1.

MARKETING PLAN

1.1 BUSINESS MODEL AND VALUE PROPOSITION

The REZE ORGANIC SOAP operates on a business-to-

business (B2B) supply model, specializing in the

production and distribution of locally-made organic soap

for hotels, inns, motels, and resorts across Albay,

Philippines.

Revenue is generated through:

 Bulk sales contracts with hospitality establishments

 Private label offerings, allowing clients to brand the soap

with their own logos

 Subscription-based refill systems to support long-term

partnerships and steady supply

The company’s core value proposition lies in offering high-

quality, eco-friendly organic soap that enhances guest

experience, supports sustainable tourism, and aligns with

the values of environmentally conscious consumers and

hotel operators.

1
 1.2 PRODUCT / SERVICE: ITS USES AND USERS

The product is a natural, handmade soap formulated

using locally-sourced ingredients such as coconut oil,

calamansi, turmeric, and other herbal components.

Available in guest-size bars, the soap is suitable for all

skin types and packaged using biodegradable or refillable

materials.

Hospitality establishments choose this product to:

 Elevate their guest experience with premium amenities

 Align with green tourism standards and environmental

certifications

 Support local farmers and sustainable practices

1.2.1 Target Market and Customer Base

The company targets hospitality businesses in Albay,

including:

 Boutique hotels in urban centers such as Legazpi City

2
 Beach resorts located in Tiwi, Sto. Domingo, Bacacay,

and Tabaco

 Inns and motels near tourist destinations such as Mayon

Volcano and the Cagsawa Ruins

 Rising private resorts in Malilipot particularly at

Poblacion and San Isidro Iraya

This market was selected due to:

 The growing interest in eco-tourism in the region

 The increasing number of travelers seeking sustainable

accommodations

 A regional push toward green practices in the hospitality

sector

Target customers are typically:

 Mid- to high-end hotels with 10–50+ rooms

 Managers and owners prioritizing unique, eco-conscious

guest offerings

 Businesses looking for consistent, high-quality, local

suppliers

3
 1.2.2 Market Size and Potential

Albay is a growing tourist destination, receiving over

500,000 visitors annually in pre-pandemic years. The

province has 200+ accommodation establishments, both

listed and unlisted, providing significant potential for

supplier partnerships.

Market Potential:

 If 50 hotels each order 1,000 soap bars monthly, the

company can distribute over 50,000 units per month

 Estimated Year 1 revenue ranges between ₱3 million to ₱5

million, depending on volume and price tier

Table 1.

Projected Market Potential

Metric Estimate

Establishments in Albay (listed/unlisted) 200+

Projected Partner Clients (Year 1) 50 establishments

Average Order per Client 1,000 soap bars per month

Total Monthly Demand Estimate 50,000 soap bars

Price per Unit ₱50

Estimated Year 1 Revenue ₱30 million (₱2.5M/month × 12 months)

4
 3-Year Outlook:

 Recovery and growth of local and international tourism

 Government promotion of sustainable tourism through the

Department of Tourism (DOT)

 Hospitality businesses improving amenities and services to

meet new eco-tourism standards

Table 2.

Projected Demand (3-Year Outlook)

Average Estimated
Year Target Clients Monthly Annual Key Focus
Demand Demand
Build brand
40–50 50,000 soap 600,000 soap awareness,
Year 1
establishments bars bars secure initial
contracts
Expand
production,
75–100 100,000 soap 1.2 million soap
Year 2 strengthen
establishments bars bars
client
relationships
Expand to
nearby
120+ 150,000+ 1.8 million+ provinces,
Year 3
establishments soap bars soap bars diversify
product
offerings

5
 1.2.3 Competitor Analysis

The current market is moderately competitive. Most

accommodations still use mass-produced or commercial

soaps, which are often imported or not environmentally

friendly.

Direct Competitors:

 Commercial soap suppliers offering bulk amenities

 Imported hotel amenity kits from Metro Manila distributors

Complementary Players:

 Local manufacturers of herbal cosmetics and organic

wellness products

While some competitors have established networks, very

few offer custom-branded organic soaps with a focus on

local sourcing and sustainability. This presents a unique

opportunity for the company to establish itself as a niche

supplier.

Barriers to Entry:

 Consistency in production and packaging standards

6
 Establishing trust with decision-makers in the hospitality

sector

1.2.4 Competitive Advantage

The company differentiates itself through:

 The use of locally-sourced organic ingredients supporting

community-based farming

 Eco-friendly packaging options, with plastic-free and

refillable formats

 The ability to customize branding and scents, allowing

hotels to create a personalized guest experience

To mitigate risks, the company:

 Establishes long-term supplier agreements with local

growers

 Offers flexibility in order sizes to suit small and medium

businesses

 Invests in brand building and education on the value of

organic products

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 Legal protections include brand trademarking and potential

registration of soap formulas with the Food and Drug

Administration (FDA).

1.2.5 Marketing and Communication

The company’s marketing approach is focused and

relationship-driven. Strategies include:

 Direct outreach to hotel and resort owners/managers

through calls, emails, and in-person visits

 Participation in local trade shows, tourism expos, and green

initiatives

 Collaboration with the Department of Tourism and local

tourism councils

Digital tools include:

 Social media marketing (Facebook, Instagram)

 Online product brochures and client testimonials

 Search engine optimization (SEO) for visibility within the

local tourism and hospitality sectors

1.2.6 Distribution

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 Distribution is managed through:

 Direct delivery to clients within Albay using local

transport or courier services

 Partnerships with logistics providers for efficient

distribution to resorts in remote areas

In the future, the company plans to:

 Establish a small distribution hub in Legazpi City

 Expand operations to neighboring provinces such as

Sorsogon and Camarines Sur

1.3 SWOT ANALYSIS

A SWOT analysis is a planning tool which seeks to identify

the Strengths, Weaknesses, Opportunities and Threats

involved in a project or organisation. It's a framework for

matching an organisation's goals, programmes and

capacities to the environment in which it operates.

Table 3.

9
 Swot analysis

Strengths Weakness

 Unique, eco-conscious  Limited production scale during

product tailored for the early operations

hospitality sector
 Higher cost compared to mass-

 Strong local supply chain produced alternatives

and community partnerships

 Need to establish brand trust in a

 Flexibility in customization traditional market

and branding

Opportunities Threats

 Growing trend toward  Competition from larger

sustainable travel and green manufacturers with lower prices

accommodation practices
 Supply chain disruptions due to

 Expansion potential in the weather or raw material

Bicol Region and beyond shortages

 Possibility of selling in gift  Risk of market saturation if

shops, eco-tourism centers, competitors follow suit with

and online retail similar branding

10
2. TECHINICAL PLAN

2.1 PRODUCTION PROCESS

Table 4: Step-by-Step Soap Making Process

Step Process Descriptions

 Clean and sanitize your

Prepare Your Work Area work surface and tools.

1.
 Gather all your tools and
1
equipment

 Measure your ingredients

2. 2 Melt the Shea / Cocoa  Cut the shea butter soap

Butter Soap Base base into small cubes for

easier melting.

 Pot method: Heat in 30-

second intervals, stirring

between each, until fully

melted.

3. 3  Essential Oil: Add 5-10

drops per pound of soap

Add Essential Oil,
base for a natural scent
Fragrance Oil, and Botanical

11
 and therapeutic benefits.
Extract
 Fragrance Oil: Add 1-2

teaspoons per pound for a

stronger scent.

 Botanical Extract: Add ½

- 1 teaspoon to enhance

skin benefits.

 Stir well to evenly

distribute the ingredients.

4. 4  Slowly pour the mixture

into your soap molds.

Pour the Soap Mixture into
 Lightly spray the surface
Molds
with rubbing alcohol to

remove air bubbles.

5. 5  Allow the soap to set for

2-4 hours at room

Let the Soap Cool &
temperature.
Harden
 If needed, place the mold

in the fridge for faster

setting.

6. 6 Unmold & Store  Once hardened, gently

pop the soap out of the

12
 mold.

 Store in an airtight

container or wrap in wax

paper to preserve

freshness.

7. 7 Packaging and Display  Put it on a well prepared

packaging

 Put it on display section

In the organic soap-making, there is significant room for

Research and Development (R&D), allowing creators to

elevate their products. By exploring a variety of high-

quality, sustainably sourced ingredients, soap makers can

refine their formulations, ensuring superior texture and

benefits. Testing different soap bases, such as coconut or

olive oil, alongside shea butter, can offer diverse results.

Furthermore, formulating soaps to target specific skin

concerns, like acne or dryness, by using essential oils such

as tea tree or chamomile extract, can set the product apart.

Integrating antioxidant-rich extracts, like green tea or

rosehip, can also enhance the soap’s anti-aging properties.

Ensuring that the soap is not only effective but also free of

irritation through patch testing becomes essential in

13
delivering a gentle, high-performance product. Alongside

ingredient experimentation, soap makers can innovate with

eco-friendly packaging and natural colorants to improve the

aesthetic appeal and sustainability of their soaps.

Researching natural preservatives or techniques to enhance

shelf life and performance, such as testing the soap's lather,

moisturizing quality, and resistance to degradation, is also

crucial.

To finance the development and production of organic

soap, a combination of personal savings, small loans from

family or friends, and crowdfunding could be used initially

to cover the costs of raw materials and setting up

production. As the product gains traction, additional

funding might come from small business loans, investors,

or grants aimed at supporting eco-friendly startups. For

R&D suppliers, organic ingredients like essential oils,

fragrance oils, botanical extracts, and soap bases could be

sourced from trusted local distributors or international

suppliers focused on sustainability. In Albay, particularly in

areas like Legazpi City or Daraga, there are opportunities to

collaborate with local farms or agricultural cooperatives to

obtain fresh, organic botanicals and extracts. These

14
 partnerships would not only provide high-quality

ingredients but also support the local community and align

with the brand’s commitment to sustainability and organic

practices.

2.2 SUPPIER AND RAW MATERIALS

By supporting local producer and distributor while

creating a good quality organic soap. the fragrance oil and

essential oil are bought from Janah essential oil in Legaspi

city a local distributor here in Albay, the Buela’s local

flower shop here in San Lorenzo tabaco city known for its

good quality and fresh flowers. And the base packing, that

came from Melar packaging supplies located at Bonot

Legaspi city, Albay known for its different and unique base

packaging.

2.3 PRICE BREAKDOWN

Table 5. Price breakdown

Raw materials COST

Shea butter soap base P200.00

(500g)

Essential oil (30ml) P60.00

15
Fragrance oil (60ml) P200.00

Botanical ingredients P100.00

(bulk)

Subtotal: P580.00

Tools and equipment

Metal pan P5.00

Silicon molder P100.00

Gasol set P3.00

Spoon P1.00

Subtotal: P118.00

Utilities

Electricity and water P3.00

Subtotal: P3.00

Others

Labeling P1.00

Packaging (25pcs) P120.00

Manpower P5.00

Subtotal : P126.00

TOTAL: P788.00

Before mark up 33

Mark Up (50%) 16.5

16
Price per piece P50.00

3. ORGANIZATIONAL PLAN

3.1 FORM OF BUSINESS ORGANIZATION

Business Name: REZE ORGANIC SOAP

Legal Structure: A sole proprietorship is selected due to its

simplicity, ease of management, and cost-effectiveness.

This structure provides the owner with full control over

business decisions and operations while minimizing startup

costs. Additionally, it requires fewer legal formalities and

less paperwork compared to other business structures. The

owner has direct access to profits without the need to share

with partners or shareholders. This structure also allows for

quick decision-making, making it ideal for a small-scale

business focused on handcrafted organic soaps. However,

the owner assumes full liability for business debts and

obligations, which should be carefully managed through

proper financial planning and risk assessment.

17
3.2 VISION, MISSION, GOALS, AND OBJECTIVE

Vision Statement:

To become a trusted provider of high-quality, eco-friendly,

and handmade organic soaps that promote sustainability

and wellness.

Mission Statement:

Our mission is to create natural and chemical-free soaps

using organic ingredients, catering to health-conscious

consumers while supporting sustainable practices and

small-scale local farmers.

Goals:

Establish a strong customer base within the first year.

Develop a recognizable brand in the organic skincare

industry.

Expand product lines to include other natural skincare

products.

Achieve sustainability by sourcing ethical and eco-friendly

ingredients.

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Objectives:

Sell at least 500 units of soap per month within the first

year.

Partner with local organic farms for sustainable ingredient

sourcing.

Implement eco-friendly packaging solutions to reduce

environmental impact.

Build an active online presence through social media and e-

commerce platforms.

3.3 INTERNAL ORGANIZATION STRUCTURE

Owner/Founder

├── Production Manager

│ └── Production Staff

├── Marketing and Sales Manager

└── Finance and Inventory Manager

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The organizational structure of the company is designed to

ensure operational efficiency, clear accountability, and

effective communication across all departments. At the

helm is the Owner/Founder, who is responsible for

overseeing the overall direction of the business, including

strategic planning, product development, and high-level

decision-making. Reporting directly to the Owner are three

key managerial positions: the Production Manager, the

Marketing and Sales Manager, and the Finance and

Inventory Manager. Each manager supervises a specific

area of operations and is tasked with implementing plans

aligned with the company’s objectives.

3.4 PERSONNEL OR WORKFORCE

• Owner/Founder: Leads the business, manages

operations, and ensures product quality.

• Production Manager: At least 3 years of experience

in natural skincare or soap-making.

• Marketing and Sales Manager: Expertise in digital

marketing, branding, and customer engagement.

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 • Finance and Inventory Manager: Background in

accounting or bookkeeping, ensuring proper financial

records.

• Production Staff: Skilled in soap-making,

packaging, and handling raw materials.

Potential expansion plans may include hiring additional

production staff, customer service representatives, and

logistics personnel as the business grows

4. FINANCIAL PLAN

4.1 Income Statement

REZE Organic Soap

Income Statement

For The Period Ended December 31, 2025 – December 31, 2027

Accounts 2025 2026 22027

Revenue P288,00.00 P302,400.00 P334,719.36
COGS P189,120.00 P198,576.00 P219,937
Gross Profit P98,880.00
21 P103,824.00 P109,015.20
Operating Expenses 0 0 0
Net income P98,880.00 P103,824.00 P109,015.20
 1 production cycle = 24 units = 1hr/day

1 year = 240working day

4.2 Projected Statement of financial Position

REZE Organic Soap

Balance Sheet

For The Period Ended December 31, 2025 – December 31, 2027

Activities 2025 2026 2027

Assets
cash P148,880.00 P252,704.00 P361,719.20
Total Assets P158,998.00 P263,322.80 P372,862.20
Liabilities & Equity
Owner’s Equity P50,000.00 P50,000.00 P50,000.00
Retained Earnings P108,998.00 P213,322.00 P322,862.20
Total Liabilities & P158,998.00 P263,322.80 P372,862.20

22
Equity

4 .3 Projected Cash Flow Statement

REZE Organic Soap

Projected Cash Flow Statement

For The Period Ended December 31, 2025 – December 31, 2027

Activities 2025 2026 2027

Starting Capital P50,000.00 P148,762.00 P252,586.00
Revenue P288,000.00 P302,400.00 P317,520.00
Less: Operating cost P189,120.00 P198,576.20 P208,504.80
Ending Cash P148,76.00 P252,586.00 P361,601.20

APPENDIX

Appendix 1: Production Capacity

Production Overview:
Description Value
Units per Cycle 24 pcs
Cycle Time 1 hour
Production Days per Year 253 days
Cycles per Year 253 cycles
Total Units per Year 24 pcs × 253 cycles = 6,072 pcs

23
 Appendix 2: Raw Materials

Raw Materials Breakdown:

Unit Cost Total Cost per

Raw Material Quantity
(P) Cycle (P)
Shea Butter
500g P200.00 P200.00
Soap Base
Essential Oil 30ml P60.00 P60.00
Fragrance Oil 60ml P200.00 P200.00
Botanical
Bulk P100.00 P100.00
Ingredients
Total Raw
Materials Cost P560.00
per Cycle

Annual Raw Materials Costs:

Year Raw Materials Cost per Year (P)

2025 ₱560.00 × 240 cycles = P134,400.00
2026 ₱560.00 × 240 cycles = P134,400.00
2027 ₱560.00 × 240 cycles = P134,400.00

Appendix 3: Direct labor

Labor costs for packaging and labelling: Direct labor cost per Year:
Item Cost (P) Yea Direct Labor Cost (P)
Packaging cost 120.00 r
Labeling cost P1.00 2025 P126.00 × 240 cycles = P30,240.00
Manpower cost P5.00
2026 P126.00 × 240 cycles = P30,240.00
Total Cost per Cycle (for 24pcs) P126.00
2027 P126.00 × 240 cycles = P30,240.00

24
Appendix 4: Tools & Equipment

Initial Purchase:

Item Cost(P)
Metal Pan P5.00
Silicon Molder P100.00
Gasol set P3.00
Spoon P1.00
Total P118.00

Annual Tools & Equipment Costs:

Year Tools & Equipment Costs(P) Remarks

2025 P118.00 Initial Purchase (one-time expense)
2026 P0.00 No additional purchase
2027 P0.00 No additional purchase

Appendix 5:

Utilities Breakdown

Electricity and Water Usage

Yea Electricity & Water

r Costs (P) 25
2025 P3.00 per cycle
2026 P3.00 per cycle
2027 P3.00 per cycle
 Total Utilities per Year:

Yea
Total Utilities (P)
r
2025 P3.00 × 240 cycles = P720.00
2026 P3.00 × 240 cycles = P720.00
2027 P3.00 × 240 cycles = P720.00

26