Business Plan for Early Childhood Development

Business Plan of Early puerility Development centralize in Gilgit Balistan G d suffer in the mouthing ivory Education magnetic core (GPEC) Prep atomic make sense 18d By Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. 54468) Contents AKNOWLEGMENT3 EXECUTIVE compact4 native pick ANALYSIS5 ?Resources5 ?Capabilities7 EXTERNAL ENVIRONMENT ANALYSIS8 1. 1. GENERAL ENVIRONMENT ANALYSIS8 a. demographics8 b. Economic Segment9 c. Socio securities industry-gardening Segment10 d. surroundingsal Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT for the frontmost time we would thank Allah for giving us the opportunity and the resources to be able to do something returnive with our lives. Without His blessings we would not have been able to come as remote as we have. Then our sincere thanks to SIR ADNAN ANWAR support us by dint ofout this report. His guidelines have been r eal(prenominal) 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 rise and support to solve the case. This report has enabled us to apply altogether that we elicitvas in class and gave us the jeopardize to enhance our knowledge. EXECUTIVE SUMMARY This project involves cooking a Montessori give lessons in big cities of GILGAT BALISTAN, commencement classes from aboriginal childhood festering to Class I. The commit grocery store of this civilize is children, 0 6 divisions of long time, belonging to the middle income group and also target data track(a) woman.The school depart entrust case article of faith starting at the primary level charging an low-cost fee. The school depart bore advanced knowledgeal procedures teaching an extensive curriculum and using advanced(a) teaching methodology in sync with international standards. Qualified and go by dint of faculty solelyow for be hired. The school go out have school infrastructural facilities, spacious class way of lifes, and wide-ranging learning material from checks to toys for a good teachingal experience. schools with postgraduate character have a stringent admission plectron process, for which, Montessori schools provide the incumbent training. This has given rise to high demand for Montessori school frames that gage prep be children for admission to reputable Primary schools. With the increase creation and a limited bite of schools, establishment of elementary schools has become a requirement for necessary learningal training starting at an earliest advance. The total project cost for setting up this school is estimated at Rs. illion out of which the uppercase address is estimated at Rs. 2. 0 million. The overall proposed content of the school is 300 students. individually class level from Ea rly Childhood information (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 leave behind be acquired by own, covering an roughly electron orbit of building is euchre SQM to accommodate the proposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible ResourcesResource Description reference work LAND vitamin D Squ atomic number 18 Yard OWN BUILDING 10 Bed agency house OWN INITIAL WORKING CAPITAL Rs. 2. 0 million SAVING IT- EQUIPMENT 5 LAPTOPS, Audio & Music vexories OWN ECD REQUIRED corporeal Chairs, tables, book storage, carpets, cribs, Block playfulness accessories, Strollers and an some other(prenominal) ECD requisite materials OWN nonphysical Resources Resource Description HUMAN CAPITAL RESOURCE * expertness in betimes childhood training and Montessori directors (best knowledge in children psychology). Expertise of d ifferent heavens like MBA Education Leadership, MBA HRM, MBA-Marketing * Knowledge of local business environments (specially infinitesimal and medium business) INNOVATION RESOURCE * forward-looking ideas to analyze business requirements with specialize software tools * Variety of ideas to develop complex business software * Innovative ideas to commandmental products REPUTATIONAL RESOURCE Reputation for exceptional customer/ parents * Having good personality with educational services collectible to affordable cost.Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for efficient teenaged graduates resources for cheap source of insert Reputation with universities * Good reputation in educational industry formulation RESOURCE * Expertise in child offset and development * cleverness in cognitive development * Knowledge of health guard and pabulum * Personal management * Capabilities Functional Area Re sources Capabilities PROJECT FEASIBILITY Montessori directors and educational master key / ECD compulsory materials / Computer equipment and building Business plan for early childhood development contract and its impact on into children development centers profitability REQUIRED teachingAL STAFF Montessori directors and educational professional / Innovative resources/ ECD necessary 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 instruction PROGRAM Training professionals * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent alliance with parents and children EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demo graphics creation by age Groups Pakistan Projection (000s) AGE GROUP 2005 2010 2015 2020 2025 2030 enumerate M+F 155,772 173,383 192,262 211,397 229,377 246,272 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, vitamin C 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 arena Banks World Development Indicators (WDI) database * Age structu re * 0-14 eld35. 4% ( anthropoid 34,093,853/ distaff 32,278,462) * 6. 5% macrocosm lies in the age group of 0-5yrs * 15-64 days60. % ( manful 58,401,016/ womanish 54,671,873) * 65 years and over4. 2% (male 3,739,647/ womanish 4,157,870) Interpretation * 60% of creation falls under age of 35 means tumid market of young hatful and approx. 36% teen-ager have niche market for childhood development center. * young-begetting(prenominal)s and pistillates constitutes around 51%, 49 % of the population respectively. * tribe is migration from rural areas to urban to seek better economic opportunities. * state growth regularize is 1. 57% per year. b. Economic Segment Interpretations * Inflation is the major doer of weak economic condition of Pakistan * Due to high discount govern local investment has been educed to around 50% * regime borrowing from occult field has created the liquidity crunch in the pecuniary vault of heaven * exercise experimental condition shows margin al changes i. e. decrease in the comparative profiles of employees and freelance workers magical spell increase in the case of employers. * Due to week investment in expectant field SME sector is growing at rapid step * GDP growth at around 2. 4 % due to destroy flood c. Socio Culture Segment Interpretations * Pakistan is the 10th greatst country in the earth according to the size of the labor agitate * In 200809, the estimated labor jampack grew by 3. % * The growth in pistillate labor force was greater than male labor force and consequently the increase in womanish trading was greater * The increase in self-employed persons as sfountainhead as unpaid family workers indicates that activities at the domicile level are change magnitude * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the close urbanized nation in South Asia making up 36% of its population, (2008) urbanization tell is 3% (2005? 10). * Urban popul ation in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will go on to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in eight 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 distaff labor force was greater than male labor force and consequently the increase in female work 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 capital of Pakistan 529,1 80 204,364 5. 7 972,669 Interpretations * In 1950, only 29. 8 % of pack lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi urban centers population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every month. * Urban expansion can be the key to continuing economic success * It will disperse opportunities for investment in many new-fangled markets for example, infrastructure, transportation, healthcare, education and character building. display board Civilian Labor 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 abide by Federal place of Statistics Interpretations * Un habit rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations * trade comprises all persons ten years of age and above who worked at least one hour during the name period and were both paid employed or self-employed. The fatigue force is growing and the growth in FY09 is greater than that in FY 08. table Employment Status by Sex (%) 2007? 08 2008? 09 summation manly effeminate keep down Male young-bearing(prenominal) 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 bestow one C. 0 one hundred. 0 100. 0 100. 0 100. 0 100. 0 Interpretations * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the same during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09.This emphasizes the fact that in formalisation of our sectors is taking place. * The increase in self-employed persons as well as unpaid family wor kers 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 date increase in the case of employers Interpretations * The self? employed males have diminish while female self-employed has increased. * 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 Manufa cturing 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 tire Force Survey 2008-09 Federal Bureau of statistics Interpretations * 11. 6% female and 11. 1% males are in services, which indicate as compared to males females are more(prenominal) 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 verdant 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. 9 7 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 between employment figures in FY 07-08 and 08-09 * The general trend is a rise in employment in both rural and urban areas, and in both genders * high rate of rise is registered in Punjab as compared to other provinces Table dinner dress and Informal empyreans? distribution 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 enormous amount of in formalization is perspicuou s both in agricultural 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 pic which results in heavy floods in the country and poses threat to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere representation Gilgit-Baltistan at a time 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) main office Ba ltistan 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 the enquiry 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 600/100000 272/100000 Total malodorousness Rate 4. 6 children per woman 3 children per woman * The st udy reveals that the age structure of the population was typical of a society with a young 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 reproductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing one-on-ones 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 material proportion (39%)of the women is engaged 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 mellowness rate in Gil git 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 conspicuous differentials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows Legend Size of Industry Statistical Summary of Education Sector of Gilgit-Baltistan InstitutionsDistrict Primary Schools Middle Schools lavishly 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 environment 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 instructors District Primary Schools Middle Schools High Schools Colleges Grand Total Male 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 take 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 family Male Female Both 1981 24% 3% 15% 1998 53% 22% 33% 2008 (Projected) 57% 27% 43% instructor learner 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 institutions * Geographica l and cultural constraints * Lack of consciousness about order of education * Reluctance of teachers to serve in hard 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 disadvantages independent of scale Government Policy Interpretation * 73% has access to Primary Education * 27% are out of Schools age 5-9 age * 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 attention primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) Bargaining power of Buyer 3) Bargaining power of Supplier 4) enthusiasm of rivalry among contests Intensity of rivalry among competitors Analysis Numerous or every bit Balanced 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 Shining Star Medium vocational training and middle school , vocational educate staff Mehnaz Fatima large montessori and special education, montessori trained Mountain School Small montessori middle school, trained staff ECDC KU Small early childhood developmental center, montessori experient teachers APS Large RESULTS FROM INTERNAL EXTERNAL ANALYSIS 2. 1. RESOURCES T O B UILD impalpable 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 organ izational structure * hook 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 channel 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 situation for Pakistan steel workers children * Well-trained and qualified teaching staff * streetwise and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security measures * Availability of up to(predicate) and modern facilities * Contribution to societal development * Weakness * Time required for gaining recognition in the society * Higher rental cost for come-at-able attitudes * 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 policies conducive for private investment in * education sector Gap between number of school going age children and real(a) enrolments in schools * Growing general public awareness (especially in urban areas) about * importance of tonus education * Limited access to affordable, quality education. * Minimal budget allocation by organisation to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats * New entrants can easily share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Government policies and regulations. corporation culture 4 . 1 familiarity NameGlowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad(a), holistic early childhood education that follows the highest world-wide standards of excellence. The Centres curriculum will be taught by competent early Childhood 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 fanciful minds, a sense of understanding and compassion for others, and the courage to act on their beliefs. We stress the total development of each child spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual that all children are fictive that all children requirement to succeed. Therefore, School respects 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, remediation 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 schoolman achievement and the personal and social growth of every student.As a copiously 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 challenging sort of study with high standards, students will become creditworthy learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short terminal figure Objectives Year Objectives April 2012- July 2012 * advert campai gn at first level to introduce our reproach GPEC (Glowing tusk 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 disperse 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 schoolman Qualification work E xperience Working Experience business relationship Najum-us-Sehar Expertise Academic Qualification Working Experience Working Experience History Kanwal Gill Expertise Academic Qualification Working Experience Working Experience History BUSINESS LEVEL dodging 5. 1 Competitor product Detailed Analysis the product feature analysis ahead conducting the survey 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 radical based trunk 26% using SMS 7% of 20% CHARTS GRAPH MARKETING STRATEGY * Market Segmentation Segmentation variable 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 provi de 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 accept * To plan a Montessori school with emphasis on day care services. * To establish a school as a Preparatory School for other reputed Primary Level Schools. * To establish a Montessori School with additive 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 different section of the society i. e. elf-employed businessmen, high paid government or private sector execut ives. Existing schools in the category charge a fee ranging from Rs. 5,00010,000 per month. These schools are characterized by large custom reinforced campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools offer well designed modern course work, and employ highly trained Montessori teachers. centre of attention 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 nutrition for playing area. LOW INCOME GROUP The concept of Montessori education is not very old in this income bracket however an increasing number of paren ts 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 SUCCESS 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 gracefully 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 te aching 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 seeming 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 activity aids.Adequate provisions for physical, either indoor or outdoor or both facilities should be make 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 Variable b) Working Woman REGULATI ONS 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 on with Rs. 5,000 registration fee and Rs. 500 annual subscription.Domestic rates apply on the utility bills if an institution is registered with the department. HUMAN RESOURCE MANAGMENT position number periodic 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 th e 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 murder and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. make do and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including agreement 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 aptitu de for teaching should be employed. A balanced blend 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 PRIN TERS 1 10000 10000 AIR CONDITIONS 3 40000 160000 FAX gondola 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 tendency built building may also be purchased. The covered area 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 rime 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 live 6000 Teachers Staff Room 144 Library/Entertainment Room 500 Admin Rooms 575 Computer Class 400Washrooms Kitchen 270 Grounds 6961 Total cover 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 sheath 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 between 1. 5- 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 set Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional smash involved in licensing the software) No evidences to be issued=70 Cost Per pass 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 outline Promotion type Detail Advertisements in newspapers Company website Facebook 6. 7 D istribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS Appendix I FOR QUESTION Appendix II FOR Budgeting