A FEASIBILITY STUDY OF LAUNCHING CAR WASH …dspace.siu.ac.th/bitstream/1532/187/1/SIUPSSOM-MBA-2006-07.pdf · A FEASIBILITY STUDY OF LAUNCHING CAR WASH BUSINESS IN BANGKOK By Warun

A FEASIBILITY STUDY OF LAUNCHING CAR WASH

BUSINESS IN BANGKOK

By

Warun Jirachaisingh

SIU PS: SOM-MBA-2006-07

A FEASIBILITY STUDY OF LAUNCHING CAR WASH

BUSINESS IN BANGKOK

A Project Presented

By

Warun Jirachaisingh

Master of Business Administration in Management

School of Management

Shinawatra University

June 2007

Copyright of Shinawatra University

i

Acknowledgments

Many people have greatly supported and provide enormous assistance to the

completion of my project study. I would like to faithfully acknowledge my advisor,

Dr. Chanchai Bunchapatanasakda. This study would not be able to be successfully

completed without Dr. Chanchai’s ultimate kindness for his supervision and valuable

advices. His experiences, expertise, professional guidance, and encouragement and

any necessary inspirations received from him had brought me out to the confidences

and strong attempt and willingness to commit myself to the research.

I would like to express my thankful faithfulness to all MBA professors for

teaching me in all courses and for additional useful and supportive advices and

recommendations and suggestions, especially Dr. Pacapol Anurit, who gave very

useful suggestions on proposal defense presentation day.

I would like to deliver my honest gratitude to Shinawatra University for its

granted educational scholarship and good experiences, and all of the university staffs

for providing all possible conveniences and good coordinative management and

assistances during I have spent for whole academic years in university. Furthermore, I

would like to state my sincere impressions to all colleagues, who had given me a very

truly strong friendship, encouragement and shared experiences and activities

throughout the times we have spent on studies.

Finally, I was utterly grateful to my family, Mr. Visith, Mrs. Prannarai, and

Mr. Wanich Jirachaisingh, my parents and my younger brother who had continuously

and fully always and encouraged me in every time and everything whenever needed.

ii

Abstract

The purpose of this study was to identify the direction of market opportunity

for car wash business in Bangkok and provide database and information for

entrepreneurs who are interested in this business can make a decision on investing in

launching car wash business based on customers’ need not just financially but also in

other aspects of management as well. The study investigated the significance of the

relationship between demographic factors, marketing mix factors and factors that

influence decision making on using car wash service in Bangkok. We employed

descriptive statistics to analyze demographic data and One-Way ANOVA methods

was used to test the hypotheses.

The findings indicated that 86.8 percent of the respondents are regularly using

car wash service. Their most convenient time is in the evenings during the weekends.

Majority of them select the service with service charge 100 to 200 baht per time. They

prefer to subscribe to the car wash service membership less than 2,000 baht. Top three

priorities when they are choosing to be membership with car wash service operators

were location, reliability and cleanness. The groups also stated that quality of the

wash, safety, scratch protection, and satisfaction with the works are very important

decision making factors that they concern when using car wash service. Finally, the

group recommended that car wash service should charge the reasonable price, have

good and friendly employees and do not waste the customers’ time. It should have a

delivery service and have guarantee policies not only the quality of the wash matters

but also the safety and properties inside the car. It should have additional services

such as the waiting room, coffee club, bookstore, beauty shop for customers to use

when they are waiting for their cars cleaned.

Regarding financial analysis, we found that the investment will be returned

within 3 years and IRR (Internal rate of return) for this project is 17.54% based on the

assumption that the initial investment is estimated at 1,500,000 baht.

Keywords:

Car washes, Car wash industry – Bangkok, Customer satisfaction,

Quality guarantee policy

iii

Table of Contents

Title Page

Acknowledgments i

Abstract ii

Table of Contents iii

List of Figures v

List of Tables vi

Chapter 1 Introduction

1.1 Research Background 1

1.2 Research Objectives 2

1.3 Scope of Research 2

1.4 Research Significance 2

1.5 Conceptual Framework 3

1.6 Hypotheses 3

1.7 Definitions of Terms 4

Chapter 2 Literature Review

2.1 Marketing Mix 5

2.2 Service Marketing 13

2.3 Consumer Buying Decision Processes 14

2.3.1 The consumer decision process model 15

2.3.2 Variables that shape the decision process 17

2.4 Previous Researches 19

Chapter 3 Research Methodology

3.1 Introduction 25

3.2 Population and Sample Size 25

3.3 Data Collecting Method 26

3.4 Research Design 26

3.5 Data Collecting Procedure 27

iv

3.6 Data Analysis 28

Chapter 4 Research Findings and Analysis

4.1 Demographic Characteristics of Respondents 29

4.2 Using Car Wash Service Behavior Pattern of Respondents 33

4.3 Decision Making on Using Car Wash Service in Bangkok 45

4.4 Testing of the Hypothesis 46

4.5 Financial Analysis 68

4.5.1 Revenues forecast 68

4.5.2 Unit cost 68

4.5.3 Break-even analysis 70

4.5.4 Income forecast 70

4.5.5 Cash flow forecast 71

4.5.6 Revenues forecast, income forecast,

And cash flow forecast from the fifth year on 72

4.6 Cash Management 73

4.7 Human Resources Management 74

4.8 SWOT Analysis 75

4.9 BCG Matrix 76

Chapter 5 Conclusions and Recommendations

5.1 Conclusions 79

5.2 Recommendations 80

References 82

Appendices

Appendix A Questionnaire (English) 85

Appendix B Questionnaire (Thai) 91

Biography 97

v

List of Figures

Title Page

Figure 2.1 Model of Buyer Behavior 6

Figure 2.2 The Four Ps Components of the Marketing Stimulus 7

Figure 2.3 How Consumers Make Decisions for Goods and Services 17

Figure 4 BCG Matrix 7

vi

List of Tables

Title Page

Table 3 Width of Class Interval 28

Table 4.1 Respondents’ Demographic Data Classified by Gender 29

Table 4.2 Respondents’ Demographic Data Classified by Age 30

Table 4.3 Respondents’ Demographic Data Classified by Marital Status 30

Table 4.4 Respondents’ Demographic Data Classified by Education 31

Table 4.5 Respondents’ Demographic Data Classified by Occupation 31

Table 4.6 Respondents’ Demographic Data Classified by Working Position 32

Table 4.7 Respondents’ Demographic Data Classified by Salary 32

Table 4.8 Respondents’ Using Car Wash Service Behavior Pattern

Classified by Regularly Using Car Wash Service 33


Classified by Reasons for not Using Car Wash Service 33


Classified by Frequency in Using Car Wash Service 34


Classified by Convenient Time 34


Classified by the Day in the Week That Uses Car Wash Regularly 35


Classified by Car Wash Service Program That Always Use 35


Classified by Spending Budget Per Time 36


Classified by Membership 36


Classified by Reasons for not being Car Wash Service Membership 37


Classified by Persuasion 37

vii


Classified by Media Persuasion 38


Classified by Guarantee Policy 38


Classified by Guarantee is better or not 39


Classified by Yearly Member 39


Classified by Regularly Car Wash Service Place 40


Classified by Rationales for becoming a Member 40


Classified by Rationales for becoming a Member for

People who have been Membership already 41


Classified by Rationales for becoming a Member for

People who have not been Membership yet 42


Classified by Expectation from Using Car Wash Service 43


Classified by Additional Services That Car Wash

Service Place might think of 43

Table 4.28 Decision Making on Using Car Wash Service in

Bangkok of Respondents 45

Table 4.29 Relationship between Gender and Marketing Mix Factors 47

Table 4.30 Relationship between Age and Marketing Mix Factors 48

Table 4.31 Relationship between Marital Status and Marketing Mix Factors 49

Table 4.32 Relationship between Educational Background

and Marketing Mix Factors 50

Table 4.33 Relationship between Occupation and Marketing Mix Factors 51

Table 4.34 Relationship between Working Position and Marketing Mix Factors 52

Table 4.35 Relationship between Salary and Marketing Mix Factors 53

Table 4.36 Relationship between Gender and Decision Making Factors 54

viii

Table 4.37 Relationship between Age and Decision Making Factors 55

Table 4.38 Relationship between Marital Status and Decision Making Factors 56

Table 4.39 Relationship between Educational Background

and Decision Making Factors 57

Table 4.40 Relationship between Occupation and Decision Making Factors 58

Table 4.41 Relationship between Working Position and Decision Making Factors 59

Table 4.42 Relationship between Salary and Decision Making Factors 60

Table 4.43 Relationship between Car Wash Service Program that always used


Table 4.44 Relationship between Price and Decision Making Factors 62

Table 4.45 Relationship between Membership and Decision Making Factors 63

Table 4.46 Relationship between Guarantee Policy and Decision Making Factors 64

Table 4.47 Relationship between Guarantee is better or not


Table 4.48 Relationship between Yearly Member and Decision Making Factors 66

Table 4.49 Relationship between regularly place and Decision Making Factors 67

Table 4.50 Revenues Forecast from 2008 to 2012 68

Table 4.51 Total Washing Unit Cost 69

Table 4.52 Total Waxing Unit Cost 69

Table 4.53 Income Forecast from 2008 to 2012 71

Table 4.54 Cash Flow Forecast from 2008 to 2012 71

Table 4.55 Revenues Forecast from 2013 to 2017 72

Table 4.56 Income Forecast from 2013 to 2017 72

Table 4.57 Cash Flow Forecast from 2013 to 2017 73

Table 4.58 Number of Employees in each Department 74

Table 4.59 Number of Employees in each Department after Expansion 74

1

Chapter 1

Introduction

1.1 Research Background

At present, Bangkok is one of the most dynamic communities in the world

which approximately 6 million people are living in (“Number of population,” 2006)

and most of them are middle incomes group of people (According to National

Housing Authority, average salary of people who are living in Bangkok in 2004 is

28,135 baht) who have more purchasing power and want entertaining services and

relaxation at the same time.

In the meantime, car has become a part of their lives as well as a fifth factor

for these groups of people who have needs and wants continuously as the number of

personal car registered in Bangkok has increased from 1,526,417 in 2004 to

1,691,544 and 1,867,902 in 2005 and 2006 respectively (“Number of personal car,”

2007).

The great automobile has made the aftermarket what it is today, and along

with the times and technology advancements that came tumbling along with it,

business in this field has become far more competitive. The automobile aftermarket

such as car wash and repair business hasn’t stopped shifting and changing, right along

with the dynamic of the automobile. With such a rapidly-changing market, this

industry does not lend itself to business as usual. Those within it must keep up with

all the changes and advancements. They must stay attuned to their target market, try

to convince and retain most customers in order not to shift to others.

Nowadays, it seems that there are no entrepreneurs can satisfy and completely

dominate car wash business in Thailand seriously. Therefore, this research focused on

a feasibility study of launching car wash business in Bangkok which the researcher

believed that it will be useful for entrepreneurs who are interested in this business.

2

1.2 Research Objectives

To conduct the feasibility study of launching car wash business in Bangkok

1) To identify the direction of market opportunity for car wash business in

Bangkok

2) To provide database and information for entrepreneurs who are interested

in this business can make a decision on investing in launching car wash

business based on customers’ need

To become successful in an extremely fierce competition in the capitalism

market, entrepreneurs must have outstanding and well-defined strategies and

visionary management style. This research article will mainly focus on the

suggestions that will lead entrepreneurs to success not just financially but also in other

aspects of management as well.

1.3 Scope of Research

This research will focus on people who live in business districts, Bangkok

only, not including suburban area because the researcher believes these groups of

people are targeted and potential customers that might use car wash service.

1.4 Research Significance

Firstly, researchers can achieve and gain more knowledge about factors that

are likely to influence decision making on car wash service in Bangkok

Secondly, the information about demographic factors and marketing mix factor

that influence decision making on car wash service in Bangkok is useful for car wash

operators to access market situation, attract customers and plan effectively marketing

strategy.

Thirdly, the results of this research will benefit for companies, investors or

entrepreneurs who are interested in establishing car wash business in Bangkok.

Finally, findings from this study could be a reference for further study in the

same field of car wash and selected business. The further study could use information

from this study for other research such as the impact of car wash franchise on one stop

service, the expansion plan to operate new car wash systems and etc.

3

1.5 Conceptual Framework

Independent Variable (IV)

Dependent Variable (DV)

1.6 Hypotheses

Hypothesis 1: There is no significance difference between demographic

factors and marketing mix factors

Hypothesis 2: There is no significance difference between demographic

factors and factors that influence decision making on using car wash service in

Bangkok

H1

H2

Demographic Factors - Gender - Age - Income - Occupation - Housing/Working

Location - Education Background - Marital status

Factors that influence decision making on using

car wash service in Bangkok

- Quality of the wash - Service fees - Convenience - Speed of services - Scratch protection - Safety - Environmental Safety - Services of employees - Satisfaction

Marketing Mix Factors - Products or Services - Price - Place - Promotion

H3

4

Hypothesis 3: There is no significance difference between marketing mix

factors and factors that influence decision making on using car wash service in

Bangkok

1.7 Definitions of Terms

Self-Service Wash: A wash where the customer performs all the labor.

Generally, the customer drives into a bay and washes the car by means of a high

pressure hose and a foaming brush (“Car wash glossary,” n.d.).

Full-Service Wash: A conveyorized or tunnel wash that provides a complete

wash, vacuuming and drying, usually by hand (“Car wash glossary,” n.d.).

Exterior Wash: Carwash service that includes only a cleaning of the outside

of the car. Often this refers to an unattended wash, where no detailing services are

offered (“Car wash glossary,” n.d.).

Wash Material: Industry term for cloth used for cleaning in a friction wash

(“Car wash glossary,” n.d.).

Water Hardness: Soluble metal salts, (principally those of calcium and

magnesium, and sometimes iron and manganese) that when present in water in

sufficient amounts create cleaning problems. These metal salts remain on a vehicle

after the water evaporates leaving white spots (“Car wash glossary,” n.d.).

5

Chapter 2

Literature Review

This chapter consists of the point of view of Concept Framework why the

researcher thinks to run the car wash business and what is the origin of Car wash.

Moreover, the researcher takes the important Marketing Theory to apply the

opportunity to run business for maximize success. Concepts, theories, and previous

researches relating to the present study including:

1) Marketing Mix

2) Service Marketing

3) Consumer buying decision processes

4) Previous researches

2.1 Marketing Mix

McCarthy (1996) mentioned that marketing mix is the external factor that

influence on buyers’ purchasing decision. It consists of a set of controllable tactical

marketing tools such as product, price, place and promotion that the firm uses to

produce the response it wants in the target market. Zikmund (1996) stated that

marketing stimulus is the specific combination of interrelated and independent

marketing activities in which an organization engages to meet the objective. The basic

elements of the marketing stimulus are product, place, price, and promotion, which

also called controllable variables of marketing.

Kotler (2000) stated that on the left, marketing stimuli consist of 4Ps, Product,

Price, Place, and Promotion. Other stimuli include major forces and events in the

buyer’s environment- economic, technological, political and cultural. All stimuli enter

the buyer’s black box, where they are turned into a set of observable buyer response

shown on the right-product choice, brand choice, dealer choice, purchase timing and

purchase amount. Model of buyer behavior is shown in figure 2.1:

6

Figure 2.1 Model of Buyer Behavior

Source: Kotler (2000)

The marketer must understand how the stimuli are changed into responses

inside the consumer’s black box. The black box has two parts. First, the buyer’s

characteristics influence how he or she perceives and reacts to the stimuli. Second, the

buyer’s decision process itself affects outcomes.

Kotler (1997) suggested marketing stimulus is product, price, place and

promotion-components involved with the model of buyer behavior-influence on the

buyer’s consciousness, which related to buyer’s purchase decision. Kotler (2000) also

mentioned that marketing mix is the set of marketing tools that the firm uses to pursue

its marketing objectives in the target market. It is the communication of these

elements that meets customer needs and provides customer value; the particular

marketing variables under study are shown in Figure 2.2

- Product - Price - Place - Promotion

- Economic - Technological - Political - Cultural

Marketing Stimulus

Other Stimulus

- Problem recognition - Information search - Evaluation of alternatives - Purchase Decision - Postpurchase behavior

- Cultural - Social - Personal - Psychological

Buyer Decision Process

Buyer’s Characteristic

- Product choice - Brand choice - Dealer choice - Purchase timing - Purchase amount

Buyer’s Decision

7

Figure 2.2 The Four Ps Components of the Marketing Stimulus

Source: Kotler (2000)

2.1.1 Product.

Zikmund (1996) suggested that it is a good, service, or idea that offers a

bundle of tangible and intangible attributes to satisfy customers. (Hawkins and

Kenneth, 1998) mentioned that product is the element of the marketing mix that

represents the basic offering being made to consumers. Schaffner. Schroder R.,and

Earle D.Mary (1998) mentioned that consumers identify the product characteristics as

important to them in buying and using the product. Kotler (2000), said that "Anything

that can be offered to a market for attention, acquisition, use or consumption that

might satisfy a want or need. In includes physical objects, services, persons, places,

organizations and ideas." Kotler (2003) stated that product can be offered to a market

for attention, acquisition, use, or consumption that might satisfy a want or need.

The product has many attributes. These attributes of product include quality,

features, styling options, brand name, packaging, size, services, warranties and

returns. As mentioned by Zikmund (1996), the product is anything that a customer

acquires or might acquire to meet a perceived need.

Marketing Stimulus

Promotion

• Sale Promotion

• Advertising• Sales Force• Public

Relation • Direct

Marketing

Product

• Product Variety

• Quality • Design • Features • Brand

Name • Package • Sizes • Service • Warranties • Returns

Place

• Channels • Coverage • Assortment• Location • Inventory • Transport

• List Price • Discount • Allowances• Payment

Period • Credit

Term

Price

8

Product Varieties: Kotler (2003) mentioned that product variety is the

assortment breadth or the number of the product lines provided by seller. Normally

customer prefers a grater assortment because more choice provides and increases the

chance of finding what they need.

Quality: McCarthy (1996) mentioned that it is a product’s ability to satisfy a

consumer’s need or requirements. Kotler (2003) stated that product quality is the

ability of a product to perform its functions; it includes the product’s overall

durability, reliability, precision, ease of operation and repair; and other valued

attributes.

Design: As mentioned by Kotler (2003) the design is the heart of the product,

good design contributes to the product’s usefulness as well as its looks.

Feature: Kotler (2003) mentioned that product can be offered with variations

of each product in the mix in terms of colors, size, or models offered within each

product line. These features are competitive tool for differentiating the company’s

product from competitors’ products.

Brand: A name, term, sign, symbol, design, or combination of these, intended

to identify the goods, or services of one seller or group of sellers and differentiate

them from those competitor is called brand, mentioned by Kotler (2003)

Packaging: Chee and Harris (1993) stated that packaging can influence

consumer’s attitude toward the product. For the consumer goods, the packaging must

give the product competitive edge. The customer’s first exposure to the product is

package. Berkowitz (1994) mentioned that packaging is a component of the product

refers to any container in which it is offered for sale and on which information is

communicated. Kotler (2003) argued that packaging of designing and producing the

container or wrapper for a product. Innovative packaging can give a company an

advantage over competitors.

Size: The Company can introduce additional package sizes to the market

under the same brand name for line extensions (Kotler, 2003).

Product Support Services: Mentioned by Kotler (2003), the product support

service is the augment actual products such as Internet and modern technology. The

product support services will be focused on service industries. No less important are

product-bases industries that must provide a service bundle. All manufacturers of

equipment have to provide product support services to the customers and can charge

for it.

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Warranties and Return: Chee and Harris (1993) stated that the important

factor of many products is the warranty. The manufacturers or service provider will

replace or refund or refund the product’s purchase’s price, if it is proves defective

during a specified time period. McCarthy (1996) stated that it is what the seller

promises about its product. Kotler (2003) also mentioned that the Company can sell

the product or service by adding warranty and return for supporting the consumer in

order to making a buying decision. Seller provides free maintenance and repair

service for specified period of time at a specified contract price.

2.1.2 Price.

Zikmund (1996) stated that price is amount of money or other consideration

that is something of value given in exchange for a product. (Hawkins and Kenneth,

1998) mentioned that price refers to the perceived value of goods and service

measured in some medium of exchange. Price refers to the cost of acquiring the

products / services in the eyes of customers. The different perception in products /

service quality leads to different identifying price. Consumers are often prepared to

pay a premium price for something that fits their needs better than the product they

currently use. E. Jerome McCarthy (1999) mentioned that price is amount of money

that is charged for something of value.

Kotler (1999) said "The amount of money charged for a product or service, or

the sum of the values that consumers exchange for the benefits of having or using the

product or service." Kotler (2000) mentioned that price refers to the perceived value

of goods and service measured in some medium of exchange. Hawkins et.al (2001)

stated that price is the amount of money one must pay to obtain the right to use the

product.

List price: Hawkins and Kenneth (1998) The price of the product that the

sellers are willing to sell to the consumers. When setting prices, the marketer needs to

in line with what the customer is prepared to pay or reasonably expects to pay; this

bears no relation to the firm’s costs in manufacturing the product. Food price is also a

factor that influences consumer income. McCarthy (1999) stated that list prices are

the prices final customers or users are normally asked to pay for products.

10

Discount: McCarthy (1999) stated that it is a reduction from the list price

given by a seller to buyers who either give up some marketing function or provide the

function themselves. It is a price reduction to buyers who pay their bill promptly.

Kotler (2003) also mention that price is a straight reduction in price on purchases

during a stated period of time.

Allowance: Berkowitz (1994) mentioned that allowance is the reductions from

list or quoted price to buyers for performing some activity. Kotler (2003) stated that

allowance is the promotional money paid by manufacturers to retailers in return for an

agreement to feature the manufacturer’s products in some way.

Payment Period: It is the duration that the consumers who are retailers or

wholesalers have to pay money for the product to the seller according to the

agreement of parties such as weekly, monthly, quarterly and etc. It’s mostly used in

B2B business. As Kotler (2003) argued that the customers mostly prefer longer

payment period with lower monthly payment for purchasing the product.

Credit Term: The term of credit can also affect the total cost of credit

transaction in B2B business. Kotler (2003) mention that it is one of the sale conditions

for buying products. Credit is a trust or promise to buy now and pay later under

designated terms for goods or services (Source from Equifax learning Center)

2.1.3 Place.

Zikmund (1996) suggested that place is an element of the marketing mix

involving all aspects of getting products to the consumer in the right location at the

right time. Kotler (1997) mentioned that place is another key marketing-stimuli tool

and stands for the various activities the company undertakes to make the product

accessibility and variable to get the target customer. Kotler (1999) said that all the

company activities that make the product or service available to target customers.

Kotler (2000) also stated that place includes the various activities the company

undertakes to make the product accessible and available to target customer.

Distribution Channels: Zikmund (1996) mentioned that it is the complete

sequence of marketing organization involved in bringing a product from the producer

to the consumer. The channel of distribution often includes such intermediaries as

wholesalers and retailers. McCarthy (1996), it is any series of firm or individual who

participate in the flow of products from producer to final user or consumers. Kotler

11

(2003) mentioned that a set of independent organizations involved in the process of

marketing a product or service available for use or consumption by the consumer or

business user.

Coverage: To cover the market, the companies have to decide on the number

of intermediaries. The exclusive distribution will limit the number of the

intermediaries, but selective distribution will use more than a few and less than all of

the intermediaries, where as intensive distribution will placing goods as many as

possible. (Kotler, 2003)

Assortment: Kotler (2003) also mentioned that place assortment is the

arrangement method by classifying and arranging the products into group according

to the size, taste, and etc at that place. The customer can find the product easily by

good place assortment.

Locations: As mentioned by Kotler (2003) Location is the critical factors in

retailing success and key to its ability to attract customers.

Inventory: McCarthy (1996) stated that inventory is amount of goods being

stored. The Company should balance the level of inventory with the customer order-

fulfillment standard by doing Justin time (JIT). Sales people would like the company

to carry enough stock to fill all customer orders immediately. (Kotler, 2003)

Transport: McCarthy (1996) mentioned that transporting is the marketing

function of moving goods. Marketers need to concern transportation. It is the process

in shipping goods to the warehouses, dealers, and customers. Kotler (2003) stated that

transportation affects the pricing in shipping products to the consumers. On-time

delivery performance and the condition of goods when they arrive can affect the

customer satisfaction.

2.1.4 Promotion.

Zikmund (1996) state that it is all form of marketing communication or the

means by which marketers talk to existing customers and potential buyers. Promotion

may convey a message about the organization, a product, or some other element of the

marketing mix. Shimp (1997) mentioned that sales promotion consists of all

marketing activities that attempt to stimulate quick buyer action or immediate sales of

a product. Promotion is about communicating with the consumer and about

persuading people to try our products and is often very much concerned with attitude

change. Because attitudes are learned, promotional activities can offer new

12

information to the consumer. Although the consumer’s knowledge of the product is

based on experience can be vicarious rather than personal. Kotler (1999) said that

activities that communicate the product or service and its merits to target customers

and persuade them to buy.

Sales promotion: McCarthy (1996) stated that sales promotion is activities

that stimulate interest, trial, purchase, by final customer or others in the channel which

can involve use of coupon, point-of-purchase material, samples, signs, catalogs,

novelties, or circulars. It is short-term incentives to encourage purchase or sale of a

product or service. Kotler (2000) mentioned that sales promotion consists of a diverse

collection of incentive tools, mostly short term, designed to stimulate quicker and/or

greater purchase of particular products/services by consumers or the trade companies

use sales promotion tools to draw a stronger and quicker buyer response, Sales

promotion can be use for short-run effects such as to dramatize product offers and

boost sagging sales.

Advertising: Any paid form of non-personal presentation and promotion of

ideas, goods or service by an identified sponsor. Pelsmacker et.al (2001) defined

advertising as non-personal mass communication using mass media such as TV,

radio, newspapers, magazines, billboard and etc) the content of which is determined

and paid by a clearly identified sender-the company.

Personal Selling: McCarthy (1996) stated that personal selling involves direct

spoken communication between seller and potential customer. It’s usually happens

face-to-face or telephone in sometime at expensive cost. Kotler (2000) mentioned that

personal selling is face-to-face interaction with one or more prospective purchases for

the purpose of making presentations, answering questions, and procuring orders.

Pelsmacker et al. (2001) stated that personal selling is the oral presentation and/or

demonstration of one or more salespersons aimed at selling the product or service or a

company. It is a personal contact between a company representative and a prospect or

client.

Public relations: It is used for public purpose. Kotler (2000) stated that public

relations are a variety of programs designed to promote or protect company’s image

or its individual products. Kotler (2003) also mentioned that public relation is the way

to build good relations with the company’s various publics by obtaining favorable

13

publicity, building up a good corporation image, and handling or heading off

unfavorable rumors, stories and events.

Direct Marketing: It is non-public and non-store selling. As mentioned by

Kotler (2003), direct marketing is a direct communications with carefully targeted

individual consumers to obtain an immediate response and cultivate lasting customer

relationships by using telephone, e-mail, Internet, and other tools to communicate

directly with specific consumers. The table 2.1 shows the operational components of

the independent or influencing variables.

2.2 Service Marketing

Service Marketing is marketing based on relationship and value. It may be

used to market a service or a product. Marketing a service-base business is different

from marketing a product-base business. There are several major differences,

including:

1) The buyer purchases are intangible

2) The service may be based on the reputation of a single person

3) It's more difficult to compare the quality of similar services

4) The buyer cannot return the service

5) Service Marketing mix adds 3 more p's, i.e. people, physical environment,

and process.

When one markets a service business, one must keep in mind that reputation,

value, delivery of "Managing the evidence" refers to the act of informing customers

that the service encounter has been performed successfully. It is best done in subtle

ways like providing examples or descriptions of good and poor service that can be

used as a basis of comparison. The underlying rationale is that a customer might not

appreciate the full worth of the service if they do not have a good benchmark for

comparisons.

However, it is worth remembering that many of the concepts, as well as many

of the specific techniques, will work equally well whether they are directed at

products or services. In particular, developing a marketing strategy is much the same

for products and services, in that it involves selecting target markets and formulating a

marketing mix. Thus, Theodore Levitt suggested that "instead of talking of 'goods'

and of 'services', it is better to talk of 'tangibles' and 'intangibles'. Levitt also went on

to suggest that marketing a physical product is often more concerned with intangible

14

aspects (frequently the `product service' elements of the total package) than with its

physical properties. Charles Revson made a famous comment regarding the business

of Revlon Inc.: `In the factory we make cosmetics. In the store we sell hope.'

Arguably, service industry marketing merely approaches the problems from the

opposite end of the same spectrum.

2.3 Consumer Buying Decision Processes

Buyer decision processes are the decision making processes undertaken by

consumers in regards to a potential market transaction before, during, and after the

purchase of a product or service.

More generally, decision making is the cognitive process of selecting a course

of action from among multiple alternatives. Common examples include shopping,

deciding what to eat. Decision making is said to be a psychological construct. This

means that although we can never "see" a decision, we can infer from observable

behavior that a decision has been made. Therefore we conclude that a psychological

event that we call "decision making" has occurred. It is a construction that imputes

commitment to action. That is, based on observable actions, we assume that people

have made a commitment to effect the action.

In general there are three ways of analysing consumer buying decisions. They

are:

• Economic models: These models are largely quantitative and are based on

the assumptions of rationality and near perfect knowledge. The consumer

is seen to maximize their utility. See consumer theory. Game theory can

also be used in some circumstances.

• Psychological models: These models concentrate on psychological and

cognitive processes such as motivation and need reduction. They are

qualitative rather than quantitative and build on sociological factors like

cultural influences and family influences.

• Consumer behavior models: These are practical models used by marketers.

They typically blend both economic and psychological models.

15

2.3.1 The consumer decision process model.

This model breaks down the consumer decision process into seven basic

decisions that have to be taken during the purchase process:-

• Need Recognition

• Search for Information

• Pre-purchase Evaluation of Alternatives

• Purchase and Consumption

• Post-Consumption Evaluation

• Divestment

In themselves each of these decisions are almost self explanatory and we can

easily identify with them and relate them to our own purchase experiences. However,

when we come to generalize this model we need to consider the factors that influence

each of the stages in the process.

1) Need recognition

This is influenced by three factors:

• Environmental Influences

• Individual Differences and

• Memory

So clearly this initial stage is strongly influenced by the specific situation, the

individual and their past experience, however this can be influenced by marketing

activity, if for example past experience of purchasing a product has been positive,

perhaps a strong, positive image of a product or brand has been made in the buyers

memory and the purchase environment has been made conducive to a specific

purchase.

2) Search For Information

Again this can be more complex, firstly the search process is both an internal

and an external process. If the purchase situation is a familiar one, the purchaser’s

memory might satisfactorily provide the information needed. The level of information

required to the involvement, experience and level of perceived risk - so even if there

has been a significant degree of past experience if there is a high degree of

involvement or risk the purchase will require an external search for information.

16

3) Pre-purchase evaluation of alternatives

Once the information is brought together the purchaser will make their

decision - this is the result of their individual characteristics. This might be a simple

process or a complex process, a logical or an emotional purchase or the result of a

simplification. Where complex information requires processing often a heuristic or

simple rational is used. This might be to base the purchase on a single feature or

benefit that will be used as a surrogate for quality or low risk, or the choice reduced to

one of brand.

4) Purchase and Consumption

These are highly individual aspects - but in some purchases they are extremely

important, particularly in the way they influence future purchase behavior. For

example services such as they are actually produced at the time of consumption.

5) Post-consumption evaluation

After consumption the purchaser will both consciously or unconsciously

evaluate and decide if the result of purchase process was satisfaction or

dissatisfaction. This feeds back into the future purchase behavior either stimulating a

more complex behavior in the future due to an increased level of perceived risk or as a

simplification of the behavior as the purchaser will have learnt by a positive

reinforcement.

6) Divestment

Finally a consumer will need to consider how they will divest themselves of

the purchase. The resale value of high ticket items is an important factor in the

purchase decision. Increasingly ecological factors also effect purchase decisions - will

the item be recycled?

As with all models of human behavior this model provides a framework for

analysis that can influence marketing decisions or explain problems that might arise in

the purchase process. Models are far less in predicting what will happen, how

consumers will react.

17

Figure 2.3 How consumers Make Decisions for Goods and Services Source: http://www.equerry.biz/Equerry/principles/cdp.htm

2.3.2 Variables that shape the decision process.

Consumer decision making is influenced and shaped by many factors and

determinants that fall into these three categories: (1) individual differences, (2)

environmental influences, and (3) psychological process. A summary of these

variables follows, but each is covered in depth in later part, with Part a. focusing on

individual differences, Part b. on environmental influences, and Part c. on influencing

consumer behavior.

1) Individual differences

Five major categories of individual differences affect behavior: (1)

demographics, values and personality, (2) consumer resources, (3) motivation, (4)

knowledge, and (5) attitudes.

• Demographics, psychographics, values, and personality: How people

differ affects decision process and buying behavior. These variables

include what has come to be known as psychographic research to probe

18

into those individual traits, values, beliefs, and preferred behavior patterns

that correlate with behavior in market segments.

• Consumer resources: Each person brings three primary resources into

every decision-making situation: (1) time, (2) money, and (3) information

reception and processing capability of each, thus requiring some careful

allocation.

• Motivation: Psychologists and marketers alike have conducted a wide

variety of studies to determine what takes place when goal-directed

behavior is energized and activated.

• Knowledge: It encompasses a vast array of items such as the availability

and characteristics of products and services; where and when to buy; and

how to use products. One main goal of advertising and selling is to provide

relevant knowledge and information to consumers so as to assist them with

decision making, especially in extended problem solving.

• Attitude: Behavior is strongly influenced by attitudes toward a given brand

or product. Attitudes are simply an overall evaluation of an alternative role

on future choice and are difficult to change.

2) Environmental influences

Consumers live in a complex environment. In addition to individual variables,

their decision process behavior is influenced by environmental factors, including (1)

culture, (2) social class, (3) family, (4) personal influence, and (5) situation.

• Culture: Culture, as used in the study of consumer behavior, refers to the

values, ideas, artifacts, and other meaningful symbols that help individuals

communicate, interpret, and evaluate as members of society.

• Social class: Social classes are divisions within society that comprise

individuals sharing similar values, interests, and behaviors.

• Family: Since the field of consumer research was founded, the family has

been a focus of research. The family is the primary decision-making unit,

with a complex and varying pattern of roles and functions.

• Personal influences: As consumers, our behavior are often affected by

those with whom we closely associate. Consumer often respond to

19

perceived pressure to conform to the norms and expectations provided by

others – seeking and talking their counsel on buying choices, observing

what others are doing as information about consumption choices, and

comparing their decisions to those of others.

• Situation: Behavior change as situation change. Sometimes these changes

are erratic and unpredictable, such as a job layoff, and at other times, they

can be predicted by research. Situation is treated as a research variable in

its own right.

3) Psychological process influencing consumer behavior

Finally, those who wish to understand and influence consumer behavior must

have a practical grasp of three basic psychological processes: (1) information

processing, (2) learning, and (3) attitude and behavior change.

2.4 Previous Researches

International Carwash Association identified and detailed variables that

influence costs and profitability in doing car wash business. They indicated that there

were plenty of details for entrepreneurs to pay attention to, including what type of car

wash machine to install, whether to purchase or lease that equipment, how many

washes a month to aim for, and how to set prices to ensure profit without driving

away valuable customers. They investigated that one of many factors that make

business succeed for any site is the number of vehicles it washes on a yearly basis.

According to their study in 2002, the average number of vehicles washed at

respondents' car washes of all types in Chicago, USA was 84,586. They found that

self-service sites had the highest average number of washes, 92,093; conveyor sites

placed second with an average 82,019; and in-bay automatics ranked third, with an

average 54,184 washes. They also found that annual revenues of operators differed

dramatically, depending on equipment type. Operators in the conveyor segment

reported the highest annual average operating income per site: $1.7 million while the

second and the third were self-service operators, who reported average operating

income of $314,029 and in-bay automatic operators with the average of $208,038

only. ICA recorded wide divergences by wash segment. The average wash price for

all conveyor operations was $8.43 while in-bay automatic operations, the average

minimum was $4.53; the average maximum, $8. At self-service operations, the

20

average price of a wash was $1.71; in the sub-segment of self-service operations with

a secondary business, however, the average price was a bit more: $2.39 and it also

noted that self-service prices were highest on average in suburban areas at self-serves

with secondary businesses (as cited in Bennett, 2004).

Vaubel indicated that price hikes at car washes may be driven by a mix of

factors or by a single factor that's having a huge impact on costs such as water rates

and water quality. He also found that altering pricing structure by reducing the

number of wash offerings can bolster the margins. He insisted that even though the

company's wash businesses might lose some customers who were resistant to the

change, it didn’t have a negative effect on the overall business (as cited in Bennett,

2004).

Vercollone indicated that the quality of the car washes has been a boon for the

convenience store and petroleum industry. New technology in brushes, conveyors and

chemicals has lifted the entire industry to the point where it should be deciding just

how much of a margin to make on a wash and not what kind of a discount to offer to

attract business. He also found that customers get their cars washed when their car is

dirty. So, the best strategy is to go after them with the best wash possible and insisted

that you can not create a very stable foundation to grow the business if you're

counting on building sales with an inferior wash, offering discounts and couponing.

He found out that for most Americans, their car is the most expensive purchase they'll

ever make besides a house, so they want to take good care of it. The wash has to

emphasize quality-that is ultimately what earns their trust and brings them back.

Willkomm also agreed with Vercollone and indicated that the quality has to be there

first and foremost. He also convinced that price isn't even in the top three

considerations when it comes to choosing a wash, but it's not just the one-time

customer looks after. It's getting them again and again where you see real profits.

Willkomm insisted that offering a quality package takes teamwork, but it also requires

a lot of homework to make sure you have the support to satisfy your customers. "At

the end of the day, it's your name on the sign and that's all customers are going to

remember when they leave the store. Make sure they always walk away satisfied" (as

cited in Lofstock, 2007).

Gregorie indicated that advances in technology made it possible for car wash

operators to get vehicles cleaner, to boost customer services and increase throughput,

reduce labor and operating costs, and charge consumers more. However, he found out

21

that these same advances also prompted more competitors to enter the car wash

business, including private investors and hypermarket retailers. Dollhopf and

Campbell also agreed with Gregorie as Dollhopf stated that some hypermarket chains

wanted to offer a discounted car wash and others wanted to provide their customers

with one-stop convenience while Campbell noted that hypermarkets started to dabble

in car washes because advancing technology made the business easier and more

profitable (as cited in Warren, 2005).

Cole stated that some car wash staff concerned how customers feel about the

company's services and its long-term role in the community. They looked for every

opportunity to demonstrate concern for customers. He also noted some lessons from

the car-wash chain that might apply to other businesses as well in the following (as

cited in Johnston, 1994):

• Pay attention to the details. Just as the hospitality industry wants travelers

to feel pampered, the car wash service operators want customers to view

the car-wash service as a positive experience. The first clues to this service

philosophy: flower beds decorate the entrance to the wash, neatly groomed

employees greet customers courteously, and car owners receive little treats

such as peanuts as they enter the cleaning tunnel. Inside, the cars are

cleaned by an equipment system that is configured for the most effective

treatment possible. Meanwhile, any kids on board may be delighted to see

cartoon characters like Garfield or Bart Simpson mounted on poles inside

the tunnel. These familiar characters are intended to calm kids who are

frightened when the washing machine descends on their family car -- and

thus allow their parents to relax. Once drivers emerge from the wash, they

can go to a waiting room and get free coffee if they want the insides of

their cars cleaned. Some customers -- depending on the make of their car

and the level of service they've chosen -- have their wheels cleaned with a

toothbrush. Others can go to the "satisfaction center," a final service

checkpoint, for any extra attention they feel the car needs. The goal is to

make sure customers feel well taken care of when they drive out of the lot.

• Know the customer. The marketing and service programs rely heavily on

the tracking of customers' buying habits. The company should use a

22

computer database to track the frequency of these customers' visits and the

services purchased. Each time a member visits, an employee scans a bar-

code sticker that's located on the vehicle's window and logs information

into the database. Behind the scenes, the company analyzes the vehicle

histories, along with other sales and profit data, to track buying habits and

identify sales opportunities. To punch up its relatively slow business in the

evening hours, for example, the company could introduce a "night wash"

special with a $1 savings and doubled its volume. And if a review of the

data shows that certain club members haven't been to the store for a while,

the company sends out a "We miss you letter" to invite them back.

Employees could use the histories to suggest service upgrades. If a

customer usually gets a regular wash, for example, a sales advisor might

recommend an undercarriage wash if the car has been coated by heavily

salted roads. However, the company should caution employees to suggest

only those services appropriate to the vehicle and the customer. The point-

of-sale histories help guide the sales advisor to the customer's buying

preferences.

• Mine new prospects. The company should always look for new prospects,

using both mass-market means (such as radio jingles) and more targeted

approaches to draw them in. New car buyers are obvious prospects, so it

will be useful if the company can work with local car dealers to distribute

30-day passes for free washes to their customers. To reach new home

buyers, another target group, it can use an outside service to generate

names from property-transfer records, and then sends them coupons for its

services.

• Fix the problems. If a customer believes the car wash has damaged his or

her car in any way, the manager can spend up to $150 in labor or

merchandise to fix the problem, no questions asked. Even if the company

is not at fault, it didn't want customers driving away with a sour memory.

When one customer's tire began to leak, for example, an employee spotted

it, helped the customer change the tire and got the leaky one repaired.

After a problem is fixed, the company should send the customer "a little

warm fuzzy" of flowers, cookies or candy. It also backs up its work with

23

guarantees. Customers who purchase the basic wash can get a rewash if

they're not satisfied, while club members are entitled to some added

protection. In exchange for these customers' loyalty and investment, the

company can offer them a free replacement wash if it rains or snows

within 24 hours after they've left the lot. With some of the more expensive

treatments, customers are guaranteed a clean car for three days. If the

driver goes through a puddle or parks under a flock of pigeons, the

company will wash the car again for free. This guarantee is particularly

important. The benefit of such guarantees helps a company stay

competitive by acknowledging that a bad service experience eats away at a

customer's good will. Of course, this forces a company to determine what

services it can afford to guarantee and to improve operations so that

mistakes are the exception. But the cost of fulfilling guarantees should be

viewed as a marketing investment and a second chance to make a good

impression, not as a loss.

• Monitor customer satisfaction. The company could use a variety of

feedback mechanisms to evaluate the quality of their service at each

location. These include comment cards available to all customers and

special reports which the managers personally ask some drivers to fill out

each month. In addition, it can add a new service questionnaire for

customers getting the insides of their cars cleaned. This feedback

mechanism allows the company to make sure its inside-cleaning service is

as detailed as customers expect. These forms give enough feedback to rate

overall customer satisfaction and calculate it on an index ranging to 100.

To supplement its own research, the company also employs an outside

firm to send people through the car wash and generate professional

"shoppers reports" on their experiences.

• Use training and incentives to ensure good service. If you want high-

quality service, then get the message across with your hiring, training and

pay practices. The company might try to set itself apart from competitors

by hiring well-groomed employees, for example. Once hired, employees

go through various training modules in a classroom setting -- an unusual

practice in the car-wash business -- to make sure service will be consistent

24

from location to location. New employees also must meet the approval of

their coworkers, since the staff at each location is viewed as a team with its

own sales and expense goals to meet. Indeed, up to half of employees' pay

is tied to such goals; the incentive-pay proportion for each individual

varies according to the sales and management content of his or her job.

(Managers' incentive pay is more heavily weighted toward incentives than

that of employees who vacuum the cars.) The teams also compete for

contest awards, based on specific sales goals and their satisfaction ratings

from customer feedback mechanisms. Finally, several employees from

each location join an improvement team that meets regularly to discuss

new ways to enhance customer service.

• Demonstrate respect for the community. One of the subtler ways the

company can impress customers is by being a good neighbor. In these days

of environmental awareness, it should reclaims\ some of the water used

and treats the dirt that's eliminated for recycling as fill. The company

should donate money from a portion of its sales over a three-day period to

nearby homeless shelters that uses the cash to buy winter clothes for its

young clients.

25

Chapter 3

Research Methodology

3.1 Introduction

In order to examine factors that influence decision making on car wash service

in Bangkok, a study is designed to be a survey research using constructed survey

questionnaire to collect data from the car owners who are currently own a car and live

in Bangkok, Thailand. The purpose of this study is to identify the demographic factors

and marketing mix factors on factors that influence decision making on using car

wash service in Bangkok. The researcher analyzes data variables using percentage,

frequency, mean, standard deviation, and One-way ANOVA to test hypotheses and

answer research questions. In addition, this study will employ SWOT Analysis and

BCG Matrix to analyze the market overview and competitive situation of the current

business and its environments.

3.2 Population and Sample Size

Population of this study are car owners who are currently own a car and live in

Bangkok. According to data of Department of Land Transport, there are 1,867,902 in

number of personal car registered in the end of 2006 (DLT,2007).

The target group of this study are the car owners who currently own a car and

live in Bangkok. The sample group participated in this study will be calculated by

using YAMANE equation (Yamane, 1967) as follows;

n = N / 1+ N(e)2

Remark: n = Sample size

N = 1,867,902

E = Significant level (0.05)

From equation, the sample size can be calculated as follows;

n = 1,867,902 / 1+ 1,867,902 (0.05)2

= 399.91

26

Therefore, the sample size for this study will be 400 samples of the car owners

who are currently own a car and live in Bangkok.

3.3 Data Collecting Method

The researcher used questionnaires and interview as the instrument to survey

opinions about marketing mix factors; products or services, price, place and

promotion and factors that have importance on using car wash services; quality of the

wash, service fees, convenience, speed of services, scratch protection, safety,

environmental safety, services of employees and satisfaction. The questionnaires are

distributed to the car owners who are currently own a car and live in Bangkok. The

researcher conducts the questionnaire by himself and one assistant during January

2007.

3.4 Research Design

Due to this study will be survey research, the questionnaire will be employed

as data collecting method to obtain data from 400 samples of the car owners who are

currently own a car and live in Bangkok. The questionnaire will be distributed to

respondents for a face-to-face interview by field workers in January 2007.

Part 1 Questionnaire will be contained about demographic data of

respondent namely gender, age, income, occupation, education

background and marital status.

Part 2 Questionnaire will be contained about using car wash service

behavior such as using car wash service frequencies, car wash

service program selected, spending budget, membership, media

persuasion, and additional services expected.

Part 3 Questionnaire will be contained about decision making on

using car wash service in Bangkok.

Furthermore, the researcher will apply summated rating method of Renis

Likert in questionnaire development process because this method is simple to

administer (Zikmund, 2003). With the Likert scale, respondents will indicate their

information that are asked by the researcher by checking how much important they

think with carefully constructed statements. Respondents will choose from five

alternatives which are very important, important, moderately important, slightly

important, and not important at all. To measure the information value, the researcher

27

will assign scores or weights to the alternative responses such as 5,4,3,2,1 will be

assigned to the answers. In positive statements, very important will be weighted of the

highest value, 5, but in negative items the weights will be reversed and not important

at all will be assigned the weights of 1.

3.5 Data Collecting Procedure

This study the researcher is planning to complete within 5 months by

following arrangement:

• Proposal writing; the researcher will write the research proposal to present

the project committee in November 2006.

• Proposal or topic defensive presentation; the researcher will present

project proposal to committee by using Powerpoint program and

elaborating topic background, objectives of study, and etc. within 2 weeks

of December 2006.

• Literature review and building data collecting instrument; after proposal

approved the researcher will review and write about involved theories, past

researches then the researcher will construct data collecting instrument,

questionnaire, according to reviewed literature ad also pre-testing

questionnaire by December 2006.

• Data collection; in January 2007, after questionnaire has relied the

research will collect data by distributing questionnaire to the car owners

who are currently own a car and live in Bangkok. This process will be

conducted by the researcher and one assistant.

• Data analysis; Completion of collected data will be brought to analyze by

using SPSS for windows software according to statistical methods and

then analyzed data output will be wrote in the chapter of research result by

February 2007.

• Final research writing and oral examination or project defense; the

researcher will conclude all sound results and write on the final chapter

including make both recommendations for future research and related

professionals in March 2007.

28

3.6 Data Analysis

The researcher analyzes data variables using SPSS program to compute for the

results. The outputs of the program have been presented in Chapter five and the result

of respondents would be presented as follows;

• Descriptive statistics will be used with demographic variables. The

researcher will take collected data to analyze by using Frequency,

Percentage, Central tendency (the mean, the median, and the mode),

Standard deviation, and then present the results in form of tabulation.

• Inferential statistics will be used to compare relationship between data

variables at significant level 0.05., and testing hypotheses by using One-

way ANOVA.

The Variables Measurement

The researcher defines the criteria to measure level of variable according to

the separate of five levels following Likert’s scale.

Table 3 Width of Class Interval

Not Important Slightly Moderately Important Very at all Unimportant Important Important (1) (2) (3) (4) (5)

1.00 – 1.80 1.81 – 2.60 2.61 – 3.40 3.41 – 4.20 4.21 – 5.00

Very Important = 5

Important = 4

Moderately Important = 3

Slightly Unimportant = 2

Not Important at all = 1

29

Chapter 4

Research Findings and Analysis

This chapter presents the data analyzed based on the 400 questionnaires. The

obtained data were input in computer and used software SPSS version 13.0 to

compute for the results. The results were classified into four sections including

demographic data of respondents, using car wash service behavior pattern, decision

making on using car wash service in Bangkok, and hypothesis testing results. In the

last of this chapter, the researcher will discuss about financial analysis, people

management and competitive analysis that the researcher believes that it might be

useful for entrepreneurs who are interested in this business.

4.1 Demographic Characteristics of Respondents

Base on part 1 of the questionnaire, the personal information of the sampling

group of the study is demographic characteristics as summarized in the following

figures.

Table 4.1 Respondents’ Demographic Data Classified by Gender

Gender Frequency Percent

Male 193 48.3

Female 207 51.8

Total 400 100.0

The results from Table 4.1 illustrated that the majority of respondents are

nearly equal between male and female which are 51.8 % and 48.3 % respectively.

30

Table 4.2 Respondents’ Demographic Data Classified by Age

Age Frequency Percent

< 25 years old 67 16.8

26-30 years old 114 28.5

31-35 years old 66 16.5

36-40 years old 69 17.3

41-45 years old 36 9.0

46-50 years old 24 6.0

> 50 years old 24 4.8

Total 400 100.0

The results from Table 4.2 illustrated that the majority of respondents are 26 to

30 years old while the group that less than 25 years old, 31 to 35 years old and 36 to

40 years old are nearly equal and can be viewed as the second largest group of

respondents.

Table 4.3 Respondents’ Demographic Data Classified by Marital Status

Marital status Frequency Percent

Single 255 63.8

Married 135 33.8

Divorced 10 2.5

Total 400 100.0

The results from Table 4.3 revealed that up to 63.8 % of respondents are

single.

31

Table 4.4 Respondents’ Demographic Data Classified by Education

Education Frequency Percent

Less than Bachelor Degree 78 19.5

Bachelor Degree 246 61.5

Master Degree 71 17.8

More than Master Degree 5 1.3

Total 400 100.0

The results from Table 4.4 showed that the majority of respondents have a

bachelor degree.

Table 4.5 Respondents’ Demographic Data Classified by Occupation

Occupation Frequency Percent

Governmental Officer 18 4.5

Private Employees 298 74.5

State Enterprise Employees 10 2.5

Entrepreneurs 38 9.5

Soldiers/Police 1 0.3

Housewife 5 1.3

Retired 1 0.3

Other 29 7.3

Total 400 100.0

The results from Table 4.5 showed that the majority of respondents are

working in private companies.

32

Table 4.6 Respondents’ Demographic Data Classified by Working Position

Working position Frequency Percent

Other 70 17.5

President 7 1.8

Director 22 5.5

Manager 72 18.0

Officer 229 57.3

Total 400 100.0

The results from Table 4.6 revealed that the majority of respondents are

working in the officer level.

Table 4.7 Respondents’ Demographic Data Classified by Salary

Salary Frequency Percent

Other 4 1.0

< 15,000 baht 113 28.3

15,001-25,000 baht 116 29.0

25,001-40,000 baht 82 20.5

40,001-50,000 baht 28 7.0

50,001-80,000 baht 41 10.3

80,001-100,000 baht 13 3.3

100,001-150,000 baht 2 0.5

150,001-300,000 baht 1 0.3

Total 400 100.0

The results from Table 4.7 revealed that the majority of respondents earn

monthly incomes between 15,001 to 25,000 baht.

The results from Table 4.1 to 4.7 illustrated that the majority of respondents

are nearly equal between male and female. These groups of people are 26-30 years

old, single and hold bachelor degree level. Most of them work in private company and

their working positions are officers level generally, and earn incomes between 15,001

to 25,000 baht.

33

4.2 Using Car Wash Service Behavior Pattern of Respondents

Base on part 2 of the questionnaire, the using car wash service behavior

pattern of the sampling group of the study is using car wash service frequencies, car

wash service program selected, spending budget, membership, media persuasion, and

additional services expected as summarized in the following figures.

Table 4.8 Respondents’ Using Car Wash Service Behavior Pattern Classified by

Regularly Using Car Wash Service

Regularly using car wash service Frequency Percent

Yes 347 86.8

No 53 13.2

Total 400 100.0

The results from Table 4.8 showed that 86.8 % of respondents use car wash

service regularly while only 13.2 % of respondents stated that they do not use car

wash service regularly.


Reasons for not Using Car Wash Service

Reasons for not using car wash service Frequency Percent

Have no time 7 13.2

Do not need to wash the car 3 5.7

High price 9 17.0

Can not find the proper place 2 3.8

Car will have scratch 7 13.2

Can wash it by themselves 41 77.4

Other 9 17.0

Total 53 100.0

The results from Table 4.9 showed that up to 77.4 % of respondents who do

not use car wash service regularly because they think that they can wash their cars by

themselves.

34


Frequency in Using Car Wash Service

Frequency in using car wash service Frequency Percent

Everyday 1 0.3

More than once a week 10 2.9

Once a week 73 21.0

2 weeks 91 26.2

Once a month 112 32.3

2-3 month 36 10.4

4-6 month 12 3.5

Longer than 6 month 12 3.5

Total 347 100.0

The results from Table 4.10 illustrated that most of respondents who use car

wash service regularly always use the service once a month.


Convenient Time

Convenient time Frequency Percent

6.00-9.00 22 6.3

9.01-12.00 60 17.3

12.01-15.00 70 20.2

15.01-18.00 119 34.3

18.01-22.00 76 21.9

Total 347 100.0

The results from Table 4.11 illustrated that most of respondents who use car

wash service regularly often use the service between 3pm to 6 pm.

35


the Day in the Week That Uses Car Wash Regularly

The day in the week that uses car wash regularly Frequency Percent

Monday and Tuesday 1 0.3

Wednesday and Thursday 6 1.7

Friday 9 2.6

Saturday 54 15.6

Sunday 97 28.0

Whatever 180 51.9

Total 347 100.0

The results from Table 4.12 revealed that up to 51.9 % of respondents who use

car wash service regularly stated that they always use the services whenever they are

free.


Car Wash Service Program That Always Use

Car wash service program that always use Frequency Percent

Wash only 219 63.1

Wash and wax 55 15.9

Wash and interior detailing 27 7.8

Was, wax and interior detailing 46 13.3

Total 347 100.0


car wash service regularly stated that they always choose washing program only

whenever they use the services.

36


Spending Budget Per Time

Spending budget per time Frequency Percent

< 100 baht 112 32.3

101-200 baht 160 46.1

201-300 baht 48 13.8

301-500 baht 22 6.3

501-1,000 baht 4 1.2

2,001-2,500 baht 1 0.3

Total 347 100.0

The results from Table 4.14 revealed that 46.1 % of respondents who use car

wash service regularly stated that they are willing to pay 100 to 200 baht once they

use the service.


Membership

Membership Frequency Percent

Yes 37 10.7

No 310 89.3

Total 347 100.0


car wash service regularly stated that they are not member of any car wash service

operators.

37


Reasons for not being Car Wash Service Membership

Reasons for not being car wash service membership Frequency Percent

High price 82 26.5

Want to try other places 79 25.5

Cannot find regular car wash service places 64 20.6

Do not use car wash service regularly 144 46.5

Other 20 6.5

Total 310 100

The results from Table 4.16 illustrated that 46.5 % of respondents who use car

wash service regularly stated that the primary reason why they are not member of any

car wash service operators is they do not use car service regularly.


Persuasion

Persuasion Frequency Percent

Yes 163 47.0

No 184 53.0

Total 347 100.0

The results from Table 4.17 illustrated that 53 % of respondents who use car

wash service regularly stated that they have never been invited by any media to be

membership with car wash service operators.

38


Media Persuasion

Media Persuasion Frequency Percent

Newspapers 16 9.8

Magazines 12 7.4

TV 5 3.1

Radio 3 1.8

Billboard 28 17.2

Brochure/Leaflet 83 50.9

Internet 17 10.4

Other 28 17.2

Total 163 100.0

The results from Table 4.18 illustrated that up to 50.9 % of respondents who

have been persuaded to be membership stated that they have always been invited by

brochures or leaflets to be membership with car wash service operators.


Guarantee Policy

Guarantee policy Frequency Percent

Yes 336 96.8

No 11 3.2

Total 347 100.0


use car wash service regularly stated that they would like car wash service operators

to have quality guarantee policy.

39


Guarantee is better or not

Guarantee is better or not Frequency Percent

No comment 1 0.3

Yes 329 94.8

No 17 4.9

Total 347 100.0


use car wash service regularly stated that car wash service operators with quality

guarantee policy will be better than car wash service who do not have that policy.


Yearly Member

Yearly Member Frequency Percent

Other 1 0.3

< 2,000 baht 210 60.5

2,001-3,000 baht 105 30.3

3,001-4,000 baht 20 5.8

4,001-5,000 baht 9 2.6

5,001-8,000 baht 1 0.3

8,001-10,000 baht 1 0.3

Total 347 100.0


use car wash service regularly stated that they are willing to pay the yearly

membership fees with limited number of services less than 2,000 baht.

40


Regularly Car Wash Service Place

Regularly car wash service place Frequency Percent

No comment or do not have regular places 203 58.5

Gas Station 108 31.1

Department Store 16 4.6

Stand alone car wash service 20 5.8

Total 347 100.0

The results from Table 4.22 revealed that 31.1 % of respondents who use car

wash service regularly stated that they regularly use the service at gas station or

pump.


Rationales for becoming a Member

Rationales for becoming a

member

N SE Mode SD

Location 347 0.11 1 2.13

Service fees 347 0.1 2 1.88

Reliability 347 0.12 3 2.25

Word of mount 347 0.14 7 2.60

Products 347 0.13 7 2.41

Advertising 347 0.13 9 2.35

Promotion 347 0.14 8 2.52

Cleanness 347 0.12 3 2.17

Credit or debit 347 0.14 10 2.62

Employees 347 0.13 4 2.35

The results from Table 4.23 revealed that most of respondents who use car

wash service regularly stated that they always give their first priority when they are

41

choosing to be membership with car wash service operators to location while the

second and the third priority are service fees, reliability and cleanness respectively.


Rationales for becoming a Member for People who have been

Membership already


member

N SE Mode SD

Location 37 0.44 1 2.70

Service fees 37 0.37 2 2.25


Word of mount 37 0.52 9 3.19

Products 37 0.37 5 2.26


Promotion 37 0.44 6 2.66

Cleanness 37 0.40 1 2.42


Employees 37 0.45 4 2.72

The results from Table 4.24 revealed that most of respondents who have not

been persuaded to be membership stated that they will give their first priority when

they are choosing to be membership with car wash service operators to location and

cleanness while the second and the third priority are service fees and reliability

respectively.

42


Rationales for becoming a Member for People who have not been

Membership yet


member

N SE Mode SD

Location 310 0.12 1 2.04

Service fees 310 0.10 2 1.82


Word of mount 310 0.14 7 2.53

Products 310 0.14 7 2.40


Promotion 310 0.14 8 2.50

Cleanness 310 0.12 3 2.14


Employees 310 0.13 4 2.31

The results from Table 4.25 revealed that most of respondents who have been

persuaded to be membership stated that they always give their first priority when they

are choosing to be membership with car wash service operators to location while the

second and the third priority are service fees, cleanness and reliability respectively.

43


Expectation from Using Car Wash Service

Expectation from using car wash service Frequency Percent

Advice from employees 277 79.8

Proper time range 144 415

Atmosphere 146 42.1

Selling car care products 61 17.6

Additional services 147 42.4

Other 10 2.9

Total 347 100.0


car wash service regularly stated that they would like to receive good advice from

employees.


Additional Services That Car Wash Service Place might think of

Additional services Frequency Percent

Gas Station 166 47.8

Waiting room 265 76.4

High speed Internet 101 29.1

Convenience Store 171 49.3

Fast food 105 30.3

Dry clean 11 3.2

ATM 113 32.6

Balance a wheel 97 28.0

Transfer lubricants 116 33.4

Other 12 3.5

Total 347 100.0


car wash service regularly stated that they would like car wash service operators to

have a waiting room for them when they use the services.

44

The results from Table 4.8 to Table 4.27 illustrated that up to 86.8 percent of

respondents are regularly using car wash service because of their convenience and

limited of time that is very important for modern living world. The sample groups

usually wash their cars once a month. Their most convenient time for using car wash

service is between 3 pm and 6 pm and they will use the service whenever they are

free. However, the most preferred day to use the service is weekends. Most of them

will use car wash service by selecting washing program only which they are willing to

pay 100 to 200 baht per one time that they use the service. Only 13.2 percent of

respondents stated that they do not regularly use the car wash service because they

can wash their cars by themselves.

Up to 89.3 percent of the respondents who regularly use car wash service are

not member of any car wash service operators primarily because they do not use car

wash service regularly and they think that car wash service places charge them high

service fees. Furthermore, they want to try other places to find the most appropriate

car wash service places for them. 53 percent of these group stated that they are never

persuaded by any media to be membership with car wash service operators. On the

other hand, 47 percent of people who regularly use car wash service have been invited

primarily by brochures or leaflets, billboards and internet respectively while the

minority groups of people still confused with the media and said that they have been

introduced to be membership by their friends and employees at the point of sales.

Only 3.2 percent of these groups did not agree on the quality guarantee policy of car

wash service places. However, up to 96.8 percent of them agreed that car wash

service operators should have quality guarantee scheme in order to guarantee

dissatisfied results. In addition, up to 94.8 percent of these groups of people agreed

that car wash service operators with the quality guarantee policy are better than

operators who do not have this policy. However, the minorities did not agree with this

statement because they feel that if it has the quality guarantee policy, operators will

wash their cars cleanly for only the short period and cannot remain the same standard

every time they use the service. Furthermore, some feel that if it has this policy,

operators will charge the higher service fees and they have to pay more for the

service.

The membership fees levels that people who regularly use car wash service are

willing to pay per year with limited number of services is lesser than 2,000 baht. They

always give their first priority when they are choosing to be membership with car

45

wash service operators to the locations while service fees is their second priority and

reliability and cleanness is their third priority respectively. In addition, reasons for

choosing to be membership for people who have been membership already and people

who have not been membership with any car wash service operators yet are not

different as both of them give their top three priorities to locations, cleanness and

service fees. Up to 31.1 percent of these groups stated that they regularly use car wash

service at gas station or pump such as PTT Pump, Shell Pump, Bangchak Pump, Esso

Pump and etc. Up to 79.8 percent of people who regularly use car wash service would

like to receive good advice from employees and they want to be taken care of very

well also. Furthermore, they want car wash service places to have a perfect opening-

closing time range, good atmosphere, and additional services also. Most of them

would like car wash service operators to have a waiting room for them when they use

car wash services. In addition, they would like to see a car wash service place together

with a gas station and convenience store.

4.3 Decision Making on Using Car Wash Service in Bangkok

The results from part 3 of the questionnaire, the decision making on using car

wash service in Bangkok of the sampling group of the study could be analyzed,

concluded, and illustrated in the following figures.

Table 4.28 Decision Making on Using Car Wash Service in Bangkok of Respondents

Decision making on using car wash service Mean SD Interpret

Quality of the wash 4.82 0.48 Very important

Service fees 4.01 0.85 Important

Convenience 4.40 0.70 Very important

Speed of services 4.18 0.75 Important

Scratch protection 4.65 0.66 Very important

Safety 4.73 0.63 Very important

Environmental safety 3.97 0.89 Important

Services of employees 4.46 0.69 Very important

Satisfaction 4.50 0.71 Very important

Total 4.41 0.43 Very important

46

Overall results from Table 14.4 conclude that respondents think that all factors

are very important for decision making on using car wash service in Bangkok (mean

4.41). When consider by factor, we could summarize that quality of the wash (mean

4.82) is very important for decision making on using car wash service. Moreover,

safety (mean 4.73), scratch protection (mean 4.65), and satisfaction with the works

(mean 4.50), service of employees (mean 4.46), convenience to use the car wash

service (mean 4.40) are very important factor also. In the meanwhile, speed of service

(mean 4.18), service fees (mean 4.01), and environmental safety (mean 3.97) are

considered as important factor for decision making on using car wash service.

4.4 Testing of the Hypothesis

We employed One-way ANOVA statistics to test the hypothesis by testing

differences between two groups of data variables as follow:

1) Hypothesis 1

There is no significance difference between demographic factors and

marketing mix factors

47

• Sub-Hypothesis 1.1: There is no significance difference between respondent’s

gender and marketing mix factors

Ho: There is no significance difference between respondent’s gender and


Table 4.29 Relationship between Gender and Marketing Mix Factors

Gender Sum of Squares df Mean Square F Sig.

Program that always use Between Groups 2.864 1 2.864 2.480 0.116 Within Groups 398.318 345 1.155 Total 401.182 346 Spending budget per time Between Groups 1.062 1 1.062 1.189 0.276 Within Groups 307.912 345 0.892 Total 308.974 346 Membership Between Groups 0.003 1 0.003 0.032 0.859 Within Groups 33.052 345 0.096 Total 33.055 346 Persuasion Between Groups 0.293 1 0.293 1.175 0.279 Within Groups 86.139 345 0.250 Total 86.432 346 Guarantee Between Groups 0.091 1 0.091 2.964 0.086 Within Groups 10.561 345 0.031 Total 10.651 346 Guarantee is better or not Between Groups 0.024 1 0.024 0.479 0.490 Within Groups 17.238 345 0.050 Total 17.262 346 Yearly Member Between Groups 0.010 1 0.010 0.016 0.899 Within Groups 214.618 345 0.622 Total 214.628 346 Your regular car wash service place Between Groups 0.353 1 0.353 0.515 0.473 Within Groups 236.373 345 0.685 Total 236.726 346

Table 4.29 illustrated that gender and all marketing mix factors Sig. is more

than 0.05. Therefore, we accepted null hypothesis and concluded that gender is not a

key factor affected marketing mix factors.

48


age and marketing mix factors

Ho: There is no significance difference between respondent’s age and


Table 4.30 Relationship between Age and Marketing Mix Factors

Age Sum of Squares df Mean Square F Sig. Program that always use Between Groups 8.068 6 1.345 1.163 0.326 Within Groups 393.114 340 1.156 Total 401.182 346 Spending budget per time Between Groups 7.181 6 1.197 1.348 0.235 Within Groups 301.793 340 0.888 Total 308.974 346 Membership Between Groups 1.148 6 0.191 2.038 0.06 Within Groups 31.907 340 0.094 Total 33.055 346 Persuasion Between Groups 1.827 6 0.304 1.223 0.294 Within Groups 84.606 340 0.249 Total 86.432 346 Guarantee Between Groups 0.139 6 0.023 0.747 0.612 Within Groups 10.513 340 0.031 Total 10.651 346 Guarantee is better or not Between Groups 0.158 6 0.026 0.524 0.79 Within Groups 17.104 340 0.05 Total 17.262 346 Yearly Member Between Groups 3.869 6 0.645 1.04 0.399 Within Groups 210.759 340 0.62 Total 214.628 346 Your regular car wash service place Between Groups 6.603 6 1.101 1.626 0.139 Within Groups 230.123 340 0.677 Total 236.726 346

Table 4.30 illustrated that age and all marketing mix factors Sig. is more than

0.05. Therefore, we accepted null hypothesis and concluded that age is not a key

factor affected marketing mix factors.

49


marital status and marketing mix factors

Ho: There is no significance difference between respondent’s marital status

and marketing mix factors

Table 4.31 Relationship between Marital Status and Marketing Mix Factors

Marital status Sum of Squares df Mean Square F Sig. Program that always use Between Groups 6.397 2 3.198 2.787 0.063 Within Groups 394.785 344 1.148 Total 401.182 346 Spending budget per time Between Groups 0.863 2 0.431 0.482 0.618 Within Groups 308.111 344 0.896 Total 308.974 346 Membership Between Groups 0.124 2 0.062 0.649 0.523 Within Groups 32.931 344 0.096 Total 33.055 346 Persuasion Between Groups 1.415 2 0.708 2.863 0.058 Within Groups 85.017 344 0.247 Total 86.432 346 Guarantee Between Groups 0.030 2 0.015 0.481 0.619 Within Groups 10.622 344 0.031 Total 10.651 346 Guarantee is better or not Between Groups 0.052 2 0.026 0.517 0.597 Within Groups 17.210 344 0.050 Total 17.262 346 Yearly Member Between Groups 0.011 2 0.006 0.009 0.991 Within Groups 214.617 344 0.624 Total 214.628 346 Your regular car wash service place Between Groups 2.704 2 1.352 1.987 0.139 Within Groups 234.022 344 0.680 Total 236.726 346

Table 4.31 illustrated that marital status and all marketing mix factors Sig. is

more than 0.05. Therefore, we accepted null hypothesis and concluded that status is

not a key factor affected marketing mix factors.

50


educational background and marketing mix factors

Ho: There is no significance difference between respondent’s educational

background and marketing mix factors

Table 4.32 Relationship between Educational Background and Marketing Mix

Factors

Educational background Sum of Squares df Mean Square F Sig.


Table 4.32 illustrated that educational background and most of marketing mix

factors Sig. is more than 0.05 except guarantee policy and yearly member factor Sig.

which are less than 0.05. Therefore, we rejected null hypothesis and concluded that

educational background is a key factor affected marketing mix factors. This means

people who have a bachelor degree think about guarantee policy and willing to pay

yearly member different from people who have a master degree.

51


occupation and marketing mix factors

Ho: There is no significance difference between respondent’s occupation and


Table 4.33 Relationship between Occupation and Marketing Mix Factors

Occupation Sum of Squares df Mean Square F Sig. Program that always use Between Groups 10.630 7 1.519 1.318 0.241 Within Groups 390.552 339 1.152 Total 401.182 346 Spending budget per time Between Groups 9.098 7 1.300 1.469 0.177 Within Groups 299.876 339 0.885 Total 308.974 346 Membership Between Groups 0.627 7 0.090 0.937 0.478 Within Groups 32.427 339 0.096 Total 33.055 346 Persuasion Between Groups 3.809 7 0.544 2.232 0.031 Within Groups 82.624 339 0.244 Total 86.432 346 Guarantee Between Groups 0.201 7 0.029 0.929 0.484 Within Groups 10.451 339 0.031 Total 10.651 346 Guarantee is better or not Between Groups 1.035 7 0.148 3.088 0.004 Within Groups 16.227 339 0.048 Total 17.262 346 Yearly Member Between Groups 2.687 7 0.384 0.614 0.744 Within Groups 211.941 339 0.625 Total 214.628 346 Your regular car wash service place Between Groups 2.302 7 0.329 0.476 0.852 Within Groups 234.424 339 0.692 Total 236.726 346

Table 4.33 illustrated that occupation and most of marketing mix factors Sig.

is more than 0.05 except persuasion factor and guarantee is better or not Sig. which

are less than 0.05. Therefore, we rejected null hypothesis and concluded that

occupation is a key factor affected marketing mix factors. The results also revealed

that people who are in different careers think about persuasion differently and they are

not quite sure whether car wash with the quality guarantee policy will be better than

car wash service sites that do not have it or not.

52


working position and marketing mix factors

Ho: There is no significance difference between respondent’s working

position and marketing mix factors

Table 4.34 Relationship between Working Position and Marketing Mix Factors

Position Sum of Squares df Mean Square F Sig.


Table 4.34 illustrated that working position and most of marketing mix factors

Sig. is more than 0.05 except membership and yearly member factor Sig. which are

less than 0.05. Therefore, we rejected null hypothesis and concluded that position is a

key factor affected marketing mix factors. The results also revealed that people who

are in different working positions think about membership and willing to pay yearly

member differently.

53


salary and marketing mix factors

Ho: There is no significance difference between respondent’s salary and


Table 4.35 Relationship between Salary and Marketing Mix Factors

Salary Sum of Squares df Mean Square F Sig.


Table 4.35 illustrated that salary and most of marketing mix factors Sig. is

more than 0.05 except membership and yearly member factor Sig. which are less than

0.05. Therefore, we rejected null hypothesis and concluded that salary is a key factor

affected marketing mix factors. The results also revealed that people who earn

different monthly income think about membership and willing to pay yearly member

differently.

The results from Sub-Hypothesis 1.1 to Sub-Hypothesis 1.7 illustrated that

educational background, occupation, working position and salary are key factors

affected marketing factors.

54

2) Hypothesis 2

There is no significance difference between demographic factors and factors

that influence decision making on using car wash service in Bangkok


gender and decision making factors

Ho: There is no significance difference between respondent’s gender and

decision making factors

Table 4.36 Relationship between Gender and Decision Making Factors

Gender Sum of Squares df Mean Square F Sig.

Quality of the wash Between Groups 0.383 1 0.383 1.696 0.194 Within Groups 77.813 345 0.226 Total 78.196 346 Service fees Between Groups 1.921 1 1.921 2.672 0.103 Within Groups 248.033 345 0.719 Total 249.954 346 Convenience Between Groups 0.084 1 0.084 0.173 0.678 Within Groups 167.236 345 0.485 Total 167.320 346 Speed of services Between Groups 0.617 1 0.617 1.106 0.294 Within Groups 192.306 345 0.557 Total 192.922 346 Scratch protection Between Groups 0.009 1 0.009 0.020 0.888 Within Groups 151.392 345 0.439 Total 151.401 346 Safety Between Groups 1.534 1 1.534 3.889 0.049 Within Groups 136.074 345 0.394 Total 137.608 346 Environmental safety Between Groups 4.063 1 4.063 5.140 0.024 Within Groups 272.703 345 0.790 Total 276.767 346 Services of employees Between Groups 0.437 1 0.437 0.910 0.341 Within Groups 165.707 345 0.480 Total 166.144 346 Satisfaction Between Groups 2.173 1 2.173 4.395 0.037 Within Groups 170.571 345 0.494 Total 172.744 346

Table 4.36 illustrated that gender and most of decision making factors Sig. is

more than 0.05 except safety, environmental safety and satisfaction factor Sig. which

are less than 0.05. Therefore, we rejected null hypothesis and concluded that gender is

a key factor affected decision making factors. The results also revealed that male and

55

female consider on safety, the safety of environment and satisfaction with the works

differently when they want to use the car wash service.


age and decision making factors

Ho: There is no significance difference between respondent’s age and decision

making factors

Table 4.37 Relationship between Age and Decision Making Factors

Age Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 2.369 6 0.395 1.770 0.104 Within Groups 75.827 340 0.223 Total 78.196 346 Service fees Between Groups 14.995 6 2.499 3.616 0.002 Within Groups 234.959 340 0.691 Total 249.954 346 Convenience Between Groups 2.524 6 0.421 0.868 0.519 Within Groups 164.796 340 0.485 Total 167.320 346 Speed of services Between Groups 1.353 6 0.226 0.400 0.879 Within Groups 191.569 340 0.563 Total 192.922 346 Scratch protection Between Groups 2.403 6 0.401 0.914 0.485 Within Groups 148.997 340 0.438 Total 151.401 346 Safety Between Groups 2.503 6 0.417 1.050 0.393 Within Groups 135.105 340 0.397 Total 137.608 346 Environmental safety Between Groups 7.258 6 1.210 1.526 0.169 Within Groups 269.509 340 0.793 Total 276.767 346 Services of employees Between Groups 2.495 6 0.416 0.864 0.522 Within Groups 163.649 340 0.481 Total 166.144 346 Satisfaction Between Groups 4.585 6 0.764 1.545 0.163 Within Groups 168.159 340 0.495 Total 172.744 346

Table 4.37 illustrated that age and most of decision making factors Sig. is

more than 0.05 except service fees factor Sig. which is less than 0.05. Therefore, we

rejected null hypothesis and concluded that age is a key factor affected decision

making factors. The results also revealed that people at different ages consider on

service fees differently when they want to use the car wash service.

56


marital status and decision making factors

Ho: There is no significance difference between respondent’s marital status

and decision making factors

Table 4.38 Relationship between Marital Status and Decision Making Factors

Marital Status Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 0.585 2 0.293 1.297 0.275 Within Groups 77.611 344 0.226 Total 78.196 346 Service fees Between Groups 10.463 2 5.231 7.514 0.001 Within Groups 239.491 344 0.696 Total 249.954 346 Convenience Between Groups 0.118 2 0.059 0.122 0.885 Within Groups 167.201 344 0.486 Total 167.320 346 Speed of services Between Groups 0.675 2 0.337 0.604 0.547 Within Groups 192.247 344 0.559 Total 192.922 346 Scratch protection Between Groups 0.628 2 0.314 0.716 0.489 Within Groups 150.773 344 0.438 Total 151.401 346 Safety Between Groups 8.615 2 4.308 11.488 0.000 Within Groups 128.993 344 0.375 Total 137.608 346 Environmental safety Between Groups 0.883 2 0.441 0.550 0.577 Within Groups 275.884 344 0.802 Total 276.767 346 Services of employees Between Groups 0.327 2 0.164 0.340 0.712 Within Groups 165.817 344 0.482 Total 166.144 346 Satisfaction Between Groups 1.961 2 0.981 1.975 0.140 Within Groups 170.782 344 0.496 Total 172.744 346

Table 4.38 illustrated that marital status and most of decision making factors

Sig. is more than 0.05 except service fees and safety factor Sig. which are less than

0.05. Therefore, we rejected null hypothesis and concluded that marital status is a key

factor affected decision making factors. The results also revealed that people who are

single consider on service fees and safety differently when they want to use the car

wash service from people who are married or divorced.

57


educational background and decision making factors

Ho: There is no significance difference between respondent’s educational

background and decision making factors

Table 4.39 Relationship between Educational Background and Decision Making

Factors

Educational background Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 4.552 3 1.517 7.068 0.000 Within Groups 73.644 343 0.215 Total 78.196 346 Service fees Between Groups 9.341 3 3.114 4.439 0.004 Within Groups 240.613 343 0.701 Total 249.954 346 Convenience Between Groups 1.252 3 0.417 0.862 0.461 Within Groups 166.068 343 0.484 Total 167.320 346 Speed of services Between Groups 7.931 3 2.644 4.902 0.002 Within Groups 184.991 343 0.539 Total 192.922 346 Scratch protection Between Groups 4.826 3 1.609 3.764 0.011 Within Groups 146.575 343 0.427 Total 151.401 346 Safety Between Groups 2.050 3 0.683 1.729 0.161 Within Groups 135.558 343 0.395 Total 137.608 346 Environmental safety Between Groups 3.029 3 1.010 1.265 0.286 Within Groups 273.737 343 0.798 Total 276.767 346 Services of employees Between Groups 1.846 3 0.615 1.285 0.279 Within Groups 164.298 343 0.479 Total 166.144 346 Satisfaction Between Groups 9.610 3 3.203 6.735 0.000 Within Groups 163.134 343 0.476 Total 172.744 346

Table 4.39 illustrated that educational background and most of decision

making factors Sig. is less than 0.05 except convenience, safety, environmental safety,

and services of employees factor Sig. which are more than 0.05. Therefore, we reject

null hypothesis and concluded that educational background is one of many key factor

affected decision making factors.

58


occupation and decision making factors

Ho: There is no significance difference between respondent’s occupation and


Table 4.40 Relationship between Occupation and Decision Making Factors

Occupation Sum of Squares df Mean Square F Sig.


Table 4.40 illustrated that occupation and all decision making factors Sig. is

more than 0.05. Therefore, we accepted null hypothesis and concluded that

occupation is not a key factor affected decision making factors.

59


working position and decision making factors

Ho: There is no significance difference between respondent’s working

position and decision making factors

Table 4.41 Relationship between Working Position and Decision Making Factors

Working position Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 0.855 4 0.214 0.945 0.438 Within Groups 77.341 342 0.226 Total 78.196 346 Service fees Between Groups 1.352 4 0.338 0.465 0.761 Within Groups 248.602 342 0.727 Total 249.954 346 Convenience Between Groups 2.148 4 0.537 1.112 0.351 Within Groups 165.172 342 0.483 Total 167.320 346 Speed of services Between Groups 1.325 4 0.331 0.591 0.669 Within Groups 191.597 342 0.560 Total 192.922 346 Scratch protection Between Groups 1.772 4 0.443 1.013 0.401 Within Groups 149.628 342 0.438 Total 151.401 346 Safety Between Groups 1.196 4 0.299 0.749 0.559 Within Groups 136.412 342 0.399 Total 137.608 346 Environmental safety Between Groups 5.823 4 1.456 1.838 0.121 Within Groups 270.943 342 0.792 Total 276.767 346 Services of employees Between Groups 0.941 4 0.235 0.487 0.745 Within Groups 165.203 342 0.483 Total 166.144 346 Satisfaction Between Groups 0.239 4 0.060 0.118 0.976 Within Groups 172.505 342 0.504 Total 172.744 346

Table 4.41 illustrated that working position and all decision making factors

Sig. is more than 0.05. Therefore, we accepted null hypothesis and concluded that

position is not a key factor affected decision making factors.

60


salary and decision making factors

Ho: There is no significance difference between respondent’s salary and


Table 4.42 Relationship between Salary and Decision Making Factors

Salary Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 0.855 4 0.214 0.945 0.438 Within Groups 77.341 342 0.226 Total 78.196 346 Service fees Between Groups 1.352 4 0.338 0.465 0.761 Within Groups 248.602 342 0.727 Total 249.954 346 Convenience Between Groups 2.148 4 0.537 1.112 0.351 Within Groups 165.172 342 0.483 Total 167.320 346 Speed of services Between Groups 1.325 4 0.331 0.591 0.669 Within Groups 191.597 342 0.560 Total 192.922 346 Scratch protection Between Groups 1.772 4 0.443 1.013 0.401 Within Groups 149.628 342 0.438 Total 151.401 346 Safety Between Groups 1.196 4 0.299 0.749 0.559 Within Groups 136.412 342 0.399 Total 137.608 346 Environmental safety Between Groups 5.823 4 1.456 1.838 0.121 Within Groups 270.943 342 0.792 Total 276.767 346 Services of employees Between Groups 0.941 4 0.235 0.487 0.745 Within Groups 165.203 342 0.483 Total 166.144 346 Satisfaction Between Groups 0.239 4 0.060 0.118 0.976 Within Groups 172.505 342 0.504 Total 172.744 346

Table 4.42 illustrated that salary and all decision making factors Sig. is more

than 0.05. Therefore, we accepted null hypothesis and concluded that salary is not a

key factor affected decision making factors.

The results from Sub-Hypothesis 2.1 to Sub-Hypothesis 2.7 illustrated that

gender, age, marital status, and educational background are key factors affected

decision making factors.

61

3) Hypothesis 3

There is no significance difference between marketing mix factors and factors

that influence decision making on using car wash service in Bangkok

• Sub-Hypothesis 3.1: There is no significance difference between car wash

service program that always used and decision making factors

Ho: There is no significance difference between car wash service program that

always used and decision making factors

Table 4.43 Relationship between Car Wash Service Program that always used and

Decision Making Factors

Program Sum of Squares df Mean Square F Sig.


Table 4.43 illustrated that program that always used and most of decision

making factors Sig. is more than 0.05 except service fees and convenience factor Sig.

which are less than 0.05. Therefore, we rejected null hypothesis and concluded that

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program that always used is a key factor affected decision making factors. The results

also revealed that people who use different car wash program consider on service fees

and convenience to use the car wash service differently.

• Sub-Hypothesis 3.2: There is no significance difference between price and


Ho: There is no significance difference between price and decision making

factors

Table 4.44 Relationship between Price and Decision Making Factors

Price Sum of Squares df Mean Square F Sig.


Table 4.44 illustrated that price and most of decision making factors Sig. is

more than 0.05 except environmental safety factor Sig. which is less than 0.05.

Therefore, we rejected null hypothesis and concluded that price is a key factor

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affected decision making factors. The results also revealed that the level of prices that

people are willing to spend per time have some impact on environmental safety.

• Sub-Hypothesis 3.3: There is no significance difference between member and


Ho: There is no significance difference between member and decision making

factors

Table 4.45 Relationship between Membership and Decision Making Factors

Membership Sum of Squares df Mean Square F Sig.


Table 4.45 illustrated that member and all decision making factors Sig. is more

than 0.05. Therefore, we accepted null hypothesis and concluded that member is not a

key factor affected decision making factors.

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• Sub-Hypothesis 3.4: There is no significance difference between guarantee

policy and decision making factors

Ho: There is no significance difference between guarantee policy and decision

making factors

Table 4.46 Relationship between Guarantee Policy and Decision Making Factors

Guarantee policy Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 0.089 1 0.089 0.391 0.532 Within Groups 78.107 345 0.226 Total 78.196 346 Service fees Between Groups 0.329 1 0.329 0.455 0.500 Within Groups 249.624 345 0.724 Total 249.954 346 Convenience Between Groups 1.981 1 1.981 4.134 0.043 Within Groups 165.339 345 0.479 Total 167.320 346 Speed of services Between Groups 0.389 1 0.389 0.696 0.405 Within Groups 192.534 345 0.558 Total 192.922 346 Scratch protection Between Groups 0.114 1 0.114 0.259 0.611 Within Groups 151.287 345 0.439 Total 151.401 346 Safety Between Groups 0.345 1 0.345 0.867 0.353 Within Groups 137.263 345 0.398 Total 137.608 346 Environmental safety Between Groups 1.724 1 1.724 2.163 0.142 Within Groups 275.042 345 0.797 Total 276.767 346 Services of employees Between Groups 0.822 1 0.822 1.716 0.191 Within Groups 165.322 345 0.479 Total 166.144 346 Satisfaction Between Groups 0.019 1 0.019 0.038 0.845 Within Groups 172.724 345 0.501 Total 172.744 346

Table 4.46 illustrated that guarantee and most of decision making factors Sig.

is more than 0.05 except convenience safety factor Sig. which is less than 0.05.

Therefore, we rejected null hypothesis and concluded that guarantee is a key factor

affected decision making factors. The results also revealed that quality guarantee

policy have some impact on convenience to use the service.

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• Sub-Hypothesis 3.5: There is no significance difference between guarantee is

better or not factor and decision making factors

Ho: There is no significance difference between guarantee is better or not

factor and decision making factors

Table 4.47 Relationship between Guarantee is better or not and Decision Making

Factors

Guarantee is better or not Sum of Squares df Mean Square F Sig.


Table 4.47 illustrated that guarantee is better or not factor and all decision

making factors Sig. is more than 0.05. Therefore, we accepted null hypothesis and

concluded that guarantee is better or not factor is not a key factor affected decision

making factors.

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• Sub-Hypothesis 3.6.: There is no significance difference between yearly

member factor and decision making factors

Ho: There is no significance difference between yearly member factor and


Table 4.48 Relationship between Yearly Member and Decision Making Factors

Yearly member Sum of Squares df Mean Square F Sig.


Table 4.48 illustrated that yearly member and most of decision making factors

Sig. is more than 0.05 except services of employees factor Sig. which is less than

0.05. Therefore, we rejected null hypothesis and concluded that yearly member is a

key factor affected decision making factors. The results also revealed that levels of

yearly member service fees have some impact on services of employees.

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• Sub-Hypothesis 3.7: There is no significance difference between regularly

place that use the service factor and decision making factors

Ho: There is no significance difference between regularly place that use the

service factor and decision making factors

Table 4.49 Relationship between regularly place and Decision Making Factors

Regularly place Sum of Squares df Mean Square F Sig. Quality of the wash Between Groups 0.809 3 0.270 1.196 0.311 Within Groups 77.387 343 0.226 Total 78.196 346 Service fees Between Groups 0.127 3 0.042 0.058 0.982 Within Groups 249.827 343 0.728 Total 249.954 346 Convenience Between Groups 0.544 3 0.181 0.373 0.773 Within Groups 166.776 343 0.486 Total 167.320 346 Speed of services Between Groups 4.120 3 1.373 2.495 0.060 Within Groups 188.802 343 0.550 Total 192.922 346 Scratch protection Between Groups 1.525 3 0.508 1.163 0.324 Within Groups 149.876 343 0.437 Total 151.401 346 Safety Between Groups 0.377 3 0.126 0.314 0.815 Within Groups 137.231 343 0.400 Total 137.608 346 Environmental safety Between Groups 3.427 3 1.142 1.434 0.233 Within Groups 273.339 343 0.797 Total 276.767 346 Services of employees Between Groups 1.854 3 0.618 1.290 0.278 Within Groups 164.290 343 0.479 Total 166.144 346 Satisfaction Between Groups 0.674 3 0.225 0.448 0.719 Within Groups 172.070 343 0.502 Total 172.744 346

Table 4.49 illustrated that regularly place factor and all decision making

factors Sig. is more than 0.05. Therefore, we accepted null hypothesis and concluded

that regularly place factor is not a key factor affected decision making factors.

The results from Sub-Hypothesis 3.1 to Sub-Hypothesis 3.7 illustrated that car

wash service program that always used, price, guarantee policy, and yearly member

are key factors affected decision making factors.

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4.5 Financial Analysis

4.5.1 Revenues forecast.

Assuming that car owners use our services 1,860 minutes per day and the

average service fee is 165 baht/car. The revenues per day are 13,252.50 baht which

equal to 397,575 baht in monthly income. Therefore, yearly revenue would be

4,770,900 baht. The forecasts show in the table below comprises of pessimistic

growth estimation, normal growth estimation, and optimistic growth estimation.

Table 4.50 Revenues Forecast from 2008 to 2012 Revenues Forecast (Baht)

Year 2008F 2009F 2010F 2011F 2012F Revenues (Pessimistic) 4,770,900 4,627,773 4,488,940 4,354,272 4,223,643 Revenues 4,770,900 5,009,445 5,259,917 5,522,913 5,799,059 Revenues (Optimistic) 4,770,900 5,104,863 5,462,203 5,844,558 6,253,677

Pessimistic growth = growth rate of –3 percent per year

Normal growth = growth rate of 5 percent per year

Optimistic growth = growth rate of 7 percent per year

4.5.2 Unit cost.

1) Washing (Around 20 minutes)

The cost of washing per car can be estimated roughly as the following figure

shows.

• Labor Cost (2 persons for washing 1 car)

1 person = 6,000 baht/month

2 persons = 12,000 baht/month

= 400 baht/day

= 50 baht/hr. (works 8 hour/day)

= 0.83 baht/min.

Washing 1 car (20 mins.) = 16.6 baht/20 min.

• Shampoo Foam Cost (Bodywork Shampoo Conditioner from Autoglym Brand)

Shampoo foam 30 litre = 1,500 baht

Shampoo foam = 1.25 baht/car (1 Litre for 40 cars)

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Table 4.51 Total Washing Unit Cost

Washing Component Cost (Baht) Labor cost (20 mins.) 16.6

Shampoo Foam 1.25 Water (30 Litre) 0.6

Electric (1200W for 20 mins.) 3.75 Total 22.2

Source: Auto Care Clinic Co., Ltd.

2) Waxing (Around 1 hour)

The cost of waxing per car can be estimated roughly as the following figure

shows.

• Labor Cost (2 persons for waxing 1 car)

Waxing 1 car (1 hour) = 49.8 baht/60 min.

• Solution Cost (Extra Gloss Protection from Autoglym Brand)

Solution 100 ML per car = 118 baht (1.18 baht/ML)

Table 4.52 Total Waxing Unit Cost

Waxing Component Cost (Baht) Labor cost (1 hr.) 49.8

Solution 118 Water (15 Litre) 0.3

Electric (1200W for 1 hr.) 11.25 Total 179.35

Source: Auto Care Clinic Co., Ltd.

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4.5.3 Break-even analysis.

1) Fixed costs

- Labor cost 132,000 baht / month - Insurance 10,000 baht / month - Rent 60,000 baht / month - Maintenance cost 3,000 baht / month - Promotion and advertising cost 20,000 baht / month

Total Fixed Cost = 225,000 baht / month

2) Variable costs Based on 83.7 cars per day choosing washing program

Washing Program

Shampoo Foam 1.25 Water (30 Litre) 0.6

Electric (1200W for 20 mins.) 3.75

Total Variable Cost for Washing Program = 5.60 baht/car

3) Service charges

Washing Program 150 baht

If we calculate only washing program as most of the company’s revenues come from it, the break-even point is;

225,000/ (150-5.6) = 1,558.17 cars / month

= 51.94 cars / day

4.5.4 Income forecast.

The income forecast shows below is based on the growth rate of 5% per year

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Table 4.53 Income Forecast from 2008 to 2012

Income Forecast (Baht) Year 2008F 2009F 2010F 2011F 2012F Sales 4,770,900 5,009,445 5,259,917 5,522,913 5,799,059 Cost of Good Sold 1,145,860 1,203,153 1,263,310 1,326,476 1,392,800 Gross Profit 3,625,040 3,806,292 3,996,607 4,196,437 4,406,259 Operating Expenses Rent 720,000 756,000 793,800 833,490 875,165 Insurance 120,000 126,000 132,300 138,915 145,861 Administrative Expenses 1,620,000 1,701,000 1,786,050 1,875,353 1,969,120 Promotion and Advertisement 240,000 252,000 264,600 277,830 291,722 Total Operating Expenses 2,700,000 2,835,000 2,976,750 3,125,588 3,281,867 Operating Income 925,040 971,292 1,019,857 1,070,850 1,124,392 Interest Paid 74,003 77,703 81,589 85,668 89,951 Income Before Tax 851,037 893,589 938,268 985,182 1,034,441 Corporate Tax (30%) 255,311 268,077 281,480 295,555 310,332 Net Income 595,726 625,512 656,788 689,627 724,109

4.5.5 Cash flow forecast.

Table 4.54 Cash Flow Forecast from 2008 to 2012

Cash Flow Forecast Year Initial Stage 2008F 2009F 2010F 2011F 2012F Beginning Cash Balance -1,500,000 -806,416 -78,154 686,522 1,489,432 Cash Inflow Sales 4,770,900 5,009,445 5,259,917 5,522,913 5,799,059 Investment Income 23,855 25,047 26,300 27,615 28,995 Total Cash Inflow 4,794,755 5,034,492 5,286,217 5,550,528 5,828,054 Available Cash Balance 3,294,755 4,228,076 5,208,063 6,237,050 7,317,486 Cash outflow Initial Investment -1,500,000 Cost of Good Sold 1,145,860 1,203,153 1,263,310 1,326,476 1,392,800 Operating Expenses 2,700,000 2,835,000 2,976,750 3,125,588 3,281,867 Tax 255,311 268,077 281,480 295,555 310,332 Total Cash Outflow -1,500,000 4,101,171 4,306,229 4,521,541 4,747,618 4,984,999 Ending Cash Balance -1,500,000 -806,416 -78,154 686,522 1,489,432 2,332,487

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The figure above shows the forecast of cash flow. The initial investment is

estimated to be 1,5000,000 baht. This investment includes legal consultants, expensed

equipments, building labor, building equipments and other necessities to start up the

business. The figure shows that the investment will be returned within 3 years (or year

2010). The IRR for this project is 17.54 %

4.5.6 Revenues forecast, income forecast, and cash flow forecast from the

fifth year on.

Let’s assume that from the fifth year, the market has been fully saturated and

the growth rate decline to 3 percent. We will have the following figure for revenues

forecast, income forecast, and cash flow forecast.

1) Revenues forecast

Table 4.55 Revenues Forecast from 2013 to 2017 Revenues Forecast (Baht)

Year 2013F 2014F 2015F 2016F 2017F Revenues 5,973,031 6,152,221 6,336,788 6,526,892 6,722,698

2) Income forecast

Table 4.56 Income Forecast from 2013 to 2017 Income Forecast (Baht)

Year 2013F 2014F 2015F 2016F 2017F Sales 5,973,031 6,152,221 6,336,788 6,526,892 6,722,698 Cost of Good Sold 1,434,584 1,477,621 1,521,950 1,567,608 1,614,637 Gross Profit 4,538,447 4,674,600 4,814,838 4,959,283 5,108,062 Operating Expenses Rent 901,419 928,462 956,316 985,005 1,014,556 Insurance 150,237 154,744 159,386 164,168 169,093 Administrative Expenses 2,028,194 2,089,040 2,151,711 2,216,262 2,282,750 Promotion and Advertisement 300,473 309,487 318,772 328,335 338,185 Total Operating Expenses 3,380,323 3,481,733 3,586,185 3,693,770 3,804,583 Operating Income 1,158,124 1,192,868 1,228,654 1,265,513 1,303,479 Interest Paid 92,650 95,429 98,292 101,241 104,278 Income Before Tax 1,065,474 1,097,438 1,130,361 1,164,272 1,199,200 Corporate Tax (30%) 319,642 329,231 339,108 349,282 359,760 Net Income 745,832 768,207 791,253 814,991 839,440

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3) Cash flow forecast

Table 4.57 Cash Flow Forecast from 2013 to 2017 Cash Flow Forecast

Year 2013F 2014F 2015F 2016F 2017F Beginning Cash Balance 2,332,487 3,200,834 4,095,232 5,016,461 5,965,327 Cash Inflow Sales 5,973,031 6,152,221 6,336,788 6,526,892 6,722,698 Investment Income 29,865 30,761 31,684 32,634 33,613 Total Cash Inflow 6,002,896 6,182,983 6,368,472 6,559,526 6,756,312 Available Cash Balance 8,335,383 9,383,817 10,463,704 11,575,987 12,721,639 Cash outflow Initial Investment Cost of Good Sold 1,434,584 1,477,621 1,521,950 1,567,608 1,614,637 Operating Expenses 3,380,323 3,481,733 3,586,185 3,693,770 3,804,583 Tax 319,642 329,231 339,108 349,282 359,760 Total Cash Outflow 5,134,549 5,288,585 5,447,243 5,610,660 5,778,980 Ending Cash Balance 3,200,834 4,095,232 5,016,461 5,965,327 6,942,659 4.6 Cash Management

When running any business, it is typical that there will be a large sum of cash

reserved in saving accounts. These accounts are used for immediate cash

disbursement such as employees’ salary, utility costs, and other miscellaneous

expenses. Fortunately, these disbursements are cyclical. That is, it can be expected on

which day these disbursements must be made. For example, employees’ salary will be

paid at the end of the month – once a month. Utilities such as electricity and water

must be paid by the first week of the month.

While the rate of interests of the saving accounts is 0.75% a tear, there are

some opportunities to deposit these cash to generate high returns with minimal risks

while still maintaining almost the same liquidity. Siam Commercial Bank offers very

popular fix-income mutual funds. Some other commercial banks also offer similar

kind of mutual funds and call them under different names. For Siam Commercial

Bank, they offer SCBSFF and SCBRF (more information is available on

http://www.scbam.com) which both typically generate the return as much or higher

than 12-month fix-deposit.

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4.7 Human Resources Management

The company will be divided into the following departments; finance and

accounting, sales and marketing, Procurement and operations. The company will

employ 17 people as follow. The employees listed below will be reported directly to

the manager of the company.

Table 4.58 Number of Employees in each Department

Department Number of employees Finance and accounting 2

Sales and marketing 2 Procurement 1 Operations 12

Expansion plan

After serving customers for one or two years, the company might decide to

add some services such as wheel and tyre cleaning, interior cleaning or engine

cleaning to attract new customers. However, they have to think about pros and cons

that it will be worth or not because they are extraordinary services which customers

have overlooked from the findings in this research. However, if they decided to do

this, they have to employ new employees in procurement and operations department;

another one for procurement department to remain the same good relationship with

the suppliers and another one each for the extra services. In the following table, we

assumed that the company adds all services above. So, the new employees listed will

be like this;

Table 4.59 Number of Employees in each Department after Expansion Department Number of employees

Finance and accounting 2 Sales and marketing 2

Procurement 2 Operations 15

In term of adding new car wash service stations, the company should think

about it when they see that customers’ demands are higher than its capacity. This can

be done by expanding existing area or adding a new branch. If entrepreneurs decide to

expand the business by adding new car wash stations at the same site, they might

concern on availability of the nearby area first whether it can be done or not.

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However, the researcher believe that adding some new branch at other areas will be

more appropriate to this kind of business because we will get more customers at that

areas and we can serve our existing customers very well also.

4.8 SWOT Analysis

SWOT is an abbreviation of Strengths, Weaknesses, Opportunities, and

threats. It is a great tool for auditing the overall strategic position of the current

business and its environments.

1) Strengths

• The company has the know-how. As more competitors are getting into the

market, it will be possible for the company to adjust the strategic

marketing to create differentiation very quickly.

• The company is very proficient in car wash services and brand of the

products that company used is highly respected in over forty countries and

proudly hold many important endorsements for exceptional performance

and dependable quality.

• Existing strong connections with suppliers will result in a lower cost of

supplies and cost of management. The suppliers may be credited for a

slight longer term and just-in-time policy may be utilized based on the

connection we have.

2) Weaknesses

• The start-up capital of this business is not very large. If some big

companies found out that the business unit worth the investment and

becomes our competitors directly, it would be difficult to compete with

them.

• The company is a new comer. Customers may not be confident with us.

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3) Opportunities

• With the widely respected brand of the products company used, the

company can adjust and create more varieties based on the original

services to expand to different market segments which the company can

utilize them as a key differentiation.

• The business sector that company served is expanding continuously as the

number of personal car registered is increasing everyday.

4) Threats

• New entrants can compete with the company easily and they might take

market share away form us.

• The company’s revenues will be decreased a little bit when it comes to

rainy season as customers tend to wash their cars less often.

• Existing competitors such as CAR WE LOVE, which provides carwash

service in Central, Future, Robinson Department store, car wash service

operators in gas station such as Shell , PTT, Caltex and Jet might expand

their current business into other department stores and gas stations

respectively, making our revenues decreased.

• Premium car care products companies such as Autoglym and Meguiars

might establish their own franchising system for car wash service in

Thailand, making people who are reliable with their world class products

likely to be loyalty with them more than the company’s products. This

might affect the company’s market share to be decreased.

4.9 BCG Matrix

The BOSTON matrix is a chart that had been created by Bruce Henderson for

the Boston Consulting Group in 1970 to help corporations with analyzing their

business units or product lines. This helps the company allocate resources and is used

as an analytical tool in brand marketing, product management, strategic management

and portfolio-analysis.

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Figure 4 BCG Matrix Source: http://www.12manage.com/methods_bcgmatrix.html

Four segments of the BCG Matrix in figure 4 provide 4 categories in a

portfolio of a company:

1) Stars (high growth, high market share)

• Stars are using large amount of cash. Stars are leader in the business.

Therefore they should also generate large amounts of cash.

• Stars are frequently roughly in balance of net cash flow. However if

needed, any attempt should be made to hold your market share in Stars,

because the rewards will be Cash Cows if market share is kept.

2) Cash Cows (low growth, high market share)

• Profits and cash generation should be high. Because of the low growth,

investments which are needed should be low.

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• Cash Cows are often the stars of yesterday and they are the foundation of a

company.

3) Question Marks (high growth, low market share)

• Question Marks have the worst cash characteristics of all. They have high

demands and generate low returns because of their low market share.

• If the market share remains unchanged, Question Marks will simply

absorb great amounts of cash.

• Either invest heavily, sell off, or invest nothing and generate any cash that

you can. Increase market share or deliver cash.

4) Dogs (low growth, low market share)

• Avoid and minimize the number of Dogs in a company.

• Wash out for expensive rescue plans.

• Dogs must deliver cash, otherwise they must be liquidated.

At present, car wash business in Bangkok can be viewed as Cash Cows in

BCG Matrix as the business is in a mature or slow industry. However, even though

the growth rate of business is low, its market share is still high as the number of

personal car registered is increasing everyday as well as the changing in consumer

behavior that shifted from washing their cars by themselves in the past to using car

wash services currently. Furthermore, modern people who live in Bangkok today tend

to have no time because of living in dynamic community. Therefore, it will be good

opportunities for entrepreneurs who are interested in this business because it can

generate high profits and cash compared to the money that is invested.

79

Chapter 5

Conclusions and Recommendations

As stated in Chapter one that the present study intends to survey the market

demand on using car wash service in Bangkok. The results are used to be base

information for forecasting of customers’ demand and consumption behavior in the

financial and marketing analysis as presented in this chapter. There are two parts in

this chapter including conclusion and recommendations for future study.

5.1 Conclusions

Structured survey questionnaires were distributed to the car owners who live

in Bangkok Metropolitan area for a face-to-face interview. The descriptive statistics

for data analysis are frequency, percentage, means and standard deviation and One-

way ANOVA is applied for hypothesis testing. The samples are 400 people who are

currently own a car and live in Bangkok.

The results of the study illustrated that the majority of respondents are nearly

equal between male and female, age between 26-30 years old, single and hold

bachelor degree level. Most of them work in private company and their positions are

officers generally, and earn incomes between 15,001 to 25,000 baht.

The findings about using car wash service behavior stated that up to 86.8

percent of respondents are regularly using car wash service and usually wash their

cars once a month. Their most convenient time for using car wash service is between

15.00 pm and 18.00 pm and they will use the service whenever they are free.

However, the most preferred day to use the service is weekends. Most of them will

use car wash service by selecting washing program only which they are willing to pay

100 to 200 baht per one time that they use the service. Only 13.2 percent of

respondents stated that they do not regularly use the car wash service because they

can wash their cars by themselves.

Up to 89.3 percent of the respondents who regularly use car wash service are

not member of any car wash service operators primarily because they do not use car

wash service regularly and they think that car wash service places charge them high

service fees. Furthermore, they want to try other places to find the most appropriate

car wash service places for them. 47 percent of people who regularly use car wash

80

service have been invited primarily by brochures or leaflets, billboards and internet.

Up to 96.8 percent of them agreed that car wash service operators should have quality

guarantee scheme in order to guarantee dissatisfied results. In addition, up to 94.8

percent of these groups of people agreed that car wash service operators with the

quality guarantee policy are better than operators who do not have this policy.

The membership fees levels that people who regularly use car wash service are

willing to pay per year with limited number of services is lesser than 2,000 baht. They

always give their top three priorities when they are choosing to be membership with

car wash service operators to the locations, reliability and cleanness. Up to 31.1

percent of these groups stated that they regularly use car wash service at gas station or

pump. Most of people who regularly use car wash service would like to receive good

advice from employees and they want to be taken care of very well also. Furthermore,

they want car wash service places to have a perfect opening-closing time range, good

atmosphere, and additional services also. Most of them would like to have a waiting

room when they use car wash services followed by seeing a car wash service place

together with a gas station and convenience store.

Quality of the wash, safety, scratch protection, and satisfaction with the works

are very important decision making factors that the sample groups concern on using

car wash service. Furthermore, service of employees, convenience to use the car wash

service, speed of service, service fees, and environmental safety are important factors

that respondents also consider when they use the service. Therefore, entrepreneurs

who are interested in this business should not overlook these factors when they set up

the car wash service sites.

5.2 Recommendations

1) Car wash service should charge the reasonable price, have good and

friendly employees and do not waste the customers’ time.

2) Car wash service should have a delivery service. It should have a pick-up

service at the customers’ place in order to attract customers who have no

time. Furthermore, it will be a perfect service for people who go to car

wash service sites and it turned out that the sites cannot serve their

demands because of full capacity.

3) Car wash service should be very careful about the copy of car key because

some customers chose not to use the service as they do not trust with

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employees. They are afraid that employees would take their car key and

make a copy of it.

4) Car wash service should have guarantee policies not only the quality of the

wash matters but also the safety and properties inside the car.

5) Car wash service should have additional services such as the waiting room,

coffee club, bookstore, beauty shop for customers to use when they are

waiting for their cars cleaned.

6) Car wash service should be available after work for people who are

unavailable at the day time.

7) Workers who wash the car should have the uniform dresses in order to

have not only a good image for the company but also orderliness from the

point of view of customers.

Recommendation for further study, the future study should continue on quality

of the wash factor, safety factor, satisfaction with the works factor, service of

employees factor, and convenience to use the car wash service factor to cover all

important decision making factor and to help in planning the marketing strategies. In

case of entrepreneurs who have already own the car wash sites, the owners should

evaluate the consumer satisfaction every year in order to find the strengths and

weaknesses of the car wash service in order to improve quality and to receive greater

customer satisfaction.

82

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85

Appendix A

Questionnaire (English)

Shinawatra University Questionnaires

A FEASIBILITY STUDY OF LAUNCHING CAR WASH BUSINESS IN BANGKOK

This survey questionnaire is a part of MBA program Shinawatra University Your information will be very useful in the study. Thank you for your fulfill in these

questionnaires

Mr. Warun Jirachahisingh

MBA (Master of Business Administration)

Shinawatra University

86

Part 1 Demographic Information

1. Gender Male Female

2. Age Less than 25 years old 26-30 years old

31-35 years old 36-40 years old

41-45 years old 46-50 years old

More than 50 years old

3. Status Single Married

Divorced or widowed

4. Education Less than Bachelor Degree

Bachelor Degree

Master Degree

More than Master Degree

5. Occupation Governmental Officer Private Employees

State Enterprise Employees Entrepreneurs

Soldiers or Police Housewife

Retired

Other (Please specify)………….........

6. Position (if possible) CEO, MD and Assistant

VP and assistant

Manager and assistant

Officer Levels

7. Monthly Income Less than 15,000 baht 15,001-25,000 baht

25,001- 40,000 baht 40,001-50,000 baht

50,001-80,000 baht 80,001-100,000 baht

100,001-150,000 baht 150,001-300,000 baht

More than 300,000 baht

87

Part 2

8. Are you regularly using car wash service?

Yes (Skip question 9) No (Answer question 9 and stop)

9. Reasons for not using car wash service (Can choose more than 1 choice)

Do not have time to use the service

Unnecessary to clean the car

High price and expensive

Cannot find the appropriate car wash service place

Afraid that car will have scratches

Can clean their cars by themselves


10. How often do you use the car wash service?

Everyday More than once a week

Once a week Within 2 weeks

Once a month 2-3 months per time

4-6 months per time Longer than 6 months

11. Which period of time do you use car wash service most often?

6 am – 9 am 9 am – 12 am

12 am – 3 pm 3 pm – 6 pm

6 pm – 10 pm

12. Which day do you use car wash service most often?

Monday and Tuesday Wednesday and Thursday

Friday Saturday

Sunday Whatever

13. Which program do you always choose when you use car wash service?

Wash Only (Wash and vacuum)

Wash and Wax

Wash and Interior detailing

Wash, Wax and Interior detailing

88

14. How much money do you estimate the spending budget once you use the car

wash service?

Less than 100 baht 101-200 baht

201-300 baht 301-500 baht

501-1,000 baht 1,001-2,000 baht

2,001-2,500 baht Over than 2,500 baht

15. Have you been membership with car wash service operators currently?

Yes (skip question 16) No

16. Reasons for not being membership with any car wash service operator? (Can

choose more than 1 choice)

High Price

Want to try other places

Cannot find regularly car wash service places

Do not use car wash service regularly


17. Have you ever asked for information or invited to be membership with any

car wash service operator?

Yes No (Skip question 18)

18. Have you ever received the information for being membership with car wash

service operators through which media?

Newspapers Magazines

TV Radio

Billboard Brochure/Leaflet

Internet Other (Please specify)………….........

19. Do you think that car wash service should have the quality guarantee policy

or not?

Should have Should have not

20. Do you think that car wash service operators with the quality guarantee

policy will be better than car wash service operators who do not have it or not?

Better

Not better because …………………………………………………………..

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21. How much money are you willing to pay the yearly member fee for being the

membership (limited number of services) with car wash service operators?

Less than 2,000 baht 2,001-3,000 baht

3,001-4,000 baht 4,001-5,000 baht

5,001-8,000 baht 8,001-10,000 baht

10,001-20,000 baht Over than 20,000 baht

22. Please specify car wash service places that you use most often?

…………………………………………………………………………………………

23. Please rank these following factors that you think it is important for choosing

to be membership with any car wash service operator? (1 means the most

important and 10 means the least important)

Location (Very closed to their houses or offices)

Reasonable service fees

Reliability

Word of mouth communication that told you it is a good place

Washing products that the place used

Advertising

Promotion

Cleanness

Paid by credit or debit card

Services of employees (convenient, fast and friendly)

24. What is your expectation from using car wash service (Can choose more than

1 choice)

Good and friendly advice from washers

Proper opening-closing time range

Good Atmosphere

Selling car care products also

Additional services

Other (Please specify).............................................................................................................

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25. What additional services do you think car wash service place should have?

(Can choose more than 1 choice)

Gas Station Waiting room

High speed Internet Convenience Store

Fast food Dry clean

ATM Balance a wheel services

Transfer lubricants services Other (Please specify)………….........

Part 3

26. Please indicate the level of important of the following factors that might have

an influence on your decision making of choosing car wash operators (Please

select one alternative only)

Very Important = 5

Important = 4

Moderately Important = 3

Slightly Unimportant = 2

Not Important at all = 1

26.1 Quality of the wash 1 2 3 4 5

26.2 Service fees 1 2 3 4 5

26.3 Convenience to use the service 1 2 3 4 5

26.4 Speed of services 1 2 3 4 5

26.5 Scratch protection 1 2 3 4 5

26.6 Safety of properties inside the car 1 2 3 4 5

26.7 Environmental Safety 1 2 3 4 5

26.8 Services of employees 1 2 3 4 5

26.9 Satisfaction with the wash 1 2 3 4 5

Other comments

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

91

Appendix B

Questionnaire (Thai)

มหาวิทยาลัยชินวัตร แบบสอบถาม

เร่ือง การศึกษาความตองการของตลาดสําหรับธุรกิจการใหบริการการทําความสะอาดรถยนต

แบบสอบถามนี้เปนสวนหนึ่งของหลักสูตรบริหารธุรกิจมหาบัณฑิต มหาวิทยาลัยชินวัตร ขอมูลของทานมีประโยชนและคุณคาอยางยิ่งในการศึกษาวิจัย จึงขอขอบพระคุณทุกทานเปน

อยางสูงที่ใหความรวมมือในการตอบแบบสอบถามนี้

นาย วรุณ จิรไชยสิงห นักศึกษาหลักสูตรบริหารธุรกิจมหาบัณฑิต (MBA) มหาวิทยาลัยชินวัตร

92

สวนที่ 1 ขอมูลทั่วไป 1. เพศ ชาย หญิง

2. อายุ นอยกวา 25 ป 26-30 ป 31-35 ป

36-40 ป 41-45 ป 46-50 ป

มากกวา 50 ป

3. สถานภาพ โสด สมรส มาย/หยาราง

4. ระดับการศึกษา ต่ํากวาปริญญาตรี ปริญญาตรี

ปริญญาโท สูงกวาปริญญาโท

5. อาชีพ ขาราชการ พนักงานบริษัทเอกชน

พนักงานรัฐวิสาหกิจ ประกอบธุรกิจสวนตัว

ทหาร/ตํารวจ แมบาน

เกษียณ อื่น ๆ (โปรดระบุ)………….........

6. ตําแหนงงาน (หากมี) ประธาน, รองประธาน, กรรมการผูจัดการ, รองกรรมการผูจัดการ, ที่ปรึกษาอาวุโส

ผูอํานวยการฝาย, รองผูอํานวยการฝาย

ผูจัดการ, ผูชวยผูจัดการ ฯลฯ

เจาหนาที่, พนักงานระดับตาง ๆ

7. รายได (บาทตอเดือน) ต่ํากวา 15,000 15,001-25,000 25,001-40,000

40,001-50,000 50,001-80,000 80,001-100,000

100,001-150,000 150,001-300,000 มากกวา 300,000

93

สวนที่ 2 8. โดยปกติแลวทานใชบริการการทําความสะอาดรถยนตหรือไม

ใช (ขามขอ 9) ไมใช (ใหตอขอ 9 แลวหยุด) 9. สาเหตุที่ไมใชบริการการทาํความสะอาดรถยนต (เลือกไดมากกวา 1 ขอ)

ติดภารกิจหรือไมมีเวลา คิดวาไมจําเปนตองทําความสะอาดรถยนต

การทําความสะอาดรถยนตมีคาใชจายสูง ไมสามารถหาสถานที่ใหบริการที่เหมาะสมได

กลัวรถยนตเปนรอยขีดขวน คิดวาทําความสะอาดรถยนตดวยตัวเองได

อื่น ๆ (โปรดระบุ)………………………………. 10. ทานใชบริการการทําความสะอาดรถยนตบอยเพียงใด

ทุกวัน มากกวา 1 ครั้งตอสัปดาห

สัปดาหละครั้ง 2 สัปดาหตอครั้ง

เดือนละครั้ง 2-3 เดือนตอครั้ง

4-6 เดือนตอครั้ง นานกวา 6 เดือนตอครั้ง 11. ทานมักใชบริการการทําความสะอาดรถยนตในชวงเวลาใด

6.00-9.00 น. 9.01-12.00 น.

12.01-15.00 น. 15.01-18.00 น.

18.01-22.00 น. 12. ทานมักใชบริการการทําความสะอาดรถยนตในวันใด

วันจันทรและวันอังคาร วันพุธและวันพฤหัส

วันศุกร วันเสาร

วันอาทิตย แลวแตสะดวก 13. โดยปกติทานใชบริการการทําความสะอาดรถยนตอยางไร

ลางอยางเดยีว (ลางและดูดฝุน)

ลาง ดูดฝุนและขัดเคลือบสี (ลง Wax)

ลางและทําความสะอาดภายใน (ซักเบาะ ฟอกพรม)

ลาง ขัดเคลือบสี และทําความสะอาดภายใน 14. ในการเขารับบริการการทําความสะอาดรถยนต ทานประเมินคาใชจายตอครั้งไวที่เทาใด

ไมเกิน 100 บาท 101-200 บาท

201-300 บาท 301-500 บาท

501-1,000 บาท 1,001-2,000 บาท

2,001-2,500 บาท มากกวา 2,500 บาท 15. ทานเปนสมาชิกสถานที่ใหบริการการทาํความสะอาดรถยนตหรือไม

เปน (ขามขอ 16) ไมเปน

94

16. สาเหตุที่ทานไมเปนสมาชิกสถานที่ใหบริการการทําความสะอาดรถยนต (เลือกไดมากกวา 1 ขอ) คาใชจายสูง

ตองการลองเปลี่ยนสถานที่ใหบริการไปเรื่อย ๆ

ไมสามารถหาสถานที่ใหบริการที่ตองการใชประจําได

ไมไดใชบริการการทําความสะอาดรถยนตเปนประจํา

อื่น ๆ (โปรดระบุ)………………………………. 17. ทานเคยสอบถาม หรือไดรับขอมูลการเชิญชวนใหเขาเปนสมาชิก หรือ คาใชจายในการเปนสมาชิกของสถานที่ใหบริการการทําความสะอาดรถยนตหรือไม

เคย ไมเคย (ขามขอ 18) 18. ทานเคยไดรับการเชิญชวนใหเขาเปนสมาชิก ผานทางสื่อใด

หนังสือพิมพ นิตยสาร

ทีวี วิทยุ

แผนปายโฆษณา แผนพับ และใบปลิว

Internet อื่น ๆ (โปรดระบุ)……………………… 19. ทานคิดวาสถานที่ใหบริการการทําความสะอาดรถยนต ควรมีการรับประกันคุณภาพการใหบริการหรือไม

ควร ไมควร 20. ทานคิดวา ถาสถานที่ใหบริการการทําความสะอาดรถยนตมีตรารับประกันคุณภาพการใหบริการ จะดีกวาสถานที่ที่ไมมีตรารับประกันคุณภาพการใหบริการหรือไม

ดีกวา

ไมดีกวา เพราะ……………………………………………………………………………………. 21. ทานยินดีทีจ่ะจายคาบริการ หรือคาสมาชิกตอปแบบจํากัดจํานวนครัง้การใหบริการ (โดยประมาณ) ในการเขารับบริการการทําความสะอาดรถยนตจํานวนเทาใด

ต่ํากวา 2,000 บาท 2,001-3,000 บาท

3,001-4,000 บาท 4,001-5,000 บาท

5,001-8,000 บาท 8,001-10,000 บาท

10,001-20,000 บาท มากกวา 20,000 บาท 22. โปรดระบุสถานที่ที่ทานเขารับบริการการทําความสะอาดรถยนตที่ทานใชเปนประจําหรือเปนสมาชิกในปจจุบัน ……………………………………………………………………………………………………………………

95

23. ปจจัยที่เปนสาเหตุใหทานเลือกเปนสมาชิกกับสถานที่ใหบริการการทําความสะอาดรถยนต (โปรดเรียงลําดับความสําคัญจากมากไปนอย โดยที่ 1 แสดงถึงความสําคัญมากที่สุด และ 10 แสดงถึงความสําคัญนอยที่สุด)

สถานที่ต้ัง (ใกลบาน,ใกลที่ทํางาน)

ราคาคาบริการเหมาะสม

ความนาเชื่อถือของสถานที่ใหบริการนั้น

มีคนรูจักหรือเพื่อนใชบริการ แลวบอกตอวาดี

ผลิตภัณฑที่สถานที่ใหบริการนั้นใช

โฆษณาของสถานที่ใหบริการนั้น

โปรโมชั่นของสถานที่ใหบริการนั้น

ผลงานการทําความสะอาดรถยนต การจายคาบริการดวยบัตรเครดิต/เดบิต หรือการผอนชําระคาบริการเปนงวด ๆ ได

การใหบริการของพนักงาน (สะดวก, รวดเร็ว, เปนกันเอง) 24. อะไรคือสิ่งที่ทานคาดหวังจากการใชบริการการทําความสะอาดรถยนต (เลือกไดมากกวา 1 ขอ)

มีพนักงานใหคําแนะนําการทําความสะอาดและการดูแลรถยนตอยางถูกตองและเปนกันเอง เวลาเปดปดการใหบริการของสถานที่ใหบริการการทําความสะอาดรถยนตเหมาะสม บรรยากาศโดยรอบ/โดยรวมของสถานที่ มีการจําหนายผลิตภัณฑที่ใชในการดูแลรักษารถยนต มีการใหบริการอื่น ๆ ที่นาสนใจรวมอยูในสถานที่เดียวกัน อื่น ๆ (โปรดระบุ)………………………………………… 25. ทานคิดวาทานตองการบริการใดเพิ่มเติมในการใชบริการ ณ สถานที่ใหบริการการทําความสะอาดรถยนต (เลือกไดมากกวา 1 ขอ)

สถานีบริการน้ํามัน หองรับรองลูกคาระหวางรอการทําความสะอาด บริการ Internet ความเร็วสูง รานสินคาสะดวกซื้อ รานอาหารจานดวน รานซักแหง บริการตู ATM ศูนยบริการชวงลาง ต้ังศูนย ถวงลอ ศูนยบริการเปลี่ยนถายน้ํามันเครื่อง อื่น ๆ (โปรดระบ)ุ………………………

96

สวนที่ 3 26. ปจจัยตาง ๆ ตอไปนี้มีอิทธิพลตอการเลือกสถานที่ใหบริการการทําความสะอาดรถยนตของทานมากนอยเพียงไร (โปรดเลือกเพียงหมายเลขเดียวตอหนึ่งขอยอย)

นอยที่สุด ปานกลาง มากที่สุด

26.1 คุณภาพในการทําความสะอาด 1 2 3 4 5

26.2 อัตราคาบริการในการความสะอาด 1 2 3 4 5

26.3 ความสะดวกในการมารับบริการ 1 2 3 4 5

26.4 ความรวดเร็วในการทําความสะอาด 1 2 3 4 5

26.5 การปองกันรอยขีดขวนขณะทําความสะอาด 1 2 3 4 5

26.6 ความปลอดภัยตอทรัพยสินในรถยนต 1 2 3 4 5

26.7 การปองกันอันตรายที่เกิดขึ้นตอส่ิงแวดลอม 1 2 3 4 5

26.8 การใหบริการของพนักงาน 1 2 3 4 5

26.9 ความพึงพอใจในงานกับราคาที่จายไป 1 2 3 4 5

ขอคิดเห็นเพิ่มเติม

…………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………

97

Biography

Name: Mr. Warun Jirachaisingh

Date of Bath: June 8, 1983

Place of Birth: Bangkok, Thailand

Institutions Attended:

2000-2004 Chulalongkorn University, Thailand,

Bachelor of Engineering (Industrial Engineering)

2005 Master of Business Administration in Management (MBA)

Shinawatra University, Bangkok, Thailand

Home Address: 217 Phaholyothin Rd. Samsennai Phayathai

Bangkok 10400

Telephone: +6622700744 or, +66818018406

E-Mail: [email protected]

Documents

A FEASIBILITY STUDY OF LAUNCHING CAR WASH …dspace.siu.ac.th/bitstream/1532/187/1/SIUPSSOM-MBA-2006-07.pdf · A FEASIBILITY STUDY OF LAUNCHING CAR WASH BUSINESS IN BANGKOK By Warun