Start-up Funding | |
Start-up Expenses to Fund | $39,450 |
Start-up Assets to Fund | $79,680 |
Total Funding Required | $119,130 |
Assets | |
Non-cash Assets from Start-up | $14,130 |
Cash Requirements from Start-up | $65,550 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $65,550 |
Total Assets | $79,680 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $60,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $60,000 |
Capital | |
Planned Investment | |
Owner – Kilpatrick Cash | $45,000 |
Owner – Kilpatrick Credit Line | $12,500 |
Other Assets Invested | $1,630 |
Additional Investment Requirement | $0 |
Total Planned Investment | $59,130 |
Loss at Start-up (Start-up Expenses) | ($39,450) |
Total Capital | $19,680 |
Total Capital and Liabilities | $79,680 |
Total Funding | $119,130 |
Kid’s Community College® will begin with one location – a newly constructed 3,600 square foot campus in Riverview, FL located near the entrance of the upscale Lake St. Charles subdivision. The campus is in the Lake St. Charles Medical Professional center and will boast separate halls for arts and crafts, theatre and dance, information technology, library and quiet study, tutoring, infant care and a cafeteria. The play area will be adjacent to the campus and will be securely fenced and furnished with appropriate playground equipment and facilities.
Three additional campuses are planned in the rural Tampa marketplace over the next four years. Franchise start-ups will be offered in the Orlando, Miami and Jacksonville marketplace after 2 years of successful operation.
Kid’s Community College® is a privately-held proprietorship owned in majority by its founder and president, Timothy Bernard Kilpatrick, Sr. There are also two silent partners, neither of whom owns more than 10%, but will be active participants in daily operations, management decisions and consulting, though they do not own a financial stake in the company.
Once the operation reaches its anticipated growth and profitability goals, the college plans to franchise and will re-register as a limited liability company or as a corporation, whichever will better suit the future business needs.
Kid’s Community College® offers upscale child care services and an advanced collegiate based curriculum designed for kids ages 4 months to 5 years and 1st through 5th grades. Normal operating hours will be 6:45am to 6:30pm, Monday through Friday – with observance of all major legal holidays. Early drop-off service will be offered as needed.
KCC exists to provide Premier child care services that are aimed at enhancing traditional day care methodologies and integrating extracurricular interests (such as arts and crafts, dance, theatre and gymnastics) into one comprehensive program. Our activity based collegiate curriculum is specifically tailored for children and mirrors the arts and sciences taught at colleges, universities and vocational schools around the nation. We offer state-of-the-art technology programs in leading-edge facilities which help prepare students for the technology age in which they live. Our general and “continuing” education programs help mentor and tutor students through “main school” homework assignments and provide a base of understanding and interaction to ensure success in future educational endeavors. Finally, our developmental programs reinforce basic social, listening, independence and motor skills and prepare students for future related interaction.
All of our learning and child care services employ technology, partnerships, professional services and other activities that support and promote higher learning.
In addition to the extensive services and curriculum offered, each campus will also offer weekend specialty classes for children and adults and planned family activities in the community it serves. KCC will also offer children birthday party hosting services, providing great activities for kids and an easy experience for parents. Activity instructors will be assigned for these events and will lead the activities, ensuring a memorable celebration.
Upon its opening, Kid’s Community College® will offer four basic services in the Lake St. Charles community:
Prior to opening, the college will have a two-month enrollment drive. Based on the market reaction to the drive, these services may be altered to meet the needs of the community. The college will always remain nimble enough to respond to the needs of the community in which it serves.
The child care industry as a whole is saturated. However, based on US Census 2000 data, Hillsborough County Child Care Services provider listings and Hillsborough County building permit records, the city of Riverview, Florida itself is growing and has few licensed child care facilities. Kid’s Community College® intends to fill this local market need.
The Lake St. Charles and ‘The Villages of Lake St. Charles’ subdivisions have 800 and 100 single family homes respectively. There are only two other child care facilities in the neighborhood. One is in the immediate area, a church based facility and the other is 2 miles away, a facility hosted by a local martial arts academy. There are also three family child caregivers listed in the area, but none in the immediate community. Kid’s Community College® will differentiate itself from its local competitors by offering an alternative to these traditional day care approaches.
The Kid’s Community College® market strategy is based on providing an activity based learning environment that is used in many major colleges, universities and vocational centers around the nation. We will offer a community of professional caregivers with the credentials to not only enhance a child’s early social and motor skills, but to also teach them advanced studies in the arts and sciences found at institutions of higher learning.
Kid’s Community College® will be located in a new medical arts plaza, which has already shown a need and interest for child care services. The center currently has a pediatrics office and fitness center with clientele that has inquired about child care services. By forming collaborative partnerships with these businesses and becoming an active voice in the Lake St. Charles community, the college will position itself as the market share leader in child care services, development and educational offerings.
A copy of the Kid’s Community College® informational brochure is attached in an appendix at the end of this document.
The key fulfillment and delivery of services will be provided by the campus director, licensed campus instructors and staff workers. The real core value is the professional strength and industry expertise of the founder and silent partners, staff experience and certifications, education and hard work (in that order).
We will turn to qualified professionals for freelance back-up in tutoring and educational support, which will enhance the core values provided to the clients.
Since the company founder has an extensive Information Technology background, it’s only natural that Kid’s Community College® will employ and maintain the latest technology to enhance its curriculum, office management systems, payment processing and record keeping.
Three additional campuses are planned in the rural Tampa marketplace over the next four years. Franchise start-ups will be offered in the Orlando, Miami and Jacksonville marketplace after 2 years of successful operation.
Kid’s Community College® offers services which are vitally important in today’s fast paced, dual-income world. As an increasing number of families have become dependent on two incomes, the need for quality child care has skyrocketed. According to Florida Business Statistics, 84.6% of licensed child care facilities succeed and make a profit in their 1st year of operation. Nationally, this number is 66.7%.
Kid’s Community College® has a focus on meeting the local community need for child care services within the 10-mile radius of Riverview. Students will be taken in flexibly on either a full-time or part-time basis.
Full-Time Working Couples
The college will establish a significantly large, full-time, regular client base in order to establish the healthy, consistent revenue base which will ensure stability of the business. Customer and community relations are extremely important, as it is imperative to keep the parents pleased in order to keep their children in the college.
After School Care
Another large segment of the college’s business will be in the after school care market. This client base will provide a higher profit for the college since instructor-to-student ratios are higher, and the students require more educational services, which are the primary focus of the college. By offering tutoring, and advanced studies in technology, theatre, arts and sciences, the college will attract these profitable business clients, producing significant supplemental revenues.
Part-Time Workers/Drop-Ins
Part-time workers and Drop-Ins from the fitness center and locals businesses will comprise less than 1% of the revenues. While this market is not a primary focus, sufficient flexibility to handle this market is important to the local ‘word-of-mouth’ marketing strategy.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Under 5 Years | 6% | 2,665 | 2,825 | 2,995 | 3,175 | 3,366 | 6.01% |
5 to 9 Years | 6% | 2,865 | 3,037 | 3,219 | 3,412 | 3,617 | 6.00% |
10 to 12 Years | 6% | 2,771 | 2,937 | 3,113 | 3,300 | 3,498 | 6.00% |
Total | 6.00% | 8,301 | 8,799 | 9,327 | 9,887 | 10,481 | 6.00% |
The target market for Kid’s Community College® is full-time working couples. Referral marketing, direct-mail campaigns and community activity days will be the primary types of marketing strategies utilized. Maintaining and enhancing its reputation with families and in the community will be crucial in obtaining the planned market share growth of this target market.
According to US Census 2000 data, the population growth rate for Hillsborough county is approximately 2%, which is reflected in the market analysis summary. However, the Riverview area of Hillsborough County is experiencing a residential construction boom, yielding well over a 14.6% growth. This is supported by data obtained from the Hillsborough County Building Permits office and is included in the appendix of this plan. This suggests that more families continue to move into the Riverview area, thus becoming potential customers.
In our market analysis, we suggest a modest 6% yearly growth in the number of potential customers.
With inflation continuing to rise each year, the typical American family now requires dual or supplemental incomes. This trend has created a need for quality child care services. We do not see this model changing in the foreseeable future. In fact, based on the growth in the Riverview area, specifically the new Lake St. Charles and Village of Lake St. Charles communities, we expect the need to increase.
Currently there are more family caregivers than licensed child care facilities nationwide. However, this business model can’t keep up with the needs of the growing child care industry. In the family care giver paradigm, space is limited and quality of care is questionable – in many cases viewed as only slightly higher quality than babysitter services.
Kid’s Community College® is in the child care services industry, which includes several models:
Price, service, certification and reputation are critical success factors in the child care services industry. Kid’s Community College® will compete well in our market by offering competitive prices, high-quality child care services, and leading-edge educational programs with certified, college-educated instructors, and by maintaining an excellent reputation with parents and the community in which we serve.
Kid’s Community College® will focus on two subdivisions: ‘Lake St. Charles’ and ‘The Villages of Lake St. Charles,’ which are new upscale community developments within a 2 square mile radius and boast over 900 new homes.
The target customers are dual income, middle-class families who value the quality of education and child care provided for their children ages 4 months to 12 years.
Kid’s Community College’s® value proposition is quite clear and quite easily distinguished from others in the market. We offer uniquely premium child care services, as measured by the curriculum and activities offered, experience and educational level of the instructors, community involvement and community college theme.
We start with a critical competitive edge: there is no competitor in our market that is offering our concept, quality of educational program and child care services. Our educational approach is unique and we have a resource with over 25 years of child care expertise and over 17 years of technology savvy. Our positioning on these points is very hard to match, but only if we maintain the focus in our strategy, marketing, business development, and fulfillment. We should be aware that the tendency to dilute this expertise with bargain shopping could weaken the importance of our competitive edge, but we must continue to bolster our value proposition.
Marketing in the child care industry depends largely on reputation and referral. At Kid’s Community College® that reputation will start within our community bolstered by our involved commitment to those we serve.
1. Advertising –We’ll be developing our core positioning message: “A community college for kids!” to differentiate our service from the competition. We will be using direct mail campaigns, pre-enrollment drives, and local community newspaper advertising to launch the initial campaign.
2. Sales Brochure –Our theme and curriculum will help sell the college to prospective clients.
3. Direct Mail –We will send quarterly direct mail campaigns to the housing developments in a 10-mile radius of the campus. We will also offer monthly calendars for parents and the Lake St. Charles community, noting weekend family days and other open house approaches.
4. Community Involvement –We will be active in the Lake St. Charles community, sponsoring events at the community center for families and residents.
Catered open houses, parent survival days/nights, clubhouse pool parties and weekend movie matinees are but a few approaches we will utilize to reach out to our community. We will also develop and maintain partnerships with local businesses that cater to the needs of children.
Our pre-opening effort will include an application fee waiver, free children ID cards, T-shirts and a community block party sponsored and hosted by Kid’s Community College®.
For families who value the importance of higher education and quality child care services, Kid’s Community College® offers a great alternative to traditional child care services and specific interest based programs. Unlike those programs, KCC combines child care services with a modified collegiate level curriculum, just for kids!
Kid’s Community College® must charge appropriately for the high-end, high-quality educational and care giving services we offer. Our revenue structure has to support our cost structure, so the salaries we pay to assure quality services must be balanced by the revenue we charge.
We will be price competitive in the market we serve; however, we will not subscribe to the “low price leader” concept. The quality of our service will support the prices we charge.
Kid’s Community College® will sell its community college theme, services and offerings, separating itself from traditional daycare-only offerings.
We will be a one-stop shop for child care services, advanced learning and specialized program offerings. We will also be active in the community, building a solid reputation with parents and the community. By succeeding in these areas, we expect to begin seeing an operational net profit in month nine of the 1st year, while increasing enrollment by 32% monthly for the first 8 months and gradually thereafter, until our maximum allowed capacity is reached.
The following table and chart give a run-down on forecasted sales. A detailed spreadsheet is also included in the appendix of this business plan.
For the first eight months of operation, Kid’s Community College® has assumed a conservative enrollment due to the fact that school, aftercare and child care placement has already taken place for the school year and most parents will be comfortable with their current arrangements. Consequently, we expect initial enrollment to be far less than anticipated future year levels.
A sales increase of approximately 32% each month is expected until the start of the next school term, in August. While this forecasted increase seems large by industry standards, it is a good estimate based on initial enrollment. Going into years 2 and 3, we expect that our presence will be known, convenience factor considered and we will then be a considered as a choice in August 2003. In fiscal years 2004 and 2005, 80% and 90% of full enrollment is assumed respectively.
We expect to be open for business on January 1, 2003, starting with an initial enrollment of 13 students:
7 Full-time students at $115 each per week. 6 After-school students at $60 each per week and Drop-in revenue of approximately $100 per month.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Unit Sales | |||
Full-time Couples | 199 | 455 | 512 |
After School Care | 141 | 220 | 248 |
Summer Camp | 26 | 29 | 31 |
Part-time Workers/Drop-Ins | 12 | 14 | 16 |
Total Unit Sales | 378 | 718 | 807 |
Unit Prices | Year 1 | Year 2 | Year 3 |
Full-time Couples | $460.00 | $460.00 | $460.00 |
After School Care | $240.00 | $240.00 | $240.00 |
Summer Camp | $460.00 | $460.00 | $460.00 |
Part-time Workers/Drop-Ins | $100.00 | $100.00 | $100.00 |
Sales | |||
Full-time Couples | $91,540 | $209,300 | $235,520 |
After School Care | $33,840 | $52,800 | $59,400 |
Summer Camp | $11,960 | $13,340 | $14,352 |
Part-time Workers/Drop-Ins | $1,200 | $1,380 | $1,587 |
Total Sales | $138,540 | $276,820 | $310,859 |
Direct Unit Costs | Year 1 | Year 2 | Year 3 |
Full-time Couples | $13.34 | $13.82 | $13.82 |
After School Care | $4.56 | $4.75 | $4.75 |
Summer Camp | $13.80 | $13.80 | $13.80 |
Part-time Workers/Drop-Ins | $0.00 | $0.00 | $0.00 |
Direct Cost of Sales | |||
Full-time Couples | $2,655 | $6,288 | $7,076 |
After School Care | $643 | $1,045 | $1,176 |
Summer Camp | $359 | $400 | $431 |
Part-time Workers/Drop-Ins | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $3,656 | $7,733 | $8,682 |
Sales programs will include incentives for obtaining quarterly financial and enrollment goals, probationary period completion, passing county inspections and maintaining perfect attendance.
Customer service awards will be provided for those employees who best exemplify the mission of Kid’s Community College® and exceed customers’ expectations.
The accompanying table highlights important start-up milestones, with dates, completion status, responsible parties and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 8/1/2002 | 9/30/2002 | $200 | Tim Kilpatrick | Department |
Lease RFP | 7/15/2002 | 7/30/2002 | $0 | Tim Kilpatrick | Department |
Site Selection | 8/1/2002 | 9/15/2002 | $0 | Tim Kilpatrick | Department |
Architect Design | 9/15/2002 | 10/1/2002 | $0 | Zimmer | Department |
Secure Additional Funding | 10/1/2002 | 10/30/2002 | $500 | Tim Kilpatrick | Department |
Sign Lease | 10/15/2002 | 10/30/2002 | $4,500 | Tim Kilpatrick | Department |
Personnel Plan | 10/1/2002 | 10/30/2002 | $0 | Tim Kilpatrick | Department |
Curriculum Development | 10/1/2002 | 12/31/2002 | $500 | Candice Harris | Department |
County Certification Req. | 9/20/2002 | 12/31/2002 | $100 | Tim Kilpatrick | Department |
Licensing | 12/1/2002 | 12/31/2002 | $0 | Tim Kilpatrick | Department |
Totals | $5,800 |
As mentioned previously, Kid’s Community College® will form professional alliances with Impact Fitness to offer Drop-In child care services while parents work out. We will also partner with Family Pediatrics to provide referrals of their existing customers. A discounted rate will be offered in both cases.
The Kid’s Community College® website will be the virtual business card and portfolio for the college, as well as its online “home.”
It will showcase the campus, curriculum and activity calendar for the school. It will also provide for an Internet background of the instructors, online projects posted by the students, the campus newsletter and online enrollment.
The Kid’s Community College® website will be simple, yet classy and well designed, but at the same time, in keeping with the latest trends in user interface design. A site that is too flashy, or tries to use too much of the latest technology can be over-done, and may not be supported by all browsers.
The key to the website strategy will be presenting a very well designed and informative Web presence that will market the Kid’s Community College® image, service offerings and community commitment.
The Kid’s Community College® website will embody the mission of the college. It will not only offer visitors the opportunity to “look around” the campus, but it will give them a good idea of the level of quality and service they can come to expect from the college.
Mostly informative in nature, the website will be a digital representation of our physical self.
The Kid’s Community College® website will be developed by the college founder, Timothy B. Kilpatrick, Sr., who has over 17 years of Information Technology experience. Formation Technologies will host the site.
The site will be developed using Macromedia Dreamweaver 4, which will allow for support outside of Mr. Kilpatrick’s involvement. The initial maintenance of the site will be done by Mr. Kilpatrick.
The opening management team of Kid’s Community College® will consist of the founder, a silent partner, a campus director and administrative assistant.
As the college grows, gradual investments in the instructional staff will be made over the next 3 years – beginning in June 2003 or as otherwise dictated by enrollment.
Kid’s Community College® depends on the founder, silent partner, Campus Director and VP of Education Operations for management in the following roles:
Owner/President – Timothy B. Kilpatrick, Sr. The Owner/President will have overall fiscal responsibility, ensuring that the business is financially sound and attains its planned goals.
Industry Consultant – Carolyn Steverson. The Industry Consultant will be relied upon for her industry expertise, providing valuable insight to rules, regulations and governmental programs that may benefit the college.
Campus Director – Candice Harris. The Campus Director will be responsible for daily operations, curriculum oversight and management of all instructors, caregivers and tutors.
VP of Education Operations – Nitika Steverson-Kilpatrick
The present team requires Child Care Development Associate credentials to support our value proposition and preparation for 2004 Florida child care requirements. Currently, the Campus Director and Industry Consultant are the only members of the management team who have these credentials.
The Owner/President and VP of Education Operations will be enrolling in January 2003 to complete the six-month course required to obtain these credentials. Education for these two can’t begin in this area until that time since it is a requirement that the college be open for business before the course work can begin. Long-term, all full-time instructors will be required by the college (not the State) to obtain this credential.
Regarding financial administration, we will retain a strong CPA to help the owner guard cash flow. While the owner is well versed in the worries of cash flow, he also has the sense to listen to reason and deal with constraints, as guided by the CPA.
The following table summarizes our personnel expenditures for the first three years, with compensation increasing from approximately $57K the first year to about $113K in the third. We believe this plan is a fair compromise between fairness and expedience, and meets the commitment of our mission statement.
The yearly figures in the second and third year are assumptions for the Lake St. Charles campus only. The numbers reflect 100% enrollment, a full staff of instructors and a 5% payroll increase each year – which will include tuition reimbursement, pay increases, vacation pay, bonuses and state required certifications.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Campus Director | $23,877 | $25,071 | $26,324 |
F/T Instructors | $21,760 | $61,440 | $64,512 |
P/T Instructors | $11,400 | $21,600 | $22,680 |
Total People | 5 | 8 | 8 |
Total Payroll | $57,037 | $108,111 | $113,516 |
The Kid’s Community College® financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. The monthly assumptions are included in the appendices. From the beginning, it is recognized that total enrollment is critical, which is a factor that must be influenced immediately. Interest rates, tax rates, and personnel burden are based on conservative assumptions.
The most important underlying assumption is that there is a strong need for the business in the Lake St. Charles community.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 7.00% | 7.00% | 7.00% |
Long-term Interest Rate | 7.00% | 7.00% | 7.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
The following benchmark chart indicates the key financial indicators for the first three years. We foresee a gradual growth in sales (enrollment) and operating expenses into the second and third year.
It is projected that the raw gross margin will remain stable for the first three years since expenses are relatively indirect in the service based course work industry. Operating expenses increase gradually as enrollment increases.
Enrollment is very important. We must maintain an average weekly enrollment of 34 students for fixed cost coverage.
For the break-even analysis, start-up monthly running costs assumptions are shown in the the table below, including a three person payroll, rent, utilities and an estimation of other running costs. Payroll, at median market averages, was presented previously in the Personnel table.
Based on these assumptions, the chart below shows the enrollment of students per month needed to break-even. This represents about 46% of our allowable monthly enrollment based on state and county course work guidelines.
Break-even Analysis | |
Monthly Units Break-even | 34 |
Monthly Revenue Break-even | $12,350 |
Assumptions: | |
Average Per-Unit Revenue | $366.51 |
Average Per-Unit Variable Cost | $9.67 |
Estimated Monthly Fixed Cost | $12,024 |
Our projected profit and loss is shown on the following table, with sales increasing from the first year to the third.
In years two and three, we are projecting full enrollment regarding cost of sales and gross margin. The investment return in these years supports the goal of opening another campus at the end of the second year and begin the franchise offering by the end of the third year. Profit from the additional campuses and income from franchising are not included in this business plan.
The detailed monthly projections are included in the appendices.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $138,540 | $276,820 | $310,859 |
Direct Cost of Sales | $3,656 | $7,733 | $8,682 |
Hidden Row | $0 | $0 | $0 |
Total Cost of Sales | $3,656 | $7,733 | $8,682 |
Gross Margin | $134,884 | $269,087 | $302,177 |
Gross Margin % | 97.36% | 97.21% | 97.21% |
Expenses | |||
Payroll | $57,037 | $108,111 | $113,516 |
Sales and Marketing and Other Expenses | $2,200 | $3,500 | $3,500 |
Depreciation | $0 | $0 | $0 |
Rent | $58,800 | $59,500 | $60,000 |
Utilities | $10,500 | $10,500 | $10,500 |
Insurance | $7,200 | $7,200 | $7,200 |
Payroll Taxes | $8,556 | $16,217 | $17,027 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $144,293 | $205,027 | $211,744 |
Profit Before Interest and Taxes | ($9,409) | $64,059 | $90,433 |
EBITDA | ($9,409) | $64,059 | $90,433 |
Interest Expense | $3,819 | $3,144 | $2,440 |
Taxes Incurred | $0 | $18,275 | $26,398 |
Net Profit | ($13,228) | $42,641 | $61,595 |
Net Profit/Sales | -9.55% | 15.40% | 19.81% |
The following cash flow projections show the annual amounts only, significant for the first year mainly in the amounts projected in cash sales and payables.
Cash flow projections are critical to the success of Kid’s Community College®. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month and the other the monthly cash balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendices.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $138,540 | $276,820 | $310,859 |
Subtotal Cash from Operations | $138,540 | $276,820 | $310,859 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $138,540 | $276,820 | $310,859 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $57,037 | $108,111 | $113,516 |
Bill Payments | $86,777 | $123,660 | $134,952 |
Subtotal Spent on Operations | $143,814 | $231,771 | $248,468 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $10,057 | $10,057 | $10,057 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $153,871 | $241,828 | $258,525 |
Net Cash Flow | ($15,331) | $34,992 | $52,334 |
Cash Balance | $50,219 | $85,211 | $137,545 |
The balance sheet in the following table shows managed but sufficient growth of net worth, and a gradually sufficient healthy financial position. The monthly estimates are included in the appendices.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $50,219 | $85,211 | $137,545 |
Other Current Assets | $14,130 | $14,130 | $14,130 |
Total Current Assets | $64,349 | $99,341 | $151,675 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $64,349 | $99,341 | $151,675 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $7,954 | $10,362 | $11,157 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $7,954 | $10,362 | $11,157 |
Long-term Liabilities | $49,943 | $39,886 | $29,829 |
Total Liabilities | $57,897 | $50,248 | $40,986 |
Paid-in Capital | $59,130 | $59,130 | $59,130 |
Retained Earnings | ($39,450) | ($52,678) | ($10,037) |
Earnings | ($13,228) | $42,641 | $61,595 |
Total Capital | $6,452 | $49,093 | $110,688 |
Total Liabilities and Capital | $64,349 | $99,341 | $151,675 |
Net Worth | $6,452 | $49,093 | $110,688 |
The following table shows the projected businesses ratios for our industry: Child Day Care services, SIC code 8351. Kid’s Community College® expects to maintain healthy ratios for profitability, risk, and return.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | n.a. | 99.81% | 12.30% | 6.98% |
Percent of Total Assets | ||||
Other Current Assets | 21.96% | 14.22% | 9.32% | 30.21% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 60.28% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 39.72% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 12.36% | 10.43% | 7.36% | 27.78% |
Long-term Liabilities | 77.61% | 40.15% | 19.67% | 24.23% |
Total Liabilities | 89.97% | 50.58% | 27.02% | 52.01% |
Net Worth | 10.03% | 49.42% | 72.98% | 47.99% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 97.36% | 97.21% | 97.21% | 100.00% |
Selling, General & Administrative Expenses | 113.51% | 78.74% | 72.22% | 81.45% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 0.88% |
Profit Before Interest and Taxes | -6.79% | 23.14% | 29.09% | 1.52% |
Main Ratios | ||||
Current | 8.09 | 9.59 | 13.59 | 1.96 |
Quick | 8.09 | 9.59 | 13.59 | 1.56 |
Total Debt to Total Assets | 89.97% | 50.58% | 27.02% | 60.93% |
Pre-tax Return on Net Worth | -205.01% | 124.08% | 79.50% | 2.47% |
Pre-tax Return on Assets | -20.56% | 61.32% | 58.01% | 6.32% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | -9.55% | 15.40% | 19.81% | n.a |
Return on Equity | -205.01% | 86.86% | 55.65% | n.a |
Activity Ratios | ||||
Accounts Payable Turnover | 11.91 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 27 | 29 | n.a |
Total Asset Turnover | 2.15 | 2.79 | 2.05 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 8.97 | 1.02 | 0.37 | n.a |
Current Liab. to Liab. | 0.14 | 0.21 | 0.27 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $56,396 | $88,979 | $140,517 | n.a |
Interest Coverage | -2.46 | 20.37 | 37.06 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.46 | 0.36 | 0.49 | n.a |
Current Debt/Total Assets | 12% | 10% | 7% | n.a |
Acid Test | 8.09 | 9.59 | 13.59 | n.a |
Sales/Net Worth | 21.47 | 5.64 | 2.81 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Unit Sales | |||||||||||||
Full-time Couples | 0% | 6 | 8 | 10 | 12 | 12 | 10 | 10 | 20 | 27 | 27 | 27 | 30 |
After School Care | 0% | 6 | 6 | 6 | 6 | 6 | 8 | 8 | 15 | 20 | 20 | 20 | 20 |
Summer Camp | 0% | 0 | 0 | 0 | 0 | 0 | 13 | 13 | 0 | 0 | 0 | 0 | 0 |
Part-time Workers/Drop-Ins | 0% | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
Total Unit Sales | 13 | 15 | 17 | 19 | 19 | 32 | 32 | 36 | 48 | 48 | 48 | 51 | |
Unit Prices | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Full-time Couples | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | |
After School Care | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | $240.00 | |
Summer Camp | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | $460.00 | |
Part-time Workers/Drop-Ins | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | $100.00 | |
Sales | |||||||||||||
Full-time Couples | $2,760 | $3,680 | $4,600 | $5,520 | $5,520 | $4,600 | $4,600 | $9,200 | $12,420 | $12,420 | $12,420 | $13,800 | |
After School Care | $1,440 | $1,440 | $1,440 | $1,440 | $1,440 | $1,920 | $1,920 | $3,600 | $4,800 | $4,800 | $4,800 | $4,800 | |
Summer Camp | $0 | $0 | $0 | $0 | $0 | $5,980 | $5,980 | $0 | $0 | $0 | $0 | $0 | |
Part-time Workers/Drop-Ins | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | |
Total Sales | $4,300 | $5,220 | $6,140 | $7,060 | $7,060 | $12,600 | $12,600 | $12,900 | $17,320 | $17,320 | $17,320 | $18,700 | |
Direct Unit Costs | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Full-time Couples | 2.90% | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 | $13.34 |
After School Care | 1.90% | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 | $4.56 |
Summer Camp | 3.00% | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 | $13.80 |
Part-time Workers/Drop-Ins | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Direct Cost of Sales | |||||||||||||
Full-time Couples | $80 | $107 | $133 | $160 | $160 | $133 | $133 | $267 | $360 | $360 | $360 | $400 | |
After School Care | $27 | $27 | $27 | $27 | $27 | $36 | $36 | $68 | $91 | $91 | $91 | $91 | |
Summer Camp | $0 | $0 | $0 | $0 | $0 | $179 | $179 | $0 | $0 | $0 | $0 | $0 | |
Part-time Workers/Drop-Ins | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $107 | $134 | $161 | $187 | $187 | $349 | $349 | $335 | $451 | $451 | $451 | $491 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Campus Director | 0% | $1,833 | $1,833 | $1,833 | $2,042 | $2,042 | $2,042 | $2,042 | $2,042 | $2,042 | $2,042 | $2,042 | $2,042 |
F/T Instructors | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 |
P/T Instructors | 0% | $600 | $600 | $600 | $600 | $600 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 | $1,200 |
Total People | 3 | 3 | 3 | 3 | 3 | 4 | 4 | 5 | 5 | 5 | 5 | 5 | |
Total Payroll | $3,713 | $3,713 | $3,713 | $3,922 | $3,922 | $4,522 | $4,522 | $5,802 | $5,802 | $5,802 | $5,802 | $5,802 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | |
Long-term Interest Rate | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $4,300 | $5,220 | $6,140 | $7,060 | $7,060 | $12,600 | $12,600 | $12,900 | $17,320 | $17,320 | $17,320 | $18,700 | |
Direct Cost of Sales | $107 | $134 | $161 | $187 | $187 | $349 | $349 | $335 | $451 | $451 | $451 | $491 | |
Hidden Row | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $107 | $134 | $161 | $187 | $187 | $349 | $349 | $335 | $451 | $451 | $451 | $491 | |
Gross Margin | $4,193 | $5,086 | $5,979 | $6,873 | $6,873 | $12,251 | $12,251 | $12,565 | $16,869 | $16,869 | $16,869 | $18,209 | |
Gross Margin % | 97.50% | 97.43% | 97.38% | 97.35% | 97.35% | 97.23% | 97.23% | 97.40% | 97.39% | 97.39% | 97.39% | 97.37% | |
Expenses | |||||||||||||
Payroll | $3,713 | $3,713 | $3,713 | $3,922 | $3,922 | $4,522 | $4,522 | $5,802 | $5,802 | $5,802 | $5,802 | $5,802 | |
Sales and Marketing and Other Expenses | $0 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | $4,900 | |
Utilities | $875 | $875 | $875 | $875 | $875 | $875 | $875 | $875 | $875 | $875 | $875 | $875 | |
Insurance | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | |
Payroll Taxes | 15% | $557 | $557 | $557 | $588 | $588 | $678 | $678 | $870 | $870 | $870 | $870 | $870 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $10,645 | $10,845 | $10,845 | $11,085 | $11,085 | $11,775 | $11,775 | $13,247 | $13,247 | $13,247 | $13,247 | $13,247 | |
Profit Before Interest and Taxes | ($6,452) | ($5,759) | ($4,866) | ($4,213) | ($4,213) | $475 | $475 | ($683) | $3,621 | $3,621 | $3,621 | $4,961 | |
EBITDA | ($6,452) | ($5,759) | ($4,866) | ($4,213) | ($4,213) | $475 | $475 | ($683) | $3,621 | $3,621 | $3,621 | $4,961 | |
Interest Expense | $345 | $340 | $335 | $330 | $326 | $321 | $316 | $311 | $306 | $301 | $296 | $291 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($6,797) | ($6,099) | ($5,201) | ($4,543) | ($4,538) | $155 | $160 | ($993) | $3,315 | $3,320 | $3,325 | $4,670 | |
Net Profit/Sales | -158.08% | -116.84% | -84.71% | -64.35% | -64.28% | 1.23% | 1.27% | -7.70% | 19.14% | 19.17% | 19.20% | 24.97% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $4,300 | $5,220 | $6,140 | $7,060 | $7,060 | $12,600 | $12,600 | $12,900 | $17,320 | $17,320 | $17,320 | $18,700 | |
Subtotal Cash from Operations | $4,300 | $5,220 | $6,140 | $7,060 | $7,060 | $12,600 | $12,600 | $12,900 | $17,320 | $17,320 | $17,320 | $18,700 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $4,300 | $5,220 | $6,140 | $7,060 | $7,060 | $12,600 | $12,600 | $12,900 | $17,320 | $17,320 | $17,320 | $18,700 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $3,713 | $3,713 | $3,713 | $3,922 | $3,922 | $4,522 | $4,522 | $5,802 | $5,802 | $5,802 | $5,802 | $5,802 | |
Bill Payments | $246 | $7,392 | $7,607 | $7,630 | $7,681 | $7,685 | $7,923 | $7,924 | $8,095 | $8,203 | $8,198 | $8,194 | |
Subtotal Spent on Operations | $3,959 | $11,105 | $11,320 | $11,552 | $11,603 | $12,207 | $12,445 | $13,726 | $13,897 | $14,005 | $14,000 | $13,996 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $838 | $838 | $838 | $838 | $838 | $838 | $838 | $838 | $838 | $838 | $838 | $838 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $4,797 | $11,943 | $12,158 | $12,390 | $12,441 | $13,045 | $13,283 | $14,564 | $14,735 | $14,843 | $14,838 | $14,834 | |
Net Cash Flow | ($497) | ($6,723) | ($6,018) | ($5,330) | ($5,381) | ($445) | ($683) | ($1,664) | $2,585 | $2,477 | $2,482 | $3,866 | |
Cash Balance | $65,053 | $58,330 | $52,312 | $46,982 | $41,601 | $41,156 | $40,473 | $38,809 | $41,394 | $43,871 | $46,353 | $50,219 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $65,550 | $65,053 | $58,330 | $52,312 | $46,982 | $41,601 | $41,156 | $40,473 | $38,809 | $41,394 | $43,871 | $46,353 | $50,219 |
Other Current Assets | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 | $14,130 |
Total Current Assets | $79,680 | $79,183 | $72,460 | $66,442 | $61,112 | $55,731 | $55,286 | $54,603 | $52,939 | $55,524 | $58,001 | $60,483 | $64,349 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $79,680 | $79,183 | $72,460 | $66,442 | $61,112 | $55,731 | $55,286 | $54,603 | $52,939 | $55,524 | $58,001 | $60,483 | $64,349 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $7,138 | $7,353 | $7,374 | $7,425 | $7,420 | $7,659 | $7,654 | $7,822 | $7,929 | $7,925 | $7,920 | $7,954 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $7,138 | $7,353 | $7,374 | $7,425 | $7,420 | $7,659 | $7,654 | $7,822 | $7,929 | $7,925 | $7,920 | $7,954 |
Long-term Liabilities | $60,000 | $59,162 | $58,324 | $57,486 | $56,648 | $55,810 | $54,972 | $54,134 | $53,295 | $52,457 | $51,619 | $50,781 | $49,943 |
Total Liabilities | $60,000 | $66,300 | $65,677 | $64,860 | $64,073 | $63,230 | $62,631 | $61,788 | $61,117 | $60,387 | $59,544 | $58,701 | $57,897 |
Paid-in Capital | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 | $59,130 |
Retained Earnings | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) | ($39,450) |
Earnings | $0 | ($6,797) | ($12,897) | ($18,098) | ($22,641) | ($27,179) | ($27,024) | ($26,865) | ($27,858) | ($24,543) | ($21,223) | ($17,898) | ($13,228) |
Total Capital | $19,680 | $12,883 | $6,783 | $1,582 | ($2,961) | ($7,499) | ($7,344) | ($7,185) | ($8,178) | ($4,863) | ($1,543) | $1,782 | $6,452 |
Total Liabilities and Capital | $79,680 | $79,183 | $72,460 | $66,442 | $61,112 | $55,731 | $55,286 | $54,603 | $52,939 | $55,524 | $58,001 | $60,483 | $64,349 |
Net Worth | $19,680 | $12,883 | $6,783 | $1,582 | ($2,961) | ($7,499) | ($7,344) | ($7,185) | ($8,178) | ($4,863) | ($1,543) | $1,782 | $6,452 |
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Keeping a group of toddlers occupied and writing a strong business plan may be very different tasks, but both take patience, time, and coordinating a few moving pieces.
You bring the child care skills, this guide will help out with the other one, outlining the five key areas to include in an effective child care business plan.
From financial projections to local business marketing strategies , here are the most important sections of a successful daycare business plan.
Your childcare business plan will be as functional to your business as a shelf stocked with Curious George. Not only is it an essential document if you’re raising funds for your business, but it’s also a helpful way to organize your thoughts and plans for yourself and to share them with employees.
Start every business plan with a summary to hook whoever’s reading it to learn more about your company and your proposal. Think of it a little like a sales pitch for your business and a preview of everything you lay out inside. Be sure to include:
Contact information – Include your name, number, address, email, and any other relevant contact information so potential partners know how to get in touch.
Business concept – Whether a one-person babysitting service or a 24/7 child care facility, include key details of your business, including staff size, services, a summary of general operations, and the required operating licenses you have or plan to get.
Business structure – List owners, partners, managers, and employees, and explain the structure of your business and how it will run. This should also include your target demographic and basic marketing plans.
Mission – Share your reason for starting a childcare business. For Matt and Anne Evers , owners of the Primrose School of Atascocita in Kingwood, TX, their business is personal: “Since both of our children attend the school it is very easy for us to ask ourselves when making daily decisions, ‘What’s the best choice for the child? What will result in the best outcome for [them]?’”
Keep the executive summary to one or two pages. You’ll have the space to dive deeper into the details of your childcare business in the following sections.
Child care is a local business, which means location, community needs, and demographics are all key in planning your grand opening.
Your business location will likely fall into one of two categories of childcare businesses:
Inside your home – Operating within your home can mean less overhead costs, fewer rental expenses, and more flexibility. To comply with local and state safety regulations, you may be required to renovate or change portions of your home.
Outside your home – Factor in rent, utilities, and any necessary repairs to the property. Whether renting in a residential neighborhood or purchasing a commercial property, summarize your general knowledge of the building and neighborhood, plus why you plan to operate there in this section.
Since your location is important to your childcare business, include insurance costs, relevant zoning laws, neighborhood information, and applicable details on kitchen and bathroom facilities.
An effective business plan will share both a compelling narrative for your idea and the steps you’ll take to make it a success. Your financial planning section should be well-researched with estimates for costs, the funding you’re seeking, and projected growth over the next three or more years. While this section is necessary for investors and partners, it will also give you a working plan to help your childcare business run smoothly and make a profit.
When fleshing out the financial section of your business plan, include details like:
Tax plan – Share your business’s legal structure — commonly C or S corporation, general or limited partnership, sole proprietor, or limited liability company — to plan for taxes.
Insurance – Assess risk, liability, protection, and coverage options to ensure you’ve covered all the necessary bases.
Budget – Include both costs and projected profit for your child care business accounting for personnel, equipment, supplies, professional fees, and other expenses. Include monthly and annual budgets, as well as a cash-flow forecast.
Detail your plans for fluctuations, which is common for childcare businesses. Take it from Danielle Burns, director of Lil’ Red Barn Academy in Washington whose business experienced an influx of children in the summer of 2021, despite the summer typically being a slower time.
If you run into questions with the financial section of your business plan, consider tapping an accountant for help, especially if they have advised other local businesses in your area.
It’s almost time to spread the word about your services. Building a marketing plan as a neighborhood business is more than catchy slogans and photos of cute kids. In this section, show your understanding of your local market and how your business will support it.
When developing your marketing plan, include:
Market analysis – Summarize the state of childcare in your area: Will you be one of five daycares on the block, or are you opening up within a community that’s lacking in childcare options? Consider neighborhood trends, your competition, and the average cost of child care in your neighborhood. Include information on your target clientele and how you’ll meet their needs to show your business’s potential.
Business niche – Whether you’re focused on a specific age group or specializing in evening care, explain where you fit into the overall childcare industry and how any unique services will distinguish you from the competition.
The 5 P’s: Price, product, promotion, place, and people – You’ll want to make sure you’re offering the right prices and products to the right people in the most effective way possible. Analyze market and demographic data for marketing or advertising plans for your childcare business to reach the right clients for your business.
Start with a free business page on Nextdoor . Set one up for your local business in minutes to instantly unlock a following of your most valuable customers: neighbors. Show up in local searches when neighbors look for childcare options near them, share updates as you open and grow, and build trust in your business with recommendations.
The details of your day-to-day operations are just as important as the big picture ideas and long-term goals you’re setting. Use this section for the details of your services, including information on:
Personnel – List your team along with the goals and responsibilities of each of their roles. Share details of your hiring practices and staff policies, from sick leave to the termination process.
Structure – Include a schedule for what a typical day at your daycare looks like highlighting what makes your business unique: lunch or nutrition plans, classes and other organized activities, playtime, exercise, and storytime.
Parental policies – The two most important details with parents are how you plan to keep them informed, and what your policies are. Pick-up and drop-off requirements, what happens if they’re late for pick-up, behavioral issues — build an action plan to set expectations when they first enroll their children.
Emergency plans – Include fire escape plans, medical protocol, and other possible contingency plans as part of your daily operational details.
Build a community with Nextdoor
The building blocks of a successful childcare service start with a comprehensive business plan. From there, your business will rely on your local community and how you’re able to meet the needs of the families in your neighborhood to thrive.
With one in three U.S. households on Nextdoor , neighbors use the app every day to get things done, connect with everyone and everything nearby, and pass along local recommendations. With 50,000 shared each week, make the next recommendation for your child care services with a free business page and a plan to reach local families who need them.
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Nos experts ont réalisé un un pack complet pour une crèche , modifiable.
En France, le marché des crèches est en plein boom. Le secteur affiche un volume d’affaires proche des 2 milliards €.
Lors des dernières, le secteur engrange une hausse de 10 % par an en moyenne.
Ce dynamisme est porté par un taux de natalité élevé par rapport aux autres pays de l’Europe. En effet, la France compte plus de 4,6 millions d’enfants de moins de 3 ans et le taux de natalité moyen s’établit entre 1,8 et 1,9 enfant par foyer. Selon les experts en démographie, cette tendance haussière devrait persister durant les prochaines années.
Ces dernières années, environ la moitié des familles qui ont déposé une demande de place en crèche ne l'ont pas obtenue. La garde d’enfants représente donc un réel enjeu social et économique. Pour satisfaire à la demande actuelle, il faudrait 300 000 à 500 000 places de plus dans les crèches et les structures d’accueil collectif.
Avec seulement 145 000 places en crèches disponibles chaque année, seul un enfant sur 8 peut être accueilli.
Afin de combler ce vide, les acteurs privés se sont emparés du marché.
Cependant, avant de se lancer sur ce marché, il faut se préparer stratégiquement. Vous pouvez vous appuyer sur les ressources de notre pack complet pour ouvrir une crèche rentable .
L’une de ces ressources est le business plan : c'est sur ce document que repose votre stratégie pour capturer des parts sur le marché des crèches.
C'est la phase de rédaction du business plan qui vous permet de réfléchir aux futures opérations de votre établissement d'accueil. Également, un business plan bien ficelé pour votre crèche vous permettra de convaincre un banquier de soutenir votre projet.
Pourquoi rédiger un business plan avant d'ouvrir une crèche .
Mettre en place un business plan avant d’ouvrir votre crèche vous donnera l’occasion de : - construire une proposition de valeur convaincante pour votre crèche - mieux connaître vos segments de marché - analyser les profils des crèches concurrentes - prouver à un banquier que votre projet peut générer des profits - étudier le marché des crèches dans son intégralité - vous informer des tendances générales du secteur - identifier les facteurs de réussite d’une crèche - comprendre les besoins de votre marché cible - trouver des avantages concurrentiels pour votre crèche - construire un plan de développement pour votre crèche
Vous pourrez répondre à tous ces objectifs grâce au modèle de business plan pour une crèche .
Voici les parties que l’on retrouve dans notre business plan pour une crèche : - la partie “Opportunité de Marché”, qui permet d’évoquer les données et chiffres du marché - la partie “Présentation du Projet”, qui donne un aperçu du projet d’entreprise - la partie “Étude de Marché”, qui donne l’occasion de cibler les acteurs qui entourent le projet - la partie “Stratégie”, qui va servir à dérouler un plan de développement sur 3 ans - la partie “Finances”, soit l’analyse des ratios, indicateurs et tableaux financiers
Un extrait de notre business plan pour une crèche
Pour valoriser un projet de création de crèche, il faut notamment : - exposer une stratégie financière détaillée - démontrer comment vous allez faire venir vos premiers clients dans votre crèche - prouver que le seuil de rentabilité peut être rapidement atteint - expliquer comment vous allez délivrer de la valeur à vos segments de marché - présenter un plan pour continuer de faire fructifier le chiffre d’affaires
Vous pourrez accomplir tous ces objectifs grâce au business plan pour une crèche .
Le business model, ou modèle économique, d’une crèche est de la prestation de services, de la garde d’enfants plus précisément.
La crèche se présente comme un lieu d'accueil collectif. Les enfants qui y sont gardés ont plus de 2 mois et demi. Elle permet à l’enfant d’être initié à la vie en collectivité. Une crèche présente également un projet éducatif précis.
Les grilles tarifaires des crèches sont généralement fonction de l’âge de l’enfant, du mode de garde choisi et de la durée sélectionnée.
Le business model votre crèche devra être expliqué à travers le Business Model Canvas , qui est une partie du business plan.
Bien entendu, le business plan que nous avons conçu pour une crèche contient un Business Model Canvas, complet et entièrement modifiable.
Il y a certaines étapes à respecter et certains éléments qu'il ne faut surtout pas oublier. Tout est expliqué dans notre modèle d'étude de marché pour une crèche .
Dans la partie “Étude de Marché” de notre business plan pour une crèche , on retrouve notamment : - des données actualisées sur le marché des crèches - les tendances et innovations du secteur des crèches - les différents segments de clientèle pour ce type d’activité - l’analyse SWOT d’une crèche - une étude des crèches concurrentes - les potentiels avantages concurrentiels d’une crèche
Notez enfin que le business plan, l'étude de marché, mais aussi le prévisionnel financier et l'executive summary sont tous inclus dans le pack complet pour une crèche.
Les segments de marché de votre crèche.
Il faut savoir à quelle audience votre offre de crèche s'adresse. Dans votre business plan, on doit pouvoir comprendre facilement quels sont vos segments de marché.
Bien entendu, il s'agira de parents d'enfants en bas âge. Mais quel type de parents ? Quelles catégories sociales ? Quels budgets ? Quelles envies ? Quels besoins ?
Les recherches menées durant l'étude de marché de votre crèche permettent d'identifier l’audience cible et les différents segments de marché.
Une fois votre audience définie, expliquez pourquoi votre offre de crèche est adaptée à ses modes de consommation. Il faut en effet une cohérence entre le projet et son audience, sinon vous ne ferez jamais grossir votre chiffre d'affaires.
C'est là qu'intervient la proposition de valeur, soit la valeur que vous apportez à votre marché.
Avez-vous identifié un problème précis que rencontre votre marché cible ? Par exemple : l’absence de crèche qui peut accueillir les enfants tôt le matin, aucune structure à taille humaine ou aucune crèche à proximité d'une zone industrielle, des prix trop élevés dans les crèches du quartier, etc.
La proposition de valeur de votre crèche c'est, en partie, votre solution à ce problème, cette opportunité de marché. Par exemple, si, en parlant à vos clients potentiels, vous avez compris qu'il n'existait aucune crèche dont les tarifs correspondent au budget de la plupart d'entre eux, alors vous pourriez travailler sur une offre qui va dans ce sens.
Délimitez l’environnement concurrentiel de votre crèche.
Même s'il s'agit d'un secteur où la demande surpasse largement l'offre, vous devrez faire face à la concurrence des autres crèches : quels seront vos avantages compétitifs ?
Il faut commencer par analyser correctement les établissements concurrents. L'analyse SWOT reste l'outil le plus efficace pour correctement "mapper" son environnement concurrentiel dans un business plan.
Identifiez les points faibles des offres concurrentes : des prix trop élevés, une équipe peu compétente ou encore des programmes éducatifs trop classiques pour les enfants.
À partir de ces faiblesses, remarquez des opportunités de marché et profitez-en pour créer un avantage concurrentiel. Pour la cohérence de votre business plan, il vous faut un positionnement et une offre alignés avec vos prix.
Vous retrouverez les segments de marché, la SWOT, l’étude de la concurrence et les avantages concurrentiels d’une crèche dans le pack complet pour une crèche .
Le business plan de votre crèche vous donnera aussi l'occasion de montrer que vous savez planifier sur le long-terme.
“Si tu veux la paix, prépare la guerre” disait-on au temps des romains : ne cachez pas les risques potentiels liés à votre activité.
Toutes les entreprises (les crèches ne sont pas épargnées) comportent des risques inhérents à leur gestion : à vous de les anticiper.
Un risque indéniable est celui de recruter du personnel incompétent. Comment faire en sorte qu'il ne se présente pas ? Vous devez détailler un plan d'embauches dans le business plan de votre crèche.
Il y a également le risque de ne pas recevoir de financement. Qu'allez-vous faire si cela arrive ? Avez-vous assez pour démarrer, même plus modestement ? Avez-vous un plan B ?
La gestion de la trésorerie de votre crèche comporte aussi des risques. Montrez dans le business plan de votre crèche que vous êtes conscient de ce risque et que vous allez toujours garder un montant en réserve.
La réussite d'un projet d'entreprise dépend principalement du ... porteur de projet. Ainsi, donnez la possibilité au lecteur du business plan de votre crèche de mieux vous connaître.
Bien entendu, vous allez joindre votre CV en annexe de votre business plan. Cependant, cela ne suffira pas.
Avez-vous des expériences professionnelles en rapport avec ce projet ? Êtes-vous un ancien instituteur ? Ou une ancienne infirmière ? Avez-vous travaillé dans une crèche et vous connaissez bien ce type d’entreprise ? Connaissez-vous les facteurs de succès de ce type d’établissement ? Avez-vous des compétences qui feront de vous un bon gestionnaire de crèche ?
Mentionnez tous ces points là dans le business plan de votre crèche.
Expliquez également la raison pour laquelle vous souhaitez vous lancer aujourd'hui. Cela peut venir d'une envie d'indépendance. Cependant, c'est encore mieux d'expliquer que vous vous êtes renseigné sur le secteur et que, après une analyse rigoureuse (ou une étude de marché), vous avez décidé de vous lancer.
Comment estimer le chiffre d’affaires prévisionnel de sa crèche .
Ouvrir votre micro-crèche sans connaître la réponse à cette question n'est pas envisageable.
Il faudra ainsi réaliser des projections de revenu cohérentes dans votre business plan de crèche.
Votre chiffre d'affaires est directement dérivé des parents qui vous confieront leurs enfants. Il faudra alors faire des estimations quant au revenu moyen par client, chaque mois.
Dans le cas d'une crèche, il devrait se situer un peu en dessous de votre forfait "mensuel" (si vous en avez un), car il y aura tous les clients qui vous confieront leurs enfants pour des durées moindres dans le mois (et qui feront donc mécaniquement "baisser" le revenu moyen par client par mois).
Ensuite, vient le nombre de transactions que comptez réaliser sur une période donnée.
Obtenir un taux de remplissage à 100 % pour sa crèche prend du temps. Même si le marché est en votre faveur : soyez conservateur dans vos paramètres.
Cependant, au fur et à mesure que vous développerez votre activité, le nombre de clients devrait augmenter : faites refléter cette hypothèse. Une croissance annuelle du chiffre d'affaires de 30 % nous semble réaliste pour une crèche.
Attention cependant, vous êtes limité par votre capacité d'accueil. Dans le cas d'un business plan de micro-crèche, vous êtes par exemple limité à 10 enfants.
Pour une estimation précise du chiffre d’affaires d’une crèche, vous pouvez utiliser notre modèle financier pour une crèche .
Dans ce modèle, vous renseignez des hypothèses, le chiffre d’affaires et les autres indicateurs financiers se calculent automatiquement. Également, un système de vérification vous indique si vos prévisions sont cohérentes (ou non).
Après avoir démarré, il faut se développer. Réussir l’ouverture de sa crèche est important. Cependant, le développement de votre crèche devra se poursuivre les années suivantes.
Comment allez-vous capturer des parts sur le marché de la garde d'enfants ?
Voici quelques unes des étapes que l'on doit retrouver dans votre stratégie de développement : - partenariats avec des entreprises qui pourraient vous aider à acquérir de la clientèle - travaux d'agrandissement pour augmenter la capacité d'accueil de la crèche - ouverture d’un pôle éducatif - expansion vers de nouveaux marchés tels que l'éducation bilingue - montée en gamme des équipements de la crèche - embauche d'une équipe marketing qui vous aidera à développer votre chiffre d'affaires - rachat d'un concurrent et développement d’un concept de franchise
Exposez une stratégie solide au lecteur de votre business plan, comme nous l’avons fait dans les documents du pack complet pour une crèche .
D’après ce que nous avons pu observer, le budget prévisionnel nécessaire à l’ouverture d’une crèche sera souvent situé aux alentours des 100 000 euros.
Le principal décaissement du budget prévisionnel d’une crèche concerne le local. Pour le local de la crèche , il faudra souvent prévoir des frais de travaux pour la rénovation, la mise en conformité et le respect des normes de sécurité.
Notre modèle financier pour une crèche permet d’obtenir un budget de départ précis, complet et personnalisé pour votre projet de crèche.
D’après notre expérience en termes de rédaction pour des business plans de crèche, nous savons que les étapes les plus importantes sont : - la recherche (ou la construction) d'un espace qui pourra accueillir la crèche - l'obtention des autorisations nécessaires (notamment l'autorisation d’ouverture délivrée par le Président du Conseil Départemental) - tous les ajustements pour satisfaire les conditions de sécurité, d'hygiène et de confort demandées
Il y aura aussi tous les investissements de départ, en plus de ceux déjà évoqués : - du matériel informatique - des frais d'établissement (pour la création de votre société) - des honoraires de comptable et d'avocat - un budget communication pour l'ouverture de votre crèche - des frais d'inscription dans les annuaires - un dépôt de garantie ou encore le paiement des premiers loyers si vous décidez de louer un espace
Notre modèle financier adapté à une crèche contient la liste complète et détaillée des dépenses nécessaires à l’ouverture de ce type d’établissement.
Vous pouvez aussi y faire vos propres modifications, afin d’obtenir votre propre liste de dépenses prévisionnelles.
C'est une information déterminante, pour savoir si vous devriez lancer votre projet ou non.
Si votre budget prévisionnel indique que vos flux de trésorerie sont constamment positifs, alors vous êtes rentable.
Cette information se trouve dans un prévisionnel financier. Un bon modèle vous permettra d'identifier le revenu à atteindre, mais également le nombre de jours qu'il faut pour devenir rentable, chaque année.
Vous voulez connaître votre potentiel de rentabilité ? Utilisez notre prévisionnel financier pour une crèche .
La rentabilité d'une crèche est directement dérivée de deux facteurs. Tout d'abord, il y a la croissance long terme du chiffre d’affaires. Ensuite, il faudra maîtriser les coûts propres à la gestion de votre crèche.
Les initiatives pour faire croître le chiffre d'affaires d'une entreprise font partie de ce qu'on appelle une stratégie marketing.
Par exemple, s'associer avec d'autres entreprises vous permettra de bénéficier de leurs efforts en communication et donc de gagner en visibilité.
Un travail de fond sur la marque de votre crèche vous permettra de développer de nouveaux services, avec des marges bénéficiaires plus intéressantes.
Travaillez également votre présence sur les réseaux sociaux pour faire croître votre clientèle : il faut que les parents, qui sont des clients potentiels, puissent voir ce qu'il se passe dans votre crèche.
Toujours en utilisant les réseaux sociaux, construisez une communauté de parents, qui réagissent et discutent autour des thèmes de l'enfance, sur vos propres pages en ligne. Prouvez, dans votre business plan, que vous ne vous ferez pas dépasser par des concurrents qui auraient compris cela mieux que vous.
Évoquons ensuite la limitation des dépenses, en commençant par un point important.
Limiter les investissements dédiés à l'ouverture de votre crèche n'est pas toujours une bonne idée.
Par exemple, nous vous encourageons à investir le budget nécessaire pour l'aménagement de l'espace, le recrutement d'une équipe éducative compétente et la communication liée à l'ouverture de votre établissement de garde d'enfants.
En réalité, ce sont surtout les charges courantes de votre crèche que vous devrez limiter.
Par exemple, trop de crèches gèrent mal les fonctions supports (comptabilité et fiscalité) et y perdent de l'argent.
Quant à la constitution d'une équipe, commencez par des emplois à mi-temps, tant que le taux de remplissage de votre crèche reste faible.
Sachez aussi que les investissements marketing ne seront pas toujours rentables ; il vous faudra mettre en place des indicateurs de rentabilité.
Nous pouvons aussi évoquer les taxes diverses : avez-vous choisi le bon régime pour votre établissement ?
Présentez ces actions pour convaincre votre banque que vous êtes en mesure de générer du revenu et construire une entreprise pérenne.
Dans notre modèle financier pour une crèche , nous vous guidons pour construire des prévisions de revenu réalistes, qui permettent d’obtenir le niveau de rentabilité souhaité pour une crèche.
N'oubliez aucun tableau.
Voici la liste : un bilan prévisionnel, un plan de financement, l'analyse des soldes intermédiaires de gestion, un compte de résultat prévisionnel, un budget de trésorerie, le détail du seuil de rentabilité ou encore le détail du calcul du besoin en fonds de roulement.
Pour un business plan vraiment réussi, vous pouvez aussi inclure des graphiques dans le prévisionnel financier de votre crèche.
Vous retrouverez tous ces éléments dans notre modèle financier pour une crèche .
Un modèle de business plan pour une crèche.
Vous êtes débutant et vous souhaitez un business plan professionnel ? Téléchargez notre modèle de business plan adapté à une crèche .
Être débutant et partir d’une feuille blanche implique non seulement de longues heures de travail mais également un résultat incertain.
Pourquoi partir de zéro ? Profitez des heures de travail de notre équipe et impressionnez votre banquier en lui rendant un business plan solide et professionnel.
Des tendances de l'industrie aux données de marché les plus récentes en passant par l'étude des concurrents d'une crèche, l'analyse SWOT, le Business Model Canvas, ou encore la stratégie marketing d'une crèche. Il ne vous reste plus qu'à personnaliser pour obtenir un business plan complet, sérieux et professionnel.
Pour bien comprendre ce que contiennent nos modèles de business plan, vous pouvez consulter un exemple gratuit de business plan .
Vous n'êtes pas un expert en finance ? Utilisez notre modèle de prévisionnel financier pour une crèche .
Ce prévisionnel financier à été élaboré pour ceux qui n'ont jamais appris la finance mais qui veulent cependant réussir leur prévisionnel financier.
C'est, en réalité, le moyen le plus sûr pour réussir votre prévisionnel financier facilement, rapidement et correctement : vous n'avez que des hypothèses à modifier.
De plus, le modèle est déjà pré-rempli avec des prévisions de chiffre d'affaires ainsi qu'une liste de dépenses fictives pour une crèche.
Nous avons fait tester ce prévisionnel par des gérants de crèche, puis nous l'avons simplifié, puis testé une nouvelle fois, puis simplifié à nouveau ... afin d'être sûr et certain que tout le monde puisse l'utiliser.
Pour bien comprendre ce que contiennent nos modèles de prévisionnel financier, vous pouvez consulter un exemple gratuit de prévisionnel financier .
Bien entendu, notre équipe reste disponible pour la moindre question et vous accompagne pour remplir le modèle.
Nous sommes réactifs et disponibles pour nos entrepreneurs.
Plus de 20 000 entrepreneurs ont téléchargé nos modèles et ont pu donner naissance à leur projet d’entreprise.
Vous pouvez voir les entreprises qu’ils ont créées en cliquant sur ce lien .
Nous espérons que vous ferez également partie de cette liste.
By Joe Weller | September 9, 2020
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We’ve gathered the most useful collection of business plan PDF templates and samples, including options for organizations of any size and type.
On this page, you’ll find free PDF templates for a simple business plan , small business plan , startup business plan , and more.
These simple business plan PDF templates are ready to use and customizable to fit the needs of any organization.
This template contains a traditional business plan layout to help you map out each aspect, from a company overview to sales projections and a marketing strategy. This template includes a table of contents, as well as space for financing details that startups looking for funding may need to provide.
Download Simple Business Plan Template - PDF
This scannable business plan template allows you to easily identify the most important elements of your plan. Use this template to outline key details pertaining to your business and industry, product or service offerings, target customer segments (and channels to reach them), and to identify sources of revenue. There is also space to include key performance metrics and a timeline of activities.
Download Lean Business Plan Template - PDF
This template is designed to help you develop and implement a 90-day business plan by breaking it down into manageable chunks of time. Use the space provided to detail your main goals and deliverables for each timeframe, and then add the steps necessary to achieve your objectives. Assign task ownership and enter deadlines to ensure your plan stays on track every step of the way.
Download Simple 30-60-90 Day Business Plan Template
PDF | Smartsheet
The following single page business plan templates are designed to help you download your key ideas on paper, and can be used to create a pitch document to gain buy-in from partners, investors, and stakeholders.
Use this one-page template to summarize each aspect of your business concept in a clear and concise manner. Define the who, what, why, and how of your idea, and use the space at the bottom to create a SWOT analysis (strengths, weaknesses, opportunities, and threats) for your business.
Download One-Page Business Plan Template
If you’re looking for a specific type of analysis, check out our collection of SWOT templates .
This one-page business plan template employs the Lean management concept, and encourages you to focus on the key assumptions of your business idea. A Lean plan is not stagnant, so update it as goals and objectives change — the visual timeline at the bottom is ideal for detailing milestones.
Download One-Page Lean Business Plan Template - PDF
Use this business plan template to identify main goals and outline the necessary activities to achieve those goals in 30, 60, and 90-day increments. Easily customize this template to fit your needs while you track the status of each task and goal to keep your business plan on target.
Download One-Page 30-60-90 Day Business Plan Template
For additional single page plans, including an example of a one-page business plan , visit " One-Page Business Plan Templates with a Quick How-To Guide ."
These business plan templates are useful for small businesses that want to map out a way to meet organizational objectives, including how to structure, operate, and expand their business.
A small business can use this template to outline each critical component of a business plan. There is space to provide details about product or service offerings, target audience, customer reach strategy, competitive advantage, and more. Plus, there is space at the bottom of the document to include a SWOT analysis. Once complete, you can use the template as a basis to build out a more elaborate plan.
Download Simple Small Business Plan Template
This fill-in-the-blank template walks you through each section of a business plan. Build upon the fill-in-the-blank content provided in each section to add information about your company, business idea, market analysis, implementation plan, timeline of milestones, and much more.
Download Fill-In-the-Blank Small Business Plan Template - PDF
Use this one-page template to create a scannable business plan that highlights the most essential parts of your organization’s strategy. Provide your business overview and management team details at the top, and then outline the target market, market size, competitive offerings, key objectives and success metrics, financial plan, and more.
Download One-Page Business Plan for Small Business - PDF
Startups can use these business plan templates to check the feasibility of their idea, and articulate their vision to potential investors.
Use this business plan template to organize and prepare each essential component of your startup plan. Outline key details relevant to your concept and organization, including your mission and vision statement, product or services offered, pricing structure, marketing strategy, financial plan, and more.
Download Startup Business Plan Template
Startups can use this sample 30-60-90 day plan to establish main goals and deliverables spanning a 90-day period. Customize the sample goals, deliverables, and activities provided on this template according to the needs of your business. Then, assign task owners and set due dates to help ensure your 90-day plan stays on track.
Download Sample 30-60-90 Day Business Plan for Startup Template
For additional resources to create your plan, visit “ Free Startup Business Plan Templates and Examples .”
Use these business plan PDF templates to outline your organization’s mission, your plan to make a positive impact in your community, and the steps you will take to achieve your nonprofit’s goals.
Use this customizable PDF template to develop a plan that details your organization’s purpose, objectives, and strategy. This template features a table of contents, with room to include your nonprofit’s mission and vision, key team and board members, program offerings, a market and industry analysis, promotional plan, financial plan, and more. This template also contains a visual timeline to display historic and future milestones.
Download Nonprofit Business Plan Template - PDF
This one-page plan serves as a good starting point for established and startup nonprofit organizations to jot down their fundamental goals and objectives. This template contains all the essential aspects of a business plan in a concise and scannable format, including the organizational overview, purpose, promotional plan, key objectives and success metrics, fundraising goals, and more.
Download One-Page Business Plan for Nonprofit Organization Template - PDF
Use these fill-in-the-blank templates as a foundation for creating a comprehensive roadmap that aligns your business strategy with your marketing, sales, and financial goals.
The fill-in-the-blank template contains all the vital parts of a business plan, with sample content that you can customize to fit your needs. There is room to include an executive summary, business description, market analysis, marketing plan, operations plan, financial statements, and more.
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This business plan is designed with a Lean approach that encourages you to clarify and communicate your business idea in a clear and concise manner. This single page fill-in-the-blank template includes space to provide details about your management team, the problem you're solving, the solution, target customers, cost structure, and revenue streams. Use the timeline at the bottom to produce a visual illustration of key milestones.
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These sample business plan PDF templates can help you to develop an organized, thorough, and professional business plan.
This business plan example demonstrates a plan for a fictional food truck company. The sample includes all of the elements in a traditional business plan, which makes it a useful starting point for developing a plan specific to your business needs.
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Use this sample outline as a starting point for your business plan. Shorten or expand the outline depending on your organization’s needs, and use it to develop a table of contents for your finalized plan.
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Use this sample template to develop the financial portion of your business plan. The template provides space to include a financial overview, key assumptions, financial indicators, and business ratios. Complete the break-even analysis and add your financial statements to help prove the viability of your organization’s business plan.
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Starting an Early Childhood Development (ECD) Day Care Centre in South Africa presents a unique opportunity for entrepreneurs passionate about child development and education. As the nation continues to grow and evolve, the demand for quality early childhood education has never been higher. This business venture not only offers a chance to contribute positively to the community but also presents a sustainable and highly profitable business model. As the average income increases steadily, accompanied by an increase in the birth-rate, more Early Childhood Development (ECD) day care centres are required. The increase in the demand for ECD centres in recent years is not only due to high birth rates. Immigration has been playing a huge role because a lot of families migrate to South Africa with their young children. There is more than 6 million children living in South Africa currently, and half of them cannot access educational facilities. This problem has created an opportunity for more ECD day care centres businesses.
Preschool Day care centres are necessary because toddlers need to spend a reasonable amount of time in an environment that stimulates their learning abilities, which is not the case if they have no access to ECD day care centres. Most of these children, especially in low income groups stay with working single parents or with their grandparents in some cases. There is a huge gap in childcare services. Childhood development is critical for the social and economic development of a country. This article will outline how to start an ECD day care centre in South Africa, and the ECD Day Care business plan – PDF, Word and Excel.
Market research is a crucial first step when considering starting an Early Childhood Development (ECD) Day Care Centre business in South Africa. This process involves gathering essential data and insights about the local childcare industry, the target market, and the competitive landscape. Conducting thorough market research enables prospective entrepreneurs to make informed decisions and develop a business strategy that aligns with the unique needs and preferences of the South African community. In South Africa, the demand for quality ECD services has been steadily increasing, driven by the growing number of working parents seeking reliable childcare solutions. Market research can help potential daycare center owners identify the specific needs of parents in their chosen location, whether it’s urban or rural, and determine the appropriate pricing, hours of operation, and curriculum offerings. Additionally, understanding the regulatory requirements and licensing processes within South Africa’s childcare sector is essential for ensuring compliance and building a trustworthy reputation in the community. Furthermore, market research can shed light on the competitive landscape, revealing the strengths and weaknesses of existing ECD daycares in the area. This information can guide the development of a unique value proposition and marketing strategy that sets the new daycare center apart from the competition.
The location and premises of your ECD day care centre are important before you decide on any other thing. It is important that you locate your ECD day care centre close to your target market. Consider the amount of road traffic, parent or guardian easy access, or a place where parents can easily pick and drop off their children. There are several possible locations, including close to the CBD where most workplaces are or residential areas close to the homes of your target market. Your premises should be safe and suitable for children. It should have sufficient parking space for staff and children. A playground is also required at your preschool for the children outdoor activities. When selecting the premises of an ECD Day Care Centre, consider the effect of playground noise on the neighbourhood. Also take into consideration the effect of increased vehicle traffic especially with respect to drop off and pickup of children. Your business plan for ECD centre should cater for costs of renting or leasing the premises.
In order to run your day care centre successfully you need various furniture and equipment. The choice of furniture and equipment plays a pivotal role in creating an ideal learning environment for children. The first step is to invest in child-sized furniture, including chairs, tables, and shelving units, designed with young learners in mind. These ergonomic furnishings not only ensure their comfort but also encourage age-appropriate activities, fostering independence and a sense of ownership in the learning space. Equally crucial are the educational materials that stimulate young minds. Stock up on an array of educational tools such as books, puzzles, building blocks, and art supplies. These materials promote creativity, cognitive development, and hands-on learning experiences. Dedicated play areas with age-appropriate toys and equipment, including climbing structures and play kitchens, provide opportunities for physical activity and imaginative play. Safety is paramount, and measures like safety gates, secure locks, and childproofing safeguards should be in place. Additionally, naptime essentials like cribs or cots with comfortable bedding must be provided. Ample storage solutions, outdoor equipment for play, art and creative spaces, hygiene stations, and even age-appropriate technology like computers are all integral components of a well-equipped ECD center. Regular maintenance and upkeep of all furniture and equipment are vital to ensure a safe, inviting, and nurturing learning environment for both children and staff. Your day care business plan should cater for such costs including the equipment and other essentials you will need to run the business successfully.
The kind of products and services you will provide are determined by your target niche. First and foremost, your center should offer reliable childcare services, creating a secure and nurturing environment for infants and toddlers, where their basic needs, including feeding, diaper changing, and napping, are met by a trained and compassionate staff. This fundamental care lays the groundwork for a loving and safe atmosphere that parents can trust. Equally important is the provision of early education programs designed to stimulate young minds. Craft a curriculum that focuses on age-appropriate skills such as pre-reading, pre-math, art, and music while emphasizing play-based learning to make education enjoyable. A commitment to providing balanced and nutritious meals and snacks is paramount for the children’s growth and well-being, adhering to South African nutritional guidelines and requirements. Outdoor play and physical activities should be a staple, promoting gross and fine motor skills, coordination, and physical fitness through a safe and equipped outdoor play area.
Moreover, maintaining health and safety measures is non-negotiable, with stringent hygiene and sanitation practices, clean facilities, and adherence to safety regulations. Establish strong parental engagement through open communication and regular updates on their child’s progress, encouraging parental involvement in center events. Don’t forget to provide support for children with special needs, ensuring inclusivity and a trained staff capable of accommodating diverse abilities. Consider offering extended hours or flexible schedules to cater to working parents and transportation services to ease commuting. Finally, expand your services with holiday and after-school programs to cater to a broader range of clients. These services collectively shape a reputable and successful ECD Day Care Centre in South Africa, underpinned by a commitment to the children’s well-being and development.
For your ECD centre to be a successful it’s important that you hire employees that are friendly, efficient and who are qualified caregivers. Your employees should be passionate about taking care of children. If you want to hit the ground running it’s better to hire a team of people who have experience in this type of business. Your caregivers and teachers should be able to work with children, their parents and guardians. Inexperienced staff members need to get extensive training before they can be given child minding tasks. Looking after children is a sensitive matter thus, working with qualified teachers for your preschool is important. There are plenty of risks associated with childcare that only experienced caregivers can manage. Depending on the size of your facility the actual number of your staff will vary however, you will need teachers, childminders, cooks, cleaners, security, as well as management. Your ECD business plan should cater for the salaries and day to day expenses of running the facility.
Budgeting and financial planning are foundational aspects when establishing an Early Childhood Development (ECD) Day Care Centre in South Africa. These financial strategies are pivotal not only for ensuring the longevity of your center but also for delivering top-notch services to the young minds under your care. To begin, a thorough analysis of startup costs is paramount. This involves a meticulous examination of initial expenditures, including facility rental or purchase, permits, insurance, and educational materials. A clear understanding of these financial requirements sets the stage for a well-prepared launch.
Creating an ongoing operational budget is equally crucial. It encompasses daily expenses such as staffing, utilities, maintenance, supplies, and potentially, meal provisions. Precise estimates of these outlays are essential to avoid unexpected financial strains. Revenue projections, based on enrollment and pricing structures, are indispensable for gauging income potential. It’s vital to maintain realistic expectations, especially when considering various enrollment scenarios, such as full-time and part-time.
Additionally, a competitive and sustainable fee structure should be determined. Striking the right balance between covering operational costs and remaining affordable for parents is key. Consider offering flexible payment options to attract a wider clientele. Establishing an emergency fund within your budget is a prudent move, serving as a financial buffer for unforeseen challenges without compromising the quality of care. Leveraging financial tracking software streamlines the budgeting process and ensures accurate record-keeping. Explore opportunities for fundraising and grant applications to supplement revenue, and continually seek ways to optimize costs without compromising quality. Regularly reviewing and adjusting your financial plans keeps your ECD center on the path to financial stability and success.
Crafting an effective marketing plan is a cornerstone of success for your Early Childhood Development (ECD) Day Care Centre business in South Africa. In a competitive market, a comprehensive plan is essential to not only promote your daycare but also resonate with parents and caregivers in your target audience. Firstly, establishing a robust online presence is vital. This entails creating a professional website showcasing your daycare’s facilities and curriculum, as well as engaging with parents on social media platforms like Facebook, Instagram, and Twitter. Leveraging search engine optimization techniques can help boost your online visibility. In addition to these digital approaches, consider traditional marketing methods like flyer distribution in the target market area. Distributing flyers can help you reach a local audience effectively, especially in neighborhoods where parents might be looking for quality childcare services. Community engagement is another key strategy; hosting open houses and partnering with local schools, pediatricians, and parenting groups can foster trust within the community. Furthermore, implementing referral programs can harness the power of word-of-mouth marketing, while providing quality service is perhaps the most potent tool in your marketing arsenal. Happy children and satisfied parents become your brand advocates. Online advertising, such as pay-per-click and social media ads, can help you reach a wider audience, and content marketing—through blogs, videos, and infographics—can establish your daycare as a trusted source of information. Also encourage feedback and reviews from parents, and respond professionally to both positive and negative feedback to showcase your commitment to customer satisfaction.
There are a lot of children living in urban areas. The number of children living in urban areas has been increasing over the years, especially in Gauteng. A large number of the children living in urban areas are taken care of by working parents or guardians who will benefit greatly from ECD day care centres. Overall, there is more than 6 million children living in South Africa under the age of 6 years and the country is currently sitting on 2.31 births per woman. This is a huge market base for day care centres. The continuous increase in population which is influenced by a high fertility rate is more than likely going to translate into a continual increase in the demand for childcare services especially among younger working-class couples. Research has shown that the market for day care services is likely to increase overtime as more women enter the workforce. There is a need for quality ECD daycare centres in the country, especially for children that come from low to middle income groups. More and more women are entering the workforce plus the increase in disposable income has also increased the demand for quality childcare centres. Your preschool business plan should include a proper marketing strategy for your business.
There is no denying that there is a reasonable number of ECD day care centres in a lot of South African neighbourhoods that already take up a reasonable market share. Nonetheless, you can open you own successful and profitable ECD day care centre. There is still a large number of children who cannot access educational facilities including quality preschools. Investing in a day care centre is profitable, but this will depend on many factors such as your target market, costs, and management. Apart from the obvious advantages of becoming financially independent and becoming your own boss, running an ECD centre can be a rewarding way of uplifting your community.
Given that the South African market is one of the leading emerging economies on the African continent with a relatively high fertility rate there is potential for good returns. The early childhood and development industry (ECD) can be competitive and complex. The sector has a lot of challenges given how it has developed overtime, but these challenges can be opportunities for your day-care facility. For example, there is still a large number of poor African children with no access to quality childcare services.
On the other hand, there are improvements in the sector due to increased government spending and ECD subsidies. Whether you are a young entrepreneur, a professional seeking to start your own business or someone who needs a retirement plan, investing in a day care facility is something worth considering. One thing that can set you apart before investing in any venture is developing a business plan. A well thought out day care business plan will help you in both the short term and long term. There are various risks associated with running a day care centre so your ECD business plan should clearly outline these risks as well as the plans you have to minimise them.
Unlocking profitability for your Early Childhood Development (ECD) Day Care Centre business in South Africa hinges on several strategic keys. Firstly, effective enrollment management is paramount. Craft a compelling marketing strategy, offer competitive pricing, and consider referral programs to expand your client base. Secondly, optimizing staffing levels ensures both safety and cost management, striking a balance to provide quality care and education without overstaffing. Thirdly, prudent cost control and budgeting practices are essential, involving meticulous monitoring of staffing costs, supplies, and operational expenses to allocate resources wisely.
Investing in staff training and development is another essential step toward profitability. Educators who are well-trained and motivated can significantly enhance the quality of care and education, attracting more enrollees and increasing customer satisfaction. Maximize your facility’s utilization by considering after-school or holiday programs, renting space for events, or collaborating with other organizations to optimize non-operational hours. Ensuring compliance with regulations and licensing requirements is non-negotiable, as compliance issues can lead to financial penalties or even business closure.
Efficiency in administrative systems, including digital solutions and streamlined record-keeping, can reduce administrative overhead and enhance operational efficiency. Strong parent engagement and retention, facilitated through open communication and prompt issue resolution, foster satisfied parents who are more likely to refer others and remain loyal customers. Incorporate financial planning and forecasting into your business strategy to make informed decisions and identify areas for improvement based on regular financial performance reviews. Lastly, consider diversifying your revenue streams by offering supplementary services such as tutoring, educational workshops for parents, or the sale of educational materials. By implementing these key strategies, your ECD Day Care Centre can flourish financially, ensuring long-term success and sustainability.
For an in-depth analysis of the ECD Day Care Centre business in South Africa, purchase our day care business plan. We decided to introduce the business plans after noting that many South Africans were venturing into the preschool business without a full understanding of the industry, market, how to run the business, the risks involved, profitability of the business and the costs involved, leading to a high failure rate of their businesses.
Our business plan will make it easier for you to launch and run a day care business successfully, fully knowing what you are going into, and what’s needed to succeed in the business. It will be easier to plan and budget as the ECD business plan will lay out all the costs involved in setting up and running the ECD Day Care Centre business. The business plan is designed specifically for the South African market.
The daycare business plan can be used for many purposes including:
The business plan includes, but not limited to:
The ECD Day Care Business Plan package consist of 4 files
The business plan was very helpful, you did a great job of taking ideas and putting them into words as well as pointing out other aspects of the business plan I wouldn’t have thought of. I got funding using your business plan and it’s now 4 months since I started my poultry business, and everything is going well.
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Download Business Plan Of A Creche. Type: PDF. Date: December 2019. Size: 1.4MB. Author: Sneha Mohanty. This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA.
This business plan does not imply an offering of securities. PAGE 4 OF 31 Executive Summary (Note: The executive summary is a mini version of the plan and can be somewhat repetitive. You can do this section last.) Purpose The purpose of this business plan is to ____ (i.e. start-up, expand, re-brand, etc.) the
Business Plan of a Creche - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This document proposes a business concept for a daycare center called Baby's Day Out. It will provide daycare services, pickup/drop-off, and flexible timing options for parents in Pune, India. The center will care for children ages 1-4 and offer a holistic environment for child development.
This daycare business plan example shows you how to include this vital information: "The daycare will be located at 123 Main Street in a commercial space currently leased by the owner. The lease agreement is for three years with an option to renew for an additional three years.
How To Write a Business Plan for a Childcare Business. A childcare business plan should include 10 sections as follows: Executive Summary. Company Overview. Industry Analysis. Customer Analysis. Competitive Analysis. Marketing Plan. Operations Plan.
Asking for free months shows you're a competent negotiator who takes his business seriously and has a long-term profit goal in mind. Another thing to watch out for with monthly rent is all the added costs. Say your price is $20 per square-foot and your building is 5,000 square-feet. This adds up to $100,000.
business plan shows that the management is serious about the business. To make the document easy to read: a. Use headers b. Leave plenty of white space on each page c. Include a table of contents 2. Be concise A short, well-written plan presents better than a long, drawn out one. Write in easy-to-understand terms.
Daycare Business Plan Template. Download our template and create a business plan for your daycare! When you are ready to start a daycare business, you need an effective plan outlining how to get there. High-quality child care is in high demand, but you must be prepared for the challenges of starting a new business.
Get access to Upmetrics software, invite your team members and start writing your business plan. 1. Get tried and tested tips. Upmetrics business plan builder gives you everything you need to stay in sync and guides you on every step of your business plan writing. 3. Stunning business plan cover pages.
Creating a Creche Business Plan. When starting a creche business, it is essential to develop a comprehensive business plan that outlines your goals, strategies, and financial projections. A well-crafted business plan serves as a roadmap for success and helps you navigate the challenges of starting and operating a creche.
The Toddler Warehouse will be competing in the child care industry. This industry is fairly broad and populated, there are companies at all levels, from the basic baby sitter services, to competitors of The Toddler Warehouse. There are service providers that offer standard business hours as well as services that offer night and evening hours.
The executive summary should include all the nitty-gritty details of your daycare such as the address, hours of operation, and the number of children it will serve. It should also include what sets you apart from other daycares. The executive summary sets the tone for the rest of the plan so the more information you include here, the better.
Developing the Child Care Center Business Plan is a process which includes: • Outlining the general concept of your center. • Conducting research. • Refining your ideas based on your research. • Developing specific components of the Plan. The Child Care Center Business Plan that you develop through this process:
Write the perfect daycare business plan with the help of the following steps: Give a general overview of your daycare. Provide a detailed description of your business. Provide a market analysis. Detail your marketing plan. Outline your organization and the management. Layout your finances in detail.
Everyday short-term processes include all of the tasks involved in running your preschool business, including answering calls, placing preschoolers into programs, meeting with parents, planning and providing teaching sessions, billing and collecting revenue, etc. Long-term goals are the milestones you hope to achieve.
Cash at End of Period. $139,493. $168,779. $190,402. Download This Plan. Explore a real-world day care business plan example and download a free template with this information to start writing your own business plan.
Business Plan Kindergarten and Creche Centre - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. bp
Detailing the service you're offering will help you create a clear business plan. Next, you might want to write some goals or even a mission statement outlining your purpose and motivation. Start by looking at general daycare or preschool industry trends, then narrow your scope to the preschools or daycares in your local area.
Services. Kid's Community College® offers upscale child care services and an advanced collegiate based curriculum designed for kids ages 4 months to 5 years and 1st through 5th grades. Normal operating hours will be 6:45am to 6:30pm, Monday through Friday - with observance of all major legal holidays.
Set one up for your local business in minutes to instantly unlock a following of your most valuable customers: neighbors. Show up in local searches when neighbors look for childcare options near them, share updates as you open and grow, and build trust in your business with recommendations. 5. Daily operations.
Ce guide vous fournira les informations nécessaires pour créer un business plan pour une crèche privée. Vous y trouverez des informations détaillées sur la structure, le financement et l'emplacement de votre crèche. Ce guide de 35 pages est un excellent outil pour vous aider à démarrer votre projet et à le rendre fructueux.
Lean Business Plan Template PDF. This scannable business plan template allows you to easily identify the most important elements of your plan. Use this template to outline key details pertaining to your business and industry, product or service offerings, target customer segments (and channels to reach them), and to identify sources of revenue.
It will be easier to plan and budget as the ECD business plan will lay out all the costs involved in setting up and running the ECD Day Care Centre business. The business plan is designed specifically for the South African market. USES OF THE ECD BUSINESS PLAN (PDF, WORD AND EXCEL) The daycare business plan can be used for many purposes including: