by a Board of Directors to whom the Managing
Director is responsible for. The company has three main departments mainly
operations, sales & marketing and finance departments. The company has about
60 employees and most of them are in the operation department working as either
sorters or pressers given the laundry services is mainly labour intensive.
Figure 4 Tintoria’s Ltd organizational chart depicting the relation of one
department to another, and the chain of command

6.0 THE NEED FOR A STRATEGIC PLANNING
Thoughtful planning will shape and guide an organization for the future. Its purpose
is to help the organization do a better job, to focus its goals and to work together
towards those goals.
In order to achieve this ideal we identified the following primary strategic questions
1) Are the current activities of the company assisting in maximizing resources,
minimizing costs and supporting the missions of the company? Should the
current activities be restructured and/or should new activities be considered.
2) Should Tintoria Ltd actively pursue strategies that make customer to choose it
as a leading laundry provider, what effect would continue growth have on the
quality of the services provided.
3) How can communication be improved – both within the Tintoria Ltd itself as
well as with the various staff recruitment companies that comprise the driving
force.

6.1 Competitor Analysis
Competitor
Items
cleaned
&washed
Expansion
Strategy
Locations
& No of
Shops
Competitive
edge
White Rose
Laundry
items
Franchising,
joint Venture
& Organic
growth
45 shops in
Mombasa
Nairobi &
Uganda
Perhaps the
pioneers and
currently the
leaders in the field
Windsor Dry
Cleaners
Laundry
items
Organic
growth
In Westlands,
1 shop
No particular
competitive edge
Laico Regency
Hotel
Laundry
items
Organic
growth
In the City
Centre, 1
shop
Readily available
in-house
customers
Mbuni Dry
cleaners
Laundry
items
Organic
growth
In Westlands
have 2 shops
Don’t have dry
cleaning
machines
City
Drycleaners
Laundry
items
Organic
growth
In the City
Centre, 1
shop
No particular
competitive edge
Norfolk Hotel
Laundry
items
Organic
growth
In the City
Centre, 1
shop
Readily available
in-house
customers
Parapet
cleaning
services
Offices &
Carpets
Organic
growth
Near Wilson
Airport, 1
shop
Have several
offices cleaning
contracts
Turkoman
Carpet
Emporium
Laundry &
Carpet
cleaning
Organic
growth
Nairobi
County, 5
shops
Do carpet
cleaning for
corporates
Tintoria Ltd
Ltd
Carpet,
Seats,
laundry
items
Organic
growth
Nairobi
County, 15
shops
Strong capital
base but have no
standby generator
Micos
Laundry
items
Organic
growth
In Village
Market and
Hurlingham,
2shops
Good machinery
and clientele
United Dry
cleaners
Laundry
items
Organic
growth
In the City
Centre,1
shop
No particular
competitive edge
Perfect Touch
Laundry
items
Organic
growth
In Bruce
House,
1 shop
Better laundry
machines and
have a standby
generator
Lavage
Towels, Bed
sheets,
Table Mats,
Napkins
Organic
growth
In Nairobi
City, 5 shops
Good machinery
and clientele

Competitor
Items
cleaned
&washed
Expansion
Strategy
Locations
& No of
Shops
Competitive
edge
Swing
Laundry
Laundry
items
Organic
growth
In Westlands
and
Hurligham, 2
shops
Do dry cleaning
but don’t
machines
Elgonia
Laundry
items
Organic
growth
In Westlands,
1 shop
No particular
competitive edge
Flush Dry
Cleaners
Laundry
items
Organic
growth
Nairobi
County, 8
shops
Many shops and
are in partnership
with White Rose
Clean Point
Dry Cleaners
Laundry
items
Organic
growth
Nairobi
County, 2
shops
Good machinery
and clientele
Preferred
Laundry
items
Bought 1
shop from
Flush Dry
Cleaners
Nairobi
County, 2
shops
Good machinery
and clientele
From the above analyzed table, it is clear cut evident that Tintoria Ltd has several
competitors and some of them are International companies with shops across the
the East African region.
Tintoria Ltd uses a two-step approach to consider competitor analysis. The first step
is listing all the competitors, the items that they wash and their locations. Tintoria Ltd
can identify all the direct and potential threats. It can strategize to cope with the new
entrants. I would suggest that Tintoria Ltd could consider going into Joint Venture
with other new emerging laundry and drycleaners.
Lavage is able to wash towels, table mats and bed sheets on wide scale and a
cheaper rate while Tintoria Ltd does not have that capacity of washing towels.
Lavage has five shops and poses a significant threat to Tintoria Ltd, the have one
shop along Mombasa road and Tintoria Ltd should follow suit and open a shop along
Mombasa road so as to have a share of this market.
Perfect Touch poses a serious threat to Tintoria Ltd in that they have the capacity in
terms of washing machines and only one shop at -Bruce House in town. The
director-Ms Lucy Murithii who works for Central Bank of Kenya, was able to poach

key clients from Tintoria Ltd namely Central Bank of Kenya and Kenya School of
Monetary studies.
Micos poses a direct threat to Tintoria Ltd especially in Village market and Karen as
they two shops are based there, any sloppy work on the part of Tintoria Ltd could
see customers easily switching to Micos therefore we need to watch them closely.
Mbuni dry cleaners have two shops in Westlands and town centre, they do not the
capacity in terms of machinery and cannot do proper dry cleaning however they
compete with Tintoria Ltd for customer but are not a significant threat to Tintoria Ltd
I suggest that Tintoria Ltd purchases a new washing machine specifically to handle
the washing of towels and bed sheets on a wide scale and at a competitive rate and
we can target the small hotels like Lenana Mount, Heron Court and other executive
apartments thereby undercutting Lavage. Tintoria Ltd should try and invest on
machines which are specifically for corporate carpet cleaning so that we can get
some of the market share that Turkoman Carpet Emporium currently enjoys.
Flush Dry cleaners has 8 shops in total, they are a threat to Tintoria Ltd and are
currently in partnership with White Rose perhaps they have no strong capital base.
The second step is evaluation of the competitor’s resources and predicting their next
course of action. By looking at how big the competitors are, their financial base and
their global trading. Tintoria Ltd can be able to strategize, for instance White rose,
forty five shops in Nairobi and Mombasa compared to Tintoria Ltd which has ten
shops but only based in Nairobi County, its planning to open five more shops in the
next two years. Therefore White Rose poses a significant threat to Tintoria Ltd, as
they have the financial muscle as well.
Presently the Tintoria Ltd has approximately 20% to 30% of the market share though
no market survey has ever been undertaken to support this data. I suggest that
Tintoria Ltd buys or build their own premises where operations can be carried out
and this way we will be able to cut down on costs in terms of paying rents.

Figure 5 showing the mapping the competitive terrain used by Tintoria Ltd
6.2 Pest Analysis
A PEST analysis is a business measurement tool. PEST is an acronym for Political,
Economic, Social and Technological factors, which are used to assess the market for
a business or organizational unit.
Political: A big political factor to be considered in the industry is the upcoming new
regulation of the consumption of energy in this case electricity. Energy Regulating
Commission (E.R.C) has introduced mandatory energy external audits starting from
1st July 2015 for companies using electricity in excess of 180,000 kilo watts per
annum and Tintoria Ltd falls under this category failure to comply to these
regulations could result in penalties and fines.
Economic: The economic environment is constantly changing and as we can see
from the case, some competitors are providing laundry and other washing services
at reduced prices in comparison to Tintoria Ltd. The company continues to provide
key mainstream laundry services and the pricing is at a slight premium and in the

current environment; disposable income of consumers can play a large role in
choosing a laundry service provider. Tintoria Ltd must be aware that a consumer’s
preference for our services may be influenced by their income, regardless of how
strong they feel about trademark. I suggest that Tintoria Ltd considers providing
other cleaning service like cleaning of offices, washing of towels, carpets and bed
sheets on a wide scale basis and at a reasonable and fair price to their customers.
Tintoria’s Ltd management should also practice price discrimination and this can be
achieved by classifying customers into different groups like the V.I.P customers and
normal clients.
Social: As mentioned in the case, the supreme washing of several garments
including leather, suede and the up-market appears to be a large part of the
attractiveness of Tintoria Ltd. Any future expansion strategy must target this
lucrative segment of market rather than expanding hap hardly without having a
proper marketing focus.
Technology: Technology is constantly evolving and Tintoria Ltd can seize a
significant advantage by utilizing technology more. Tintoria Ltd needs to examine the
improvements technology they can make in the laundry washing process and in our
advertising particularly through the use of the social media platform.
6.3 Swot Analysis
A useful framework to analyze the company is the SWOT analysis, which stands for
S-Strength, W-Weakness, O-Opportunity, T-Threats. Ideally, the company wants to
align its strength with the opportunities in the market, whilst making sure that its
weaknesses are not exposed to any potential threat. The outcome of the SWOT
analysis which was carried out by Tintoria Ltd’s management is depicted in below
two drawn tables. The first table represents the Internal Environment in which the
company operates while second table represents the External Environment.

6.3.1 Table 1- INTERNAL ENVIRONMENT
Strengths Weaknesses
Strong brand
Several shops opened in major malls in
the Nairobi County.
Strong capital base
Unique laundry express services and
other laundry services for leather,
suede, wedding gowns and silk
High quality for the laundry services
Use of international established goods
like laundry machines, chemicals and
processes.
Good policies and operational
procedures.
Uninterrupted water supply through the
use of the borehole.
Lack of a sales team to increase sales
and assist in debt collections
Overdue debts which affects cash flows
Lack of due diligence and care
The DMS system has several flaws and
the front and back office systems are
different and not linked.
The operations are not real time leading
to loss of money and time
Lack of effective communication due to
staff attitude
High staff turnover affecting operations
in terms of efficacy and effectiveness.

6.3.2 Table 2 - EXTERNAL ENVIRONMENT
Opportunities Threats
New developments in form of new buildings
in form of malls present opportunities for
new clients through greater expansion in
the Nairobi County
New website design and using the social
media platforms such as twitter, face book
and linked for advertising and recruitment
purposes
Expansion through organic growth to other
towns in Kenya
Joint Ventures and franchising to other East
African regions
Vigorous selling and marketing for our
laundry services.
Timely and proper maintenance and
servicing of laundry machines to reduce
losses
Introduction of a loyalty card to increase
sales and retention of customers
Exploiting the current customer base by
cleaning more seats, carpets and curtains.
More marketing opportunities while doing
CSR activities.
Harnessing staff ideas through the
introduction of a suggestion box and
encouraging teamwork.
Emergence of new laundry providers thus
increasing competition
Rising cost of living that is reducing the
disposable incomes
High cost of maintenance of the laundry
equipment.
Unreliable power supply and not having a
reliable alternative power like a generator
capable of running the laundry machines
Fast changing technologies such as house
washing and dry machines that reduce our
market share.
Penalties and fines as a result of non-
compliance of regulations
Poaching of skilled and competent staff.

Figure 6 Depicting the Bcg Matrix used by Tintoria Ltd

Table 5 TINTORIA LTD’S CASH SALES FOR THE SHOPS FOR THE YEAR 2014
6.4 Bcg Matrix Analysis
The sales for the year 2014 are as shown above, ABC place and Village Market
were the two best performing shops. Karen Shop started operating in March 2014
while the Lavington shop started operating from the Mid of April 2014, implying that
these shops have greater potential to generate more sales than depicted above. In
terms of sales the worst performing shops were the Riverside and Parklands shops
which had the lowest sales figures despite operating for a whole year.
 Stars-, have high market growth and high relative market share
 Cash cows- have low market growth but high relative market share
 Problem child- has high market growth but low relative market share.
 Dogs have both low market growth and relative market share
TINTORIA'SCASHSALESFORTHESHOPS FORTHEYEAR 2014PERIODFROMFEBRUARY2014TODECEMBER2014
DATE/SHOP ABCPLACE ARROWHSE KAREN LAVINGTON MUTHAIGA PARKLANDS RIVERSIDE S/VALLEY SOINARCADE VILLAGEMKT TOTAL
02/14to
12/14 14,923,115.00 7,098,770.00 3,838,057.00 4,815,298.00 4,017,822.00 2,743,394.00 1,545,710.00 3,778,966.00 7,037,461.00 10,129,231.00 44,663,376.00

The ABC place shop and Village market shops are the stars and therefore, under the
BCG matrix created positive cash flows and also had high growth rates implying that
they can still do better.
Arrow House, Lavington and Soin Arcade shops are the cash cows and therefore,
under BCG matrix created positive cash flow and will not need to develop to grow.
The management of Tintoria Ltd Ltd could therefore relax and could miss out on the
new opportunities of serving more customers by employing sales representatives or
attracting the new corporate clients to use our laundry services.
The cash flow that’s created in the cash cows (coffee in this case) would be invested
in the problem child (Spring Valley, Muthaiga and Karen) to their increase market
share and reach a strong competitive position. This would then bring the unit of the
these problem child into the star square and when the market reaches saturation
point the star, they would become cash cows to provide cash flow for other units.
The two other shops that are Parklands and Riverside have a low relative market
share and a low market growth rate hence are in the dog unit. Under the BCG
matrix one would harvest the money before the shops shutdown. These shops would
be financially starved off instead of being invested more into therefore in reality
Tintoria Ltd could lose potential growing market.
The BCG matrix confuses resource allocation with strategy. Planning is not a
substitute for visionary leadership, careful attention must be paid by Tintoria Ltd Ltd
to the strategy of each business unit and not the strategy of the whole portfolio,
which is of course the aim of BCG matrix.
Usually shops under star have major share in the growth market and relative high
market share. Such shops may enjoy rapidly growing sales and profits and are likely
to generate large cash flows. Tintoria Ltd Ltd has not reached this maturity stage and
only two shops can be categorized under the stars.

7.0 STRATEGIC GOALS AND OBJECTIVES
Goal A: To increase the market share to about 50% during this planning period starting from June 2015 to June 2019 by targeting
both corporate and walk-in clients.
Objectives
Recruit full-time sales representatives
To vigorously send out business soliciting letters to the targeted clientele
Develop and implement a customer loyalty programme
To use the social media mainly the new designed website, face book and twitter to increase sales.
Distribution of flyers, posters and banners in the up market supermarkets, malls, highways and offices.
Goal B: To radically improve customer satisfaction and retention.
Objectives
Introduce a compliant log
Implement complaint handling process that ensures that all issues are resolved within 3 days.
Improving customer service and client retention through proper washing of laundry items, sorting proper ironing and brushing,
reducing redo’s, lost and damaged items.
Handling customers queries speedily
Timely delivery of laundry items.

Goal C: Achieve higher levels of operational excellence in dry cleaning and laundry services:
Objectives
Regular maintenance and servicing of the laundry machines
Introduction of a machine replacement policy to enhance the quality of services delivered.
Train staff on operational issues like the type of chemicals and detergents being used
Proper tagging of clothes to prevent loss of clothes and eliminate unauthorized washing of laundry items.
Introduce a computer system that integrates the front and back office operations
Goal D: To increase the capacity and capability of Tintoria Ltd’s human resources to meet company’s objectives
Objectives
To recruit competent, reliable and committed staff.
To use to social media to recruit employees when appropriate.
To train and improve staff skills
Regular staff training on how to handle customers and wash laundry items.
Prompt delivery of customer invoices and statements and timely follow up of overdue accounts

8.0 KEY PERFORMANCE INDICATORS
Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure
progress toward organizational goals.
Tintoria Ltd has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress
toward these goals. Key Performance Indicators are those measurements which are as listed below.
Increasing the sales turnover and net profit margins
Reducing the overall operational costs
Reducing the machine breakdowns
Pre-qualifications of suppliers
Quick resolution of customers queries within three days
Prompt invoicing of customers and collection of debts
Improving the Internal control procedures
Integrating front office and back office operations and also all the shops with the main server.
Proper filing and keeping of records and also completing of external audits on time.

No. Goal/Objective Intention/Plan Duties Duration
1. KPIs
Setting departmental K.P.Is that will measure every department’s
performance.
-We have ten branches with 4 accountants and need to know who does
what. Where necessary, we will be able to divide the branches in such a
way that the management will always meet to discuss monthly branch
performances.
-We will be able to know from the monthly performances (Monthly
Management Accounting) our performances, and where necessary
adjust those expenditures we may feel unnecessary; give a road map on
marketing strategies.
Finance
July 2015 and be a routin
thing
2. Audit 2 exercise
(2012-2013)
To capture data on what was not captured for the year- Accurately
reconcile our accounts that will meet threshold and give true and fair view
state of affairs of the company as of the said date.
Finance
July 2015 – Mid August
2015
3. Audit 3 exercise
(2013-2014)
To capture data on what was not captured for the year- Accurately
reconcile our accounts that will meet threshold and give true and fair view
state of affairs of the company as of the said date.
Finance
Mid Aug 2015 – Sept 201
4. Strategic budgeting
Having accurately shown our true financial position; we will be able to
project into the future based on the said historical data.
We shall compare our fixed costs; rents, electricity, wages, cost of
production and the revenues and be able to accurately predict our worth
and be able to conform strictly to our budgets.
Finance
Sept 2015
5. Cost Containment
Pre-qualify our suppliers. This will be geared towards cost reduction. Finance
July-2015

To ensure we get the best quality at the lowest price for materials, supplies
and services, make purchasing management one of the key duties of the
department
6 Cash flow
Management
Knowing the actual value of receivables.
-Develop strategies on collections. Re-define collection strategies.
-We will be able to know exactly what is due in our systems; report this to
the management regularly and adopt a clear strategy on how to pay our
suppliers. We will also devise a proper strategy to ensure collections are
done to avoid unnecessary loses previously witnessed;
- Our banks will be reconciled to date so that it will be easy to know from
which account to pay suppliers.
Finance
Every day thing
7. End of year Audit
-To complete with the audit for the current year.
-To have accurate data in the system that can be reasonably relied on.
Finance July 2015 to August 2015
8. Appraisal
-To have individual staff performances measured. Those we feel are not
adding value may be forced to leave or be redeployed.
Finance
August 2015
9. ISO
-Re-visit our QC control documents and be able to see whether we are
compliant.
-Those clauses that we may feel can be altered be revised.
-Involve a consultancy firm who will aid in training QC auditors,
Finance
Sept –Dec 2015

-Our first audit will be done where necessary depending on the consultants
advice and be able to get certification early 2016.
No. Goal/Objective Intention/Plan Duties Duration
1.
Increase market share
to about 50% during the
planning period
-Recruit full-time sales representatives
To vigorously send out business soliciting letters to the targeted
clientele.
Develop and implement a customer loyalty programme
To use the social media mainly the newly designed website, face
book and twitter to increase sales
Distribution of flyers, posters and banners in the up market
supermarkets, malls, highways and offices
Marketing
&Operations
July 2015 to
August 2015
2.
Embed a sales and
marketing culture
amongst staff members
Deliver a basic sales and marketing awareness training for the all
staff members
Develop and implement a commission structure for front office and
sales staff.
Marketing
&Operations
July 2015 to
August 2015
3.
Explore joint venture
and strategic alliances
that will increase market
share
Joint venture with new upcoming neighborhood laundry companies,
target Hotels, embassies and apartment to give us new business.
Advertise occasionally in the media to increase sales or engage in
barter trade with media companies
Segment our customers We should group them into golden, VIP and regular customers and
price discrimination should be practiced in this regard. Currently only
White Rose does this.

4.
5.
Enhance Tintoria Brand
name
Develop and display communication and marketing materials in the
outlets detailing services and other offers e.g flyers, posters and
magazines
Develop branded promotional items like calendars, mugs and diaries
Upgrade and update Tintoria’s website to have more interactive
capabilities
6
Activity increase
visibility through
Corporate Social
Responsibility (CSR)
activities
Identify and support causes that relate to Tintoria’s values e.g helping
the needy people and addressing environmental issues
Markey
survey to
target new
shops in
Nakuru,
Mombasa
and South
Sudan
7.
Improve accessibility of
Tintoria’s services and
tap into potential clients
Expand and extend the laundry services to other towns within the
country and within the East African region
8.
9.

STRATEGIC OJECTIVE 2: INCREASE TINTORIA’S MARKET SHARE
TO 50% OF TARGET CLIENTELE
PRIORITIES
(KEY
PERFORMANCE
AREA-KPA)
ACTIVITIES KPI (KEY
PERFORMANCE
INDICATORS
RESPONSIBILITY DELIVERY
DATE
Develop focus on
marketing
Recruit full-
time sales
representatives
Increase in monthly
sales mainly from
corporates
Marketing
Finance
July 2015
Increasing and
retaining the
clientele
Develop and
implement a
customer
loyalty
programme
Improved shop
sales

Tintoria strategic plan 2015-2019 1

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