Sparkle Lane Business Plan — Key Performance Indicators
The throughput, subscriber, water and margin indicators monitored weekly, with the thresholds that trigger action.
Key Performance Indicators
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. The Competitive Problem
- 3. Water: Compliance First, Saving Second
- 4. The Subscription Model
- 5. SWOT and Competitive Position
- 6. The Site and the Offer
- 7. Site Selection
- 8. Unit Economics
- 9. The Rollout and Its Gates
- 10. Funding
- 11. People and Operations
- 12. Compliance and Permits
- 13. Financial Projections
- 14. Break-Even
- 15. Sensitivity and Scenarios
- 16. Risk Management
- 17. Implementation Timeline
- 18. Returns
- 19. Key Performance Indicators
- 20. Key Assumptions
- 21. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Site Capital Schedule
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
The following are reported monthly. The first four govern revenue, the next two govern the licence to trade, and the last four govern whether the business makes money doing it.
|
Indicator |
Definition |
Target |
Why it matters |
|---|---|---|---|
|
Cars per day per site |
Vehicles washed ÷ trading days |
66 at maturity |
Break-even is 50; the gap is the weather buffer |
|
Blended revenue per car |
Total revenue ÷ cars washed |
R127 at maturity |
Mix, not list price; the basic wash alone does not carry the site |
|
Subscribers per site |
Active members at month end |
Capped, not maximised |
Each member occupies a bay 2.6 times a month |
|
Subscription share of revenue |
Subscription income ÷ total revenue |
42.3% by Year 5 |
The floor beneath a weather-dependent business |
|
Litres per car |
Water drawn ÷ cars washed |
40 litres by Year 5 |
The Cape Town by-law requires at least 50% recycling |
|
Recycling rate |
Water recycled ÷ water used |
74% by Year 5 |
Compliance first; the saving is secondary |
|
Labour as a share of revenue |
Site labour ÷ site revenue |
Below 32% |
The largest cost in the business by a wide margin |
|
Throughput per washer |
Cars washed ÷ washer shifts |
Tracked weekly |
Rostering to the demand curve, not to the clock |
|
Site-level EBITDA margin |
Site EBITDA ÷ site revenue |
Above 28% before a new build |
A gate condition at every stage |
|
Debt service cover |
EBITDA ÷ interest and capital repayments |
Above 1.30x before site three |
The Year 5 gate condition |