C.S. PLASTERING (DORSET) LTD

Executive Summary

C.S. PLASTERING (DORSET) LTD holds a focused position within the local building completion sector under sole ownership, maintaining operational simplicity but limited financial robustness. To realize growth, the company must pursue strategic investments in capacity expansion, geographic reach, and service diversification while mitigating financial and operational risks inherent in its micro-entity status. Strengthening financial resilience and formalizing business processes will be critical to unlocking scalable market opportunities and ensuring long-term sustainability.

C.S. PLASTERING (DORSET) LTD - Analysis Report

Company Number: 12486715

Analysis Date: 2025-07-20 19:16 UTC

1. Executive Summary
   C.S. PLASTERING (DORSET) LTD operates as a micro-entity in the niche segment of building completion and finishing, specifically plastering services, under a private limited company structure. The company is founder-led with a single director holding full ownership and voting rights, maintaining a modest asset base and limited financial scale. While it benefits from low operational complexity and localized market focus, its financial position reveals tight net assets and negligible equity, indicating constrained financial flexibility.

2. Strategic Assets

• Founder-Driven Control: Full ownership and control by the director, Mr. Craig Glover, enables swift decision-making and strategic alignment without shareholder conflicts.
• Niche Market Focus: Operates in the specialized plastering and finishing segment (SIC 43390), which can foster strong local reputation and repeat business within Bournemouth and Dorset.
• Lean Operational Model: Micro-entity status with zero employees suggests a low fixed cost base, potentially allowing competitive pricing and flexibility in project execution.
• Stable Current Asset Management: Positive net current assets (£4,440 in 2024) reflect sound short-term liquidity despite the small scale.

3. Growth Opportunities

• Scale Expansion Through Hiring: Introducing skilled labor and operational staff could increase capacity, enabling the company to take on larger projects and diversify service offerings within building completion.
• Geographic Expansion: Leveraging the current Bournemouth base to expand into neighboring Dorset regions and beyond could tap into underserved markets.
• Service Diversification: Adding complementary services such as drywall installation, decorative plastering, or refurbishment could increase revenue streams and customer value.
• Formalizing Business Processes: Implementing marketing, sales, and quality assurance practices can improve market visibility and client retention, critical for growth beyond micro-entity scale.

4. Strategic Risks

• Financial Fragility: Minimal net assets (£2 in 2024) and negative equity in prior years underscore financial vulnerability, limiting capacity to absorb shocks or invest. Reliance on director’s capital and credit may constrain growth.
• Single-Point Leadership Risk: Dependence on a sole director with no employees raises succession and operational continuity risks, particularly if demand increases or unforeseen events occur.
• Limited Scale and Market Reach: Micro-entity constraints and local focus may impede competitiveness against larger firms offering bundled construction services or wider geographic coverage.
• Regulatory and Compliance Exposure: As a construction-related entity, failure to meet evolving safety, building regulations, or licensing requirements could expose the company to penalties or loss of business.