Business Plan for Early Childhood Development

work Plan of Early Childhood ontogeny Center in Gilgit Balistan Glowing cliff fostering Center (GPEC) Prepargond By Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. 54468) Contents AKNOWLEGMENT3 EXECUTIVE SUMMARY4 INTERNAL RESOURCE summary5 ?Resources5 ?Capabilities7 EXTERNAL surroundings ANALYSIS8 1. 1. common ENVIRONMENT ANALYSIS8 a. Demographics8 b. Economic Segment9 c. Socio Culture Segment10 d. Environmental Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT Firstly we would thank Allah for giving us the opportunity and the resources to be able to do something productive with our lives. With appear His blessings we would not have been able to come as far as we have. Then our sincere thanks to SIR ADNAN ANWAR helping us throughout this report. His guidelines have been very useful for us in preparing this report. This report would not have been possible without his cooperation and continuous direction.I would like to express my gratitude to my facilitator SIR ADNAN ANWAR whose continuous encour successionment and support to solve the case. This report has enabled us to apply all that we studied in secern and gave us the chance to enhance our knowledge. EXECUTIVE SUMMARY This start involves establishing a Montessori take in big cities of GILGAT BALISTAN, starting classes from early childhood reading to associate I. The manoeuver market of this school is children, 0 6 historic period of senesce, belonging to the middle income group and excessively target works woman.The school go forth provide whole tone development starting at the primary level charging an affordable fee. The school willing practice advanced educational procedures teaching an extensive curriculum and using modern teaching methodology in correct with international standards. Qualified and experienced faculty will be hired. The school will have sophisticated infr astructural facilities, spacious classrooms, and wide-ranging learning material from books to toys for a good educational experience.Schools with risque dis couch have a stringent admission selection process, for which, Montessori schools provide the necessary training. This has given rise to naughty necessity for Montessori school systems that roll in the hay prep atomic number 18 children for admission to reputable primary election schools. With the ontogenesis tribe and a limited number of schools, establishment of elementary schools has become a requirement for necessary educational training starting at an early age. The total project salute for setting up this school is estimated at Rs. illion out of which the Capital Cost is estimated at Rs. 2. 0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acquired by stimulate, covering an approximately bea of building is 500 SQM to accommodate the proposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible ResourcesResource description Source LAND 500 Square Yard take BUILDING 10 Bed room house OWN INITIAL WORKING bully Rs. 2. 0 Million SAVING IT- EQUIPMENT 5 LAPTOPS, Audio & Music accessories OWN ECD REQUIRED MATERIAL Chairs, tables, book storage, carpets, cribs, Block play accessories, Strollers and other ECD postulate materials OWN Intangible Resources Resource comment HUMAN CAPITAL RESOURCE * expertness in early childhood development and Montessori directors (best knowledge in children psychology). Expertise of variant area like MBA Education Leadership, MBA HRM, MBA-Marketing * association of local business milieus (specially small and medium business) INNOVATION RESOURCE * Innovative ideas to analyze business re quirements with specialized computer software program tools * Variety of ideas to develop complex business software * Innovative ideas to educational products REPUTATIONAL RESOURCE Reputation for exceptional customer/ parents * Having good reputation with educational function due to affordable embody.Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for competent young graduates resources for cheap source of input Reputation with universities * Good reputation in educational industry TRAINING RESOURCE * Expertise in child growth and development * skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Capabilities Functional Area Resources Capabilities PROJECT FEASIBILITY Montessori directors and educational professional / ECD required materials / Computer equipment and building Business plan for early childhood development center and its impact on into children de velopment centers profitability REQUIRED EDUCATIONAL STAFF Montessori directors and educational professional / Innovative resources/ ECD required materials / Computer equipments Art of translating business requirements into children development center for maximum customer/ parents satisfaction MARKETING Marketers Promoting and marketing children development center and also promotes the teacher training program TEACHER TRAINING PROGRAM Training professionals * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent Relationship with parents and children EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demographics macrocosm by Age Groups Pakistan Projection (000s) AGE GROUP 2005 2010 2015 2020 2025 2030 contribute M+F clv,772 173,383 192,262 211,397 229,377 246,272 MALES 0? 4 9,562 11,886 12,429 12,711 12,350 12,062 5? 9 10,047 9,287 11,631 12,205 12,513 12,180 10? 4 10,130 9,936 9,210 11,554 12,133 12,446 15? 19 9,897 10,047 9,878 9,161 11,503 12,084 20? 24 7,885 9,767 9,958 9,801 9,089 11,428 25? 29 6,240 7,729 9,655 9,859 9,706 9,001 30? 34 5,077 6,099 7,627 9,555 9,763 9,617 35? 39 4,460 4,957 6,008 7,536 ,459 9,673 40? 44 4,042 4,349 4,869 5,919 7,440 9,354 45? 49 3,465 3,926 4,249 4,770 5,812 7,320 50? 54 2,796 3,331 3,795 4,120 4,637 5,664 55? 59 2,035 2,633 3,155 3,609 3,932 4,440 60? 64 1,543 1,854 2,416 2,911 3,346 3,662 65? 9 1,199 1,341 1,625 2,133 2,587 2,992 70? 74 841 973 1, cytosine 1,346 1,782 2,179 75+ 921 1,077 1,271 1,482 1,796 2,315 TOTAL 80,140 89,190 98,874 108,670 117,849 126,417 Source World Banks World Development Indicators (WDI) database * Age structure * 0-14 age35. 4% (male 34,093,853/ pistillate 32,278,462) * 6. 5% creation lies in the age group of 0-5yrs * 15-64 social classs60. % (male 58,401,016/ womanish 54,671,873) * 65 days and over4. 2% (male 3,739,647/ young-bearing(prenomina l) 4,157,870) Interpretation * 60% of population falls under age of 35 means double market of young people and approx. 36% teen-ager have niche market for childhood development center. * potents and females constitutes around 51%, 49 % of the population respectively. * Population is migration from out layish areas to urban to seek better stinting opportunities. * Population growth stride is 1. 57% per year. b. Economic Segment Interpretations * Inflation is the major factor of weak economic condition of Pakistan * cod to high discount lay out local enthronement has been educed to around 50% * Government borrowing from private sector has created the liquidity scranch in the financial sector * exercising status shows marginal changes i. e. decrease in the comparative profiles of employees and self-importance-employed workers while increase in the case of employers. * Due to week investment in large sector SME sector is growing at rapid pace * GDP growth at around 2. 4 % due t o devastating flood c. Socio Culture Segment Interpretations * Pakistan is the 10th largest country in the world according to the size of the diligence force * In 200809, the estimated labor force grew by 3. % * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater * The increase in self-employed souls as well as unpaid family workers indicates that activities at the mansion level are increasing * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the most urbanized nation in South Asia making up 36% of its population, (2008) Urbanization rate is 3% (2005? 10). * Urban population in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will continue to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in cardinal urban areas Karachi, Lahore, Faisalabad, Rawalpindi, Multan, Hyderabad, Gujranwala and Peshawar. Interpretations * 2008? 9, the estimated labor force grew by 3. 7%. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Population of Major Cities of Pakistan city 1981 1998 CAGR (%) 2010 KARACHI 9,339,023 5,208,132 3. 49 13,386,730 LAHORE 5,143,495 2,952,689 3. 32 7,214,954 FAISALABAD 2,008,861 1,104,209 3. 58 2, 912,269 RAWALPINDI 1,409,768 794,834 3. 43 2,013,876 MULTAN 1,197,384 732,070 2. 93 1,610,180 HYDERABAD 1,166,894 751,529 2. 62 1,521,231 GUJRANWALA 1,132,509 600,993 3. 79 1,676,357 PESHAWAR 982,816 566,248 3. 29 1,386,529 QUETTA 565,137 285,719 4. 09 871,643 ISLAMABAD 529,180 204,364 5. 7 972,669 Interpretations * In 1950, only 29. 8 % of people lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi citys population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every mon th. * Urban expansion can be the key to continuing economic success * It will unfold opportunities for investment in many new markets for example, infrastructure, transportation, healthcare, education and character building. Table Civilian jab Force, Employed and Unemployed for Pakistan (in millions) 03-04 05-06 06-07 07-08 08-09 Labor Force 45. 5 50. 05 50. 33 51. 78 53. 72 Employed 42 46. 95 47. 65 49. 09 50. 79 Unemployed 3. 5 3. 1 2. 68 2. 69 2. 93 Source Various issues of Labor Force Survey federal Bureau of Statistics Interpretations * Unemployment rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations * Employment comprises all persons ten years of age and above who worked at least one hour during the reference period and were either paid employed or self-employed. The grok force is growing and the growth in FY09 is greater than that in FY 08. Table Employment Status by S ex (%) 2007? 08 2008? 09 Total anthropoid Female Total Male Female Employers 0. 9 1. 2 NA 1. 2 1. 5 0. 1 Self employed 34. 2 39. 6 12. 8 33. 3 38. 7 13. 1 Unpaid family Helpers 28. 9 19. 7 65. 0 29. 7 20. 2 65. 0 Employees 36. 0 39. 5 22. 2 35. 8 39. 6 21. 8 Total light speed. 0 100. 0 100. 0 100. 0 100. 0 100. 0 Interpretations * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the uniform during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09.This emphasizes the fact that in conventionalization of our sectors is taking place. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing. * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self? employed workers while increase in the case of employers Interpretations * The self? employed males have decreased while female self-employed has increas ed. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Employment status shows marginal changes i. e. ecrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. Interpretations * 45. 1% labour force is employed in agriculture. * 13. 6% labour force is employed in services. * 50% 0f population is residing in urban areas so emphasis will shift towards other sectors. Table Employed labour force by sector sector 2007-08 2008-09 total male female total male female Agriculture 44. 6 36. 9 75. 0 45. 1 37. 3 74. 0 Manufacturing 13. 0 13. 3 11. 8 13. 0 13. 3 11. 9 Construction 6. 3 7. 8 0. 4 6. 6 8. 3 0. 4 Transport 5. 5 6. 8 0. 2 5. 2 6. 6 0. 2 Services 13. 7 14. 4 10. 6 13. 66 11. 1 11. 6 Others 2. 3 2. 9 0. 2 0. 10 2. 9 0. 3Source Labour Force Survey 2008-09 Federal Bureau of statistics Interpretations * 11. 6% female and 11. 1% males are in s ervices, which indicate as compared to males females are more in service sector. * 24. 4% females are working in other sectors. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Table Employed-Pakistan and provinces Area/Province Employed 2007-08 2008-09 Total Male Female Total Male Female Pakistan 49. 09 39. 06 10. 03 50. 79 40. 04 10. 75 country-bred 34. 48 25. 79 8. 69 35. 54 26. 46 9. 09 Urban 14. 1 13. 27 1. 34 15. 25 13. 59 1. 66 Punjab 28. 97 22. 07 6. 9 29. 95 22. 68 7. 27 Sindh 12. 26 10. 43 1. 83 12. 72 10. 67 2. 05 KhyberPukhtoonkhua 5. 73 4. 65 1. 08 5. 97 4. 77 1. 2 Balochistan 2. 13 1. 91 0. 22 2. 15 1. 92 0. 23 Source Labour Force Survey 2008-09 Interpretations * This table gives a comparison surrounded by employment figures in FY 07-08 and 08-09 * The general thin out is a rise in employment in both rural and urban areas, and in both genders * Higher rate of rise is registered in P unjab as compared to other provinces Table Formal and Informal Sectors? scattering of non?Agriculture workers (%) Sector 2007-08 2008-09 Total male female total male female Total 100 100 100 100 100 100 Formal 27. 2 27. 2 27. 4 26. 7 26. 6 27. 6 Informal 72. 8 72. 2 72. 6 73. 3 73. 4 72. 4 Rural 100 100 100 100 100 100 Formal 24. 9 25. 9 23. 2 23. 8 24 22. 2 Informal 75. 1 74. 1 76. 8 76. 2 76 77. 8 urban 100 100 100 100 100 100 formal 29. 5 29. 2 29. 4 29. 4 29. 1 32. 8 Informal 70. 5 70. 8 70. 6 70. 9 70. 9 67. 2 Source Labour Force Survey 2008? 09 Federal Bureau of Statistic Interpretations Large amount of in formalization is evident both in rude as well as non-agricultural sectors * In formalization is rising and that it is more pronounced in rural than urban areas. * According to gender, males are shifting from the formal sector so are females. d. Environmental Segment Interpretations * Pakistan is at high risk of climatic vulnerability which results in heavy floods in t he country and poses curse to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere delegacy Gilgit-Baltistan formerly known as the Northern Areas is the northernmost political entity within Pakistan. Gilgit-Baltistan covers an area of 72,971 km? (28,174 mi? ) and is highly mountainous . It has an estimated population approaching 1,000,000.Its administrative center is the city of Gilgit (population 216,760) Gilgit Baltistan is administratively divided into two divisions which, in turn, are divided into seven districts Division District Area (km? ) Population (1998) Headquarters Baltistan Ghanche 9,400 88,366 Khaplu Skardu 18,000 214,848 Skardu Gilgit Gilgit 39,300 383,324 Gilgit Diamir 10,936 131,925 Chilas Ghizar 9,635 120,218 Gahkuch Astore 8,657 71,666 Gorikot Hunza-Nagar Aliabad, Sikandarabad Gilgit-Baltistan totals 7 districts 72,971 970,347 Gilgit DEMOGRAPHICS OF GILGIT BALTISTAN * Population statistics for th e research are based on the Gilgit Population Censes carried out in 1998, according to which total population of Gilgit is approximately, 0. million * 85% of the total population lives in rural areas. * Gilgit Baltistan is traditionally male dominated, with women working primarily in the home or in agriculture. * Average household size is approximately eight people. Characteristics Gilgit Baltistan National Per capita Income US $350 US $1046 Literacy rate 38% 56% Population Doctor Ratio 14100 11183 Maternal Mortality rate 600/hundred thousand 272/100000 Total Fertility Rate 4. 6 children per woman 3 children per woman * The study reveals that the age structure of the population was typical of a fiat with a youthful population * . t shows a pyramidal age structure due to a large number of children less than 15 years of age * 52% of the population is in age group of 15-64 * Less than 4%were over 65 years of age. * About half of the total women population was in the rep roductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing individuals attitude and approach on various aspects of life. Majority(77%) of married women in Gilgit Baltistan are not educated, * Despite this it is encouraging to note that a significant proportion (39%)of the women is set-aside(p) in gainful employment. CURRENT FERTILITY ASFR Urban Rural All Areas 5-19 44. 5 66. 2 58. 2 20-24 171. 7 219. 2 201. 1 25-29 245. 7 279. 5 267. 1 30-34 181. 1 218. 2 204. 7 35-39 73. 2 143. 1 119. 4 (NIPS Quarterly Newsletter issue no 9, march 2010) * Total fertility rate in Gilgit Baltistan is 4. 6 children per woman,whereas fertility rate in rural (5. 1 children per woman) is higher as compared to urban areas( 3. 8 children per woman). Education level is the most apparent divers(prenominal)ials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows Legend Siz e of Industry Statistical Summary of Education Sector of Gilgit-Baltistan InstitutionsDistrict Primary Schools Middle Schools High Schools Colleges Boys Girls Co-Edu Total Boys Girls Co-Edu Total Boys Girls Co-Edu Total Boys Girls Co-Edu Total Gilgit 58 50 119 227 35 21 9 65 27 20 0 47 4 2 0 6 Ghizer 44 17 118 179 7 3 8 18 13 1 3 17 1 1 0 2 Diamer 128 18 25 171 21 0 0 21 8 1 0 9 1 0 0 1 Astore 46 21 49 116 19 11 0 30 13 2 1 16 1 0 0 1 Skardu 187 86 118 391 50 21 7 78 20 9 3 32 3 1 0 4 Ganche 57 30 112 199 17 11 4 32 20 3 1 24 1 0 0 1 Estimate * In Pakistan especially in Gilgat Balistan have very competitive environs of educational industry. * Many of organization and NGOs are working on this industry.Legend Industry growth Estimate * In Gilgat Balistan have chance for growth in educational industry. * Below 6 year education school are not available in Gilgat Balistan. Legend Employment growth Teachers District Primary Schools Middle Schools High Schools Colleges Grand Total M ale Female Total Male Female Total Male Female Total Male Female Total Male Female Total Gilgit 302 432 734 252 225 477 348 127 475 87 38 125 989 822 1811 Ghizer 226 245 471 122 15 137 156 10 166 15 0 15 519 270 789 Diamer 273 37 310 168 0 168 96 11 107 21 0 21 558 48 606 Astore 192 74 266 13 44 157 112 7 119 15 0 15 432 125 557 Skardu 564 385 949 239 99 338 108 24 132 38 22 60 949 530 1479 Ganche 252 148 400 155 44 199 244 21 265 15 0 15 666 213 879 Total 1809 1321 3130 1049 427 1476 1064 200 1264 191 60 251 4113 2008 6121 Emerging Trends in an Industry Trend Trend Nature Description 1 Level of education 2 Required for best teacher 3 4 Educational Statistics Gilgit-Baltistan Important information / Statistics Regarding the Education Sector of Gilgit-Baltistan Literacy Rate Year Male Female Both 1981 24% 3% 15% 1998 53% 22% 33% 2008 (Projected) 57% 27% 43% Teacher school-age child Ratio Level Institutions Teaching Staff Enrollment Student Teacher Ratio Govt.Schools 1672 5870 151508 126 Govt. Colleges 15 251 6233 125 Total 1687 6121 157741 126 District Wise Comparison (Government Vs Private) District Government Private Institutions Enrollment Institutions Enrollment Gilgit 345 43188 160 21070 Ghizer 216 18458 146 23303 Diamer 202 16457 11 1213 Astore 163 12610 29 2729 Skardu 505 44588 116 18575 Ganche 256 22440 70 6882 Total 1687 157741 532 73772 % age Govt. Vs Private 76% 68% 24% 32% 1) Threats of New Entrants Threats in education sector * Poverty Cost of education * Low enrolment and high dropout * Gender inequities Lack of availability of well-resourced educational existences * Geographical and cultural constraints * Lack of awareness about value of education * Reluctance of teachers to serve in herculean areas * Lack of special education institutions Threats of New Entrants Analysis Barriers to Entry Economies of Scale Product Differentiation Capital Requirement Switching Cost Access to Distribution Channel Cost disadv antages independent of scale Government Policy Interpretation * 73% has access to Primary Education * 27% are out of Schools age 5-9 Years * Dropout Rate is 9% at primary level * Projected literacy rate (64 Male, 38 Female )overall 51% * Student Teacher Ratio 1 23 5-9 Years Population( 92554 Male, 85942 Female) Total 178496 * 5-9 Years Enrolment ( 74638 Male, 55166 Female) Total 129804 * Children attending primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) talk terms power of Buyer 3) Bargaining power of Supplier 4) Intensity of rivalry among adversarys Intensity of rivalry among competitors Analysis Numerous or Equally sense of equilibriumd Balance Competitors Fast Industry Growth High /low Fixed or Storage Cost Lack of Differentiation or Low Switching cost High Strategic Stakes High Exit Barriers 2. 3. C OMPETITOR E NVIRONMENT A NALYSISCompetitor Name Size of Competitor Specialization Product line categories calendered Star Med ium vocational training and middle school , vocational trained staff Mehnaz Fatima large montessori and special education, montessori trained Mountain School dinky montessori middle school, trained staff ECDC KU Small early childhood developmental center, montessori experienced teachers APS Large RESULTS FROM INTERNAL EXTERNAL ANALYSIS 2. 1. RESOURCES T O B UILD Intangible Resources HUMAN CAPITAL RESOURCE * Marketing Research experts to conduct research for launching new software products for small and medium size segments * Accountants required to receive fees from parents ORGANIZATIONALRESOURCE * Management resources required to formulate organizational structure * SOP for school day to day business operations for creating exceptional value to parents or customers Access to the Promotional Platform * PR department to establish that requires people have exceptional PR with the exhibiting authorities, print and electronic media for promoting products on promotional li ne of work Tangible Resources Additional Financial Resources * Additional financial resources required with working capital requirement either from borrowing or investment from investor 2. 1. S. W. O. T ANALYSIS 2. 1. Strengths * Low student-teacher ratio * English as a medium of instruction * Affordable to income group Accessible localization principle for Pakistan steel workers children * Well-trained and pendant teaching staff * Up-to-date and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security system measures * Availability of adequate and modern facilities * Contribution to societal development * Weakness * Time required for gaining recognition in the society * Higher rental cost for accessible locations * Insufficient area for playing fields to practice sports such as cricket, hockey etc. * Opportunities * Overall increase in demand, linked with the growing population. * Government incentives and polici es conducive for private investment in * education sector Gap mingled with number of school going age children and actual enrolments in schools * Growing general public awareness (especially in urban areas) about * importance of quality education * Limited access to affordable, quality education. * Minimal calculate allocation by government to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats * New entrants can intimately share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Government policies and regulations. company info 4. 1 caller-up NameGlowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad, holistic early childhood education that follows the highest International standards of excellence. The Centres curriculum will be taught by competent early Ch ildhood educators, is designed to help lay strong foundations for a childs continuing education and growth 4. 4 Company Mission Our mission is to develop young men with active and creative minds, a sense of understanding and compassion for others, and the courage to act on their beliefs. We nisus the total development of each child spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual that all children are creative that all children need to succeed. Therefore, School value the individual needs of children fosters a caring and creative environment and emphasizes the social, emotional, physical, intellectual development of each child. To provide a safe, caring, therapeutic environment where students with psychiatric, educational, and social challenges can best develop the skills and character necessary to rejoin their communities with success. The school will design programs and learning experiences that promote academic achievement and the per sonal and social growth of every student.As a richly diverse community of learners that values all its Members School will provide a safe and productive learning environment in which students can communicate effectively, think critically, solve problems and are technologically literate through a variety of curricular and extra-curricular activities. Through a ambitious sort of study with high standards, students will become amenable learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short term Objectives Year Objectives April 2012- July 2012 * Advertising campaign at first level to introduce our tell on GPEC (Glowing pearl educational center), your child glow as pearl in all among children. Aug 2012- Nov 2012 * By using current resources will establish school * Hiring of helping staff which are trained as Montessori trainer. 4. 6 Long term Objectives Year Objectives Dec 2012- Dec 2015 * We would get 50 % education market share in 3 years * More than 50% people of Gilgat Balistan should be aware of our brand GPEC. in 3 years * 50% people of Gilgat Balistan should be preference to our brand GPEC. in 3 years * We should at least 2 campus (one in Gilgat and other in Diyamer) of our brand GPEC to become market leader in 3 years Jan 2016- Jan 2018 * We would scatter more campus other than Gilgat, we target the Khyber pakhtoon khowan which have more close nvironment and people life style etc * At least 5 campuses open in Khyber pakhtoon khowan during next 3 years. 4. 7 Partner Profile Muniba Islam Expertise Academic Qualification Working start out Working Experience History Najum-us-Sehar Expertise Academic Qualification Working Experience Working Experience History Kanwal Gill Expertise Academic Qualification Working Experience Working Experience History BUSINESS LEVEL STRATEGY 5. 1 Competitor product Detailed Analysis the product feature analysis before conducting the su rvey Features Competitor 1 Competitor 1 Substitute product Our product 5. 2 Survey Questionnaire SummaryThe survey is conducted among 100 peoples Around 73% Around 47% 67% of 33% of businesses uses paper based system 26% using SMS 7% of 20% CHARTS GRAPH MARKETING STRATEGY * Market Segmentation Segmentation changeable a) Geographic City b) Demographic working Woman, Income * There are two broad market-positioning options available to a Montessori School Based on the household income the target market will be middle income group. * Based on the target markets preference, the school will provide quality education at an affordable fee. * Irrespective of the education services, income based target market will play a crucial role in the overall positioning of the school. some(prenominal) entrepreneur planning to open up a Montessori school should first decide upon the objective of the venture. Various options available in this regard may involve * To pla n a Montessori school with emphasis on Daycare services. * To establish a school as a Preparatory School for other reputed Primary Level Schools. * To establish a Montessori School with incremental expansion of services into primary and high school level. * Based on income level, the school can position itself for any of the following three broad income groups THE HIGH INCOME GROUP The upper income group segment is quality and reputation conscious. Most parents of the children enrolled in these schools belong to the divers(prenominal) section of the society i. e. elf-employed businessmen, high paid government or private sector executives. Existing schools in the category charge a fee ranging from Rs. 5,00010,000 per month. These schools are characterized by large custom built campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools call well designed modern course work, and emp loy highly trained Montessori teachers. MIDDLE CLASS INCOME GROUP Schools in this category normally charge a fee ranging from Rs. 1,500-5,000 per month. These schools cater to children of well-educated and professionally employed parents.The important characteristics of these schools include well located school buildings that may be custom built or rented premises, modern course work adopted by other modern school systems, and comfortable class rooms with some provisions for playing area. low-down INCOME GROUP The concept of Montessori education is not very old in this income bracket however an increasing number of parents in this category have also now started sending their children to these schools. One of the major reasons is that most of the private schools at primary level now do not accept students directly in Class 1. This category of schools charges a monthly fee up to Rs. ,500. These schools have small buildings with little or no provisions for physical activities. KEY ad vantage FACTOR At a Montessori school level, teachers/attendants play a critical role in the success of learning process. Therefore, it is suggested that staff employed by the school should be highly educated and properly trained for Montessori education. Before starting education services, it is recommended that teacher training program should be imparted. In addition to the quality of teachers employed, the teacher student ratio should be kept at a well-researched optimum level. The education curriculum should be well researched and comprehensive.In addition to paper course work, it is suggested that visual and other teaching tools should also be optimally used. Parents are conscious about the well being and safety of their children at schools, therefore, it is suggested that the school environment ensures security and should be free from any apparent hazards. The school should preferably not be located in a highly populated location or at a location with high traffic hazards. The area of the classrooms should be in line with the number of students in each classroom. Moreover, the classrooms should either be air-conditioned or at least well ventilated. Classrooms should also be well equipped with teaching as well as extracurricular practise aids.Adequate provisions for physical, either indoor or outdoor or both facilities should be made available. Continuous teacher parent interaction should also be a regular feature of the school education system. Formal registration is required for the setup of new Montessori and elementary schools 6. 2 Market Targeting a) City protean b) Working Woman REGULATIONS Formal registration is required for the setup of new Montessori and elementary schools with the Executive District Officer (EDO) Education. The application is to be submitted on a prescribed form which can be obtained from the department along with Rs. 5,000 registration fee and Rs. 500 annual subscription.Domestic rates apply on the utility bills if an institu tion is registered with the department. HUMAN RESOURCE MANAGMENT position number Monthly salary Annual salary Principal 1 20,000 240,000 Teacher coordinator 1 12,000 144,000 Activity teacher 1 10,000 120,000 Computer teacher 1 12,000 144,000 Teacher play ground 6 10,000 720,000 Teacher KG1 3 10,000 360,000 Teacher KG2 2 10,000 240,000 Class1 1 10,000 120,000 Class2 1 10,000 120,000 Game teacher 1 12,000 144,000 Accountant 1 12,000 144,000 Student attendant 5 10,000 600,000 Guard 2 8,000 192,000 Peon 1 7,000 84,000 cleaner 2 7,000 168,000 PrincipalThe principal should be responsible for coordinating all the activities of the school including the hiring of teachers, developing liaison with the parents, maintaining and developing the brand name of the school for appropriate positioning, course design, admission tests and extracurricular activities. Teachers coordinator An experienced and trained Montessori school teacher is recommended for this post . The Coordinator would be assisting the principal in all school matters. He/she will be responsible for teachers attendance, their functioning and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. Supervise and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including arrangement guest speakers, visits and workshops. AccountantThe accountant will be responsible for book keeping and maintaining accounts, salaries, and other administrative expenditures. Teachers Experienced teachers or fresh graduates with a natural expertness for teaching should be employed. A balanced mix of experienced and fresh teachers is recommended for efficient running of the school. Each teacher shall be given a class and held responsible for proper training, imparting knowledge, arranging co-curricular activities for the children and their performances in the examinations. Student Attendants The students in the elementary institutes are very young and may also need attendants or baby-sitters. One attendant will be requiring for every two classes. Librarian / Activity TeacherOne person is recommended for running the library and for activity room. Computer Teacher The person should be responsible for the introduction of information technology to the young students and for proper arrangement of students games and basic computer learning. EQUIPMENT REQUIRMENT The details of the different equipment required for the project is given in the following table. EQUIPMENT QUALITY COST PER UNIT TOTAL COST Computers 3 25000 75000 PRINTERS 1 10000 10000 AIR CONDITIONS 3 40000 160000 FAX simple machine 4 12000 12000 TELEPHONE SET 1 10000 4000 UPS 4 7500 22500 TOTAL EQUIPMENT 16 283,500 LAND AND BUILDING AREA REQUIRMENTFor three hundred (300) students, 2. 5 canals of land comprising double story building would be sufficient. A purpose built building may also be purchased. The covered are a should have 13 classrooms, one common room for teachers, one room for principal, one for teacher coordinator and one room for the administration staff. Appropriate numbers of washrooms are suggested for teachers, principal, children and administration staff. A big hall should be allocated with proper divisions for library/ entertainment room, and tools. Space Requirements REQUIRED AREA Class Rooms 6000 Teachers Staff Room 144 subroutine library/Entertainment Room 500 Admin Rooms 575 Computer Class 400Washrooms Kitchen 270 Grounds 6961 Total Covered Area Requirement 14850 Market Segmentation and Targeting graphical Representation . 6. 3 Positioning Perception Map 6. 4 Product Product Information 6. 4. 1 Product Name We offer two different type of product of three different segments which are 1. Child care system which target only one segment which are a. Children Age between 0- 1. 5 years 2. Education development system which target on two segments which are b. Children Age betw een 1. 5- 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 Price Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional overhead involved in licensing the software) No Licenses to be issued=70 Cost Per License Per Year= 764,700 /70= Rs 10,924. 29 Cost Per License Per Month=10,924. 29/12= Rs. 910. 36 Markup Profit Percentage = 10% Profit= 910. 36 * 10% =91. 04 Price Will be Charged= Cost Per License Per Month+ Profit=910. 36 + 91. 04=Rs. 1,001. 4 (approx. 6. 6 Promotional Strategy Promotion type Detail Advertisements in newspapers Company website Facebook 6. 7 Distribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS accessory I FOR QUESTION Appendix II FOR Budgeting