Child Day Care Services Business Plan Kid'S Community College Page 13
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192. 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.
5.3.4 Marketing Programs
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®.
5.4 Sales Strategy
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.
5.4.1 Sales Forecast
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.
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