Hard Work Makes Friends and Enemies

Hard Work Makes Friends and Enemies

If idiots in positions of authority annoy you, it could be your I-Boss
is holding you back from hard work. To my credit, I have always been
a dedicated, hard worker. Ever since my first job as the pro shop boy
at the Newton, Iowa Country Club (I’ve been paying income taxes
every year since the age of 11), I’ve felt, if I must work, I should get
into it so intensely that when I come up for air, it will be quitting time.
It’s hard for me to take a breather and then dive back into something
with the same intensity I had before I took the break. Like a helpful
and positive attitude, I’ve found that working hard benefits me as well
as my employees. Hard Work Makes Friends and Enemies


Hard Work Makes Friends and Enemies

I moved to California in 1977 and went to work as a union audio
and lighting technician at Disneyland. It wasn’t long before my work
habits attracted some attention. One day I was on a crew of three or
four, unloading sound equipment from a truck. Big Mike, the union
boss, joked with several of the other fellows I was working like a human
forklift. He suggested a couple of times that I should slow down
before I blew a gasket. I chuckled with them and worked on until I
felt a sharp tug on my arm. I had a microphone stand in each hand.
“Put those down,” Big Mike grumbled. I could see by the veins bulging
from his neck that he wasn’t joking anymore. I must have looked
at him funny because he said it again, louder.

I set the microphone stands down and reached for some more
gear on the truck. He grabbed my arm harder and swung me around.
I was about to apologize for not working hard enough when he said,
“Stand over there against the wall.” I began to suspect my befuddled
expression didn’t please him as he shoved me against the wall. “You
watch from right there,” he growled. “Don’t let me see you touch
another thing.”
It was one of the most excruciating experiences I’ve ever endured.
Every synapse in my nervous system was firing, trying to get back into
the unloading process. But I stayed put. The other stagehands kept
doing their thing and I watched them helplessly as Big Mike watched
me. When the truck was finally unloaded, he gave me permission to
move. “Next time I tell you to slow down,” he snarled menacingly,
“slow down.”

With that, he stomped off toward the commissary. The other guys
turned and walked away, too. I remembered Big Mike hinting I should
slow down a couple of times before, but I thought he was making a
joke. After all, there was no reason for him to be concerned about my
health. In the locker room later that day, one of the other guys expressed
his displeasure that I had made them look bad by working so
fast and left them unloading the truck shorthanded while Big Mike
had me pinned to the wall. I was nicknamed the human forklift, which
was not a term of endearment at the union hall.

Not long thereafter, Bob, the management guy came backstage
between shows and took me by the arm. “Come with me, John,” he
said. “I want to talk to you.” I was sure he going to fire me for slowing
down on the job, even though I only did it when Big Mike was around.
“I’ve been watching you and asking around,” he went on.


“Here it comes,” I thought to myself.
“We want you to head up a new department that will bring the
union technicians under the jurisdiction of the Entertainment Division.”
“What the…?” I thought. The International Alliance of Theatrical
Stage Employees personnel had been part of the Maintenance
Division since Walt opened Disneyland in 1955. Here it was 1978 and
they wanted me to team up with another person and effect one of the
biggest organizational changes in the park’s history. I was to be in
charge of audio, and an engineer from WED (the Disney design firm
in Glendale named after Walter Elias Disney), was to be in charge of
theatrical lighting. I thought this was all good and couldn’t understand
why the union guys weren’t happy. After all, I couldn’t pick up
equipment anymore.


From: 30 How to Work For an Idiot


Keys to Successful Interviews

Keys to Successful Interviews

DON’T interview for positions you don’t want. DO communicate to the interviewer that you want the position (and why) and that there is an excellent chance that you would accept their offer (if this is true). BE PREPARED. Most interviews are won or lost based on preparation. Don’t assume that because the interviewer is a Fletcher alum you can be less well-prepared. Have several good questions to ask the interviewer. Don’t be passive. Frame whatever you say positively, even if asked negatively (“What did you like least about your previous work as a …”)

Keys to Successful Interviews
Keys to Successful Interviews

Get across your agenda: three or four selling points for that position. Give examples to demonstrate each of those selling points. Connect your personal and professional experiences to the position description and the particular questions asked during your interview. The interviewer wants to get to know you. The more you create a personal connection, the better the impression, and thus, your chances of securing the job you want. Know where you are on your career path and how the employer fits in. Having a clear idea of what you want to do and how you plan on getting there conveys confidence and drive. Scattered interests and vague plans, on the other hand, send the wrong signals. Be honest with yourself and the interviewer. You don’t want to talk your way into the wrong position. PRACTICE, PRACTICE, PRACTICE!!! (And do it before your interviews.) Be prepared for questions you hope they won’t ask (e.g., resume gap, previous unrelated experience.) Be matter of fact in your responses, not defensive. Even if you’re being interviewed for a summer position, know that the company is thinking about you long term.

Post-Interview Suggestions
ALWAYS send a thank-you letter reiterating why you are a good fit for the position. Ask follow-up questions or highlight something you failed to mention during the interview. If alumni or references have championed you for the job, let them know whether you are going to accept or decline the job before you tell the recruiter.



Be Prepare For A Job Interview

Be Prepare For A Job Interview
by Laura Adams

Several Days – One Week Before the Interview

1. Spend some time to research the organization and the position at hand. To find company-specific information, visit your local library, run a search on the internet, or talk to current or former employees about their experiences and impressions of the company. Study up on the company’s products and services, industry, target market, annual sales, geographic location(s), structure, history, officers, and any other key information. Are there any new trends in the industry?

Be Prepare For A Job Interview
Be Prepare For A Job Interview

2. Identify the organization’s major competitors and do some basic research on how they differ (either positively or negatively) from the company at which you are interviewing.
3. Prepare specific examples of how your skills and experience make you a strong fit for the organization’s needs. Practice answering directed questions about your experience, education, and skills and how they relate to the position at hand. Being prepared to draw colorations between your experience and the needs of the organization is one of the most important interviewing skills you will need.
4. Identify your strengths and weaknesses. Be prepared to talk about your weaknesses, but find a way to frame them positively. For example, “My biggest weakness is that I am a perfectionist. It may take me a little extra time to get a project done to my satisfaction, but you can be guaranteed that the work will pass even the most stringent review, be 100% accurate, and that no detail will be overlooked.”
5. Prepare several intelligent questions about the company and position that will demonstrate your knowledge of the company and your sincere interest in the position.
6. Try on your suit and make sure that it is still well-fitting and in good repair. If necessary, make arrangements to have it altered or find alternate dress.
The Day before the Interview
1. Contact the company to confirm the date and time of your interview. Also confirm the name and title of the individual(s) you will be meeting.
2. Get directions to the interview site. Be sure to double check the directions using a map. This will ensure that you know the way and also give you an approximate travel time – don’t forget to allow for extra time for rush hour!
3. Lay out your entire interview outfit. Check it for any spot, wrinkles, or snags.
4. Print off a few extra copies of your resume and cover letter on nice paper. Even if the interviewer has a copy of their own, it’s always a good idea to have a backup copy. This is also helpful if you end up interviewing with multiple individuals, since the head interviewer may be the only person with a copy of your resume.
Get a good night’s sleep!
1. Your brain needs fuel to run at peak performance and if there is ever a day you needed 110% from your brain, it’s today. So don’t skimp on meals. Be cautious about eating large amounts of carbohydrates right before your interview though, since carbs are know to cause sluggishness and may lead to a “post-lunch” naptime.
2. Get dressed early so you do not feel pressured to dash out the door. Pay attention to the details (brush off any lint, comb your hair, brush your teeth, use deodorant, etc.) and remember that a first impression can reveal a lot about you and your character.
3. Don’t forget to take copies of your resume, your cover letter, and your portfolio if you have one.
4. Leave yourself plenty of time to get to your interview. If you arrive more than 15 minutes early, it’s best to wait in the car or outside the building. Arriving too early gives off the impression that you have a lot riding on the interview (and have nothing better to do with your time), and also pressures the interviewer(s) into feeling that they have to adjust their schedule to accommodate you.
5.Smile and shake everyone’s hand when you are meeting for the first time – you should also smile and shake hands when the interview concludes.
6. Relax! If you have done your homework you are well-prepared for the interview. Take a deep breath and spend a moment collecting your thoughts if you need to when being asked a question. Ask confused about a particular question you are asked, don’t hesitate to ask for clarification.
After the Interview
Write a quick “Thank You” message to the individual(s) who interviewed you.


Success at Work Taking Initiative

Success at Work Taking Initiative
by Stephen Bucaro

Do you have to constantly nag at your kids to do things? Why can’t they clean up their mess and get ready for school without being told? Now think about your boss at work. Does your boss always have to tell you what to do. Does your boss have to treat you like a child, or do you take initiative?

Success at Work Taking Initiative
Success at Work Taking Initiative

Employees who need to be told what to do are said to be “reactive”. They do something only after the boss tells them to, or after the need to do something has been pointed out to them.
Employees who do what has to be done and solve problems before they arise are said to be “proactive”. Bosses like employees that are proactive and willing to take initiative.
There are many advantages to taking initiative at work:
– By taking initiative you’ll gain skills and learn more about your company and the market it serves.
– You’ll be less bored at work because you won’t be stuck in the same old routine.
But before we learn more of the advantages, let’s consider some of the dangers of taking initiative at work.
– Is the problem within your area of responsibility? By taking initiative with a problem that is outside your area of responsibility you could be trespassing on some else’s turf. Before taking on a task outside your normal area of responsibility you should find out who’s responsibility it is and involve that person.
If a fellow employee is swamped with work and you are facing a lull in work, ask them if you can help. But don’t assume they will welcome your help. Some workers think greater job security is achieved by being behind in their work. They may feel that you are threatening their job security.
– By taking on an additional task, will your boss think you don’t have enough work to do and you’re looking for more? If this is a possibility, make sure your boss understands that the lull in your work is only temporary, or that you’re taking on the extra task to avoid boredom and learn something new. If you’re not careful, the extra task could become part of your job.
– Consider your company’s culture in handling failure. Is it a “cover your ass” organization where people try to distract attention from their own failures by trying to focus attention on their coworkers failures? Has the company reprimanded workers who took initiative and failed in the past?
A company that punishes failure will stifle initiative and innovation. Workers won’t want to do anything new for fear failure. If a company wants to increase initiative and innovation, they have to reward effort and embrace failure.
Despite these dangers, the rewards of taking initiative are great:
– You’ll gain skills and knowledge about your company and the market it serves, making you a more valuable employee. When the economy recedes and the company needs to layoff workers, who do you think they’ll keep? The individual who is more versatile in the different functions of the organization.
– You’ll achieve more independence when you demonstrate that you have the organizations interests in mind and that they can trust your judgment in solving problems.
– You’ll gain skills and market knowledge that will make you a more valuable commodity in the labor market. Workers who only do their own little job are not aware of opportunities outside their company.
There are dangers in taking initiative at work, but in an organization with a healthy culture, the the rewards of taking initiative are great.


How to be a Butt Head Boss

How to be a Butt Head Boss

by Gene Simmons

A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting. – Russell H. Ewing

1. Trust no one. Not your superiors and not your employees. Especially not your employees. They’re probably out to get you anyway.

2. Believe that all of your people are lazy, good-for-nothing slackers. Remind them of that frequently.

3. Get mad and shout a lot. This will reinforce to your “workers” that you mean business.

Being a Butt-Head Boss
Being a Butt-Head Boss

4. Never grant special favors. Having babies, being sick, taking time off to go to weddings, funerals or 50th anniversaries are just ways to get out of work. Don’t let them get away with it.

5. Try not to make decisions. Decisions will only give your boss a reason to fire you. If a decision is absolutely necessary, try to postpone it as long as possible.

6. Do not tolerate errors. Of any kind or any size. Even the smallest of errors just reinforces the fact that your people are screw-ups. Fire people for minor infractions.

7. Criticize. Never be satisfied with any of your employees’ work products. If they were trying at all, they would be doing better.
8. Refuse to listen to suggestions. Your subordinates are just trying to get you to do something that will get you into trouble. They don’t have the sense god gave a goose anyway. Your way is the right way.
9. Complain to various employees how bad the others are. Try to get them on your side so they’ll group together and force the really worthless people to leave.
10. Change your mind often. About everything – policies, procedures, work assignments. Don’t let your employees become complacent with the way things are.
11. Come into work late and leave early. Take long lunches. Show your people that you’re the boss and can do whatever you want.
12. Prohibit office celebrations and parties. No birthdays, no holiday parties or decorating, no nothing. This is no place to be goofing off. There is work to do.
13. Never praise your people. They’ll just expect more of it. Besides, no one ever does anything that’s worth recognizing anyway.
14. Never tell any of your employees exactly what you do. They’ll use it against you.
15. Refuse to discuss the status of the company with any of your employees. Finances and future plans are none of their business. They need to focus on just their jobs.
16. Do not train your employees. Give them only the minimum information they need to do their jobs. Let them prove themselves by figuring out the details.
17. Definitely do not cross-train your people. That will only cause them to get big-headed about how much they know. Don’t give them a reason to complain about their miserable wages.
18. Give the easy jobs to the employees who always agree with you. They’ve earned it.
19. Give the really cushy jobs to the really “friendly” people – the cutest or best looking ones who aren’t afraid to show just how friendly they are. Being a boss is tough. You deserve your perks.
20. Petty cash is your discretionary lunch money. Enjoy it.
21. Cut company expenses by firing whoever you want. Demand increases in productivity from those remaining. Maybe they will eventually get the idea that they need to get to work.
22. Never show your people that you care about them. It would make you look weak and erode your status as a boss.
23. Display your power. Sit behind a big desk. Make sure all the other chairs in your office are much lower than yours.
24. Never go to employees’ work stations to discuss anything – unless you need to chew them out. You’re much too important to leave your office. Make them come to you.
25. Use meetings to intimidate your employees. Be loud, be forceful, pound the table – show them who’s boss.
26. Do not accept the blame for anything. When your people screw up, it’s completely their fault. Never yours.
27. Take full credit for everything good that happens in your group. None of your employees are smart enough to have done it by themselves.
28. Never, ever make your own coffee. You’re much too important to spend your time doing that.
29. Tell your employees that you’re reading ALL e-mails whether you do or not. Do not permit them to make personal phone calls for any reason. Make sure they know that you are watching their every move. You can’t trust any of them.
30. Never, never, never give any of your people access to the Internet. They’ll just waste their time accessing porn sites …

And Then My Boss Said, Take That Fear And Shove It!
by Richard Vegas

Hey gang; Ok it’s time to create some good habits. You know, like eating a pork barrel full of Ben and Jerry’s ice cream at 3 am in the morning. Nah……that’s not the kind of habit I’m talking about. The only habit that will create is a quick trip to the toilet first thing in the morning. Ok, what then?
To create a personal success system that never fails requires good habits. Without good habits, you will default to bad habits.
I say this all the time….When you go after something don’t come back till you get it. Let me illustrate. In the sales profession, people are taught never ask a prospect for his time. Take it; they’re taught.
Well, if you think about it, then success in anything you’re doing can be boiled down to a scientific formula. Failure can also be boiled down to a formula. Apply the one, avoid the other. Sounds simple, right?
Then why do so darn many people fail when attempting something worthwhile? Why do so many find themselves sucking wind and always ending up the tail instead of the head? Michael Jordan said it best. “I have failed over and over again in my life, and THAT is why I succeed.
Then why do so few people achieve what Michael Jordan has? Fear of failure. No body likes to fail. But failure is only temporary as long as we take another stab at what we’re doing.
You say though……..yea, but I’m the one that’s been stabbed. Ok, so what makes you so special? You think Elvis never failed? You think Henry Ford never failed? What causes failure anyway?
Timidity and Fear! Yuk! I knew you were going to say that.
Yea, that’s right. Let me illustrate. I knew a guy a few years ago that was hard up for a job. He told me someone suggested he sell insurance. Yuk, he said, why don’t I just slit my wrist? But he said, I can’t even get a job driving a garbage truck, so, he did take a job selling insurance.
He said I was scared stiff. He had never sold anything in his life. So, his manager told him, “I’ll give you five names everyday to call on. Just make sure to see these people the very same day. He promised and went home to study his sales material.
Everyday for a week, he made several sales, and then, something interesting happened. His sales manager was in a meeting and could not give him his five names to call on.
He told him to go to the yellow pages and find the names of five owners and call on them. He said that’s what I’ve been doing for the last week. And his sales manager said these words to him. “Success is a matter of mental attitude.” YOUR attitude. And, your entire career will depend on your attitude.
He said I went out there with the same attitude with the names I selected as I had with the names that my sales manager had picked for me.
Then he said I learned an important lesson about timidity and fear. First of all I recognized fear is nature’s way of keeping me from harm, particularly when I don’t know what’s waiting for me.
He learned that fear could be a destructive emotion. So destructive that it could paralyze the biggest of men. Success is achieved by those who try. If there is nothing significant to lose by trying and a lot to gain by trying, by all means, try.
And, the emotion of fear will be neutralized as you begin to try. Not as you sit on your rear eating that pork barrel full of ice cream and wish and hope.
Another illustration from my personal experience. Many of you know I am a recording artist and my passion is music. People all the time think that “some” people are just gifted to sing and perform. If they only knew. When I first started singing, I would go to night clubs that sponsored karaoke or open mic nights and sing.
When I first started, I would sit in my seat hoping the DJ would lose my slip of paper with my name on it so he couldn’t call me up there. Of course, no one else knew this. Ha! After I would sing one song, the back of my neck would be dripping with perspiration after only a 3 minute song. Just from nervousness. I felt like a long tailed cat in a dark room full of rocking chairs.
The more I did this, the less nervousness I had. Then one day, no more perspiration. What neutralized the fear? Action. I learned the emotion of fear was not subject to reason. I reasoned there was no need to be afraid. I mean it was not like I was facing a firing squad; no one was about to shoot me. Or, make ME eat that pork barrel full of ice cream. I had NO reason to be afraid. But, the fear was still there.
So, I learned an important psychological principle. Fear is not subject to reason, but it is subject to action. When your thoughts will not rid you of an undesirable emotion, action will. I found out I could talk to myself till I was wacky, and could not talk away the fear. It just doesn’t work like that. I learned that fear was not conducive to giving my best performance.
So Homer,……… Sing to Win they said!!
In the very highly competitive game of Internet Marketing you play according to the rules, and you must not violate the standards of net-etiquette. To do so, will brand you a scammer, and a spammer, and who knows what else, maybe a jackass.
You become a success at whatever you’re doing in this game by trying, and trying, and keep on trying. Then eventually work is fun, life is worth living, and you begin attracting like a magnet all you desire including money. Money is NOT attracted to negative behavior.



Surviving an Unfair Boss

Surviving an Unfair Boss
by Gary Mosher

Every job has stress, but the workplace environment can seem almost unbearable when working for an over-demanding or unfair boss. You don’t have to like your boss, but you do need to be able to co-exist and co-operate with him for you to be productive and successful at your job.

Surviving an Unfair Boss
Surviving an Unfair Boss

Other than a change taking place, as I discussed in the article ‘Unhappy at Work? A Change is Coming,’ there is no perfect solution for dealing with a difficult boss, but here are five suggestions that might make your situation a little less painful.
#1) Think of your boss as a parent and you as his teenage child.
This sounds silly at first, but the relationship between you and your boss is very similar to that between a parent and child. Teenagers often have problems with authority and experience disagreements with their parents. Meanwhile, parents often create rules the child believes to be unfair. If the situation gets bad enough, as soon as the child is old enough he finds a way to move out and make it on his own. Parents aren’t perfect and neither are bosses – both will make mistakes.
#2) Do the absolute best job you can.
Sometimes the child misbehaves.
J. Paul Getty once said, “The employer generally gets the employees he deserves.”
Make sure you are the type of employee you would want working for you if you were the boss. I know this goes against the notion of revenge and tucking it to an unfair boss whenever possible, but by doing the best job possible you give the unfair boss less ammunition he can use to make your life miserable. He also might think twice about upsetting one of his better employees when there are plenty of other, easier targets he can take aim at.
Don’t draw attention to yourself. Unless you are the only one your boss has it in for, there should be plenty of others to draw his wrath away from you. Let someone else wear the target on their back.
#3) Learn all that you can from an unfair boss.
We can learn something from everyone we come into contact with. While from a good boss we can learn good management techniques, it is also true that from a poor boss we can learn how not to act. Don’t just suffer, gain something from the situation that will benefit you in the future. Watch how your boss handles different situations and make a mental note of which techniques worked and which failed.
#4) Forget about yesterday.
Yesterday is history, it’s over with. Try not to let your issues from yesterday spoil today. Instead, start each day with a new, positive outlook, telling yourself that today is going to be better.
Sometimes we get into a rut, expect the worse and act accordingly – we subconsciously force a person (in this case, our boss) to act the way we expect him to act. Make sure you are not unintentionally adding fuel to the fire. Starting each day with a fresh slate is the best way to get past previous differences. Holding onto a grudge only hurts yourself.
#5) Take responsibility.
Don’t expect someone else to end your suffering.
Complaining is easy, but it accomplishes very little. Worrying about a problem won’t make it go away while losing sleep and dwelling on an issue only makes it seem worse. You will never be happy if you are focusing on worry. If you are truly in a situation that is causing you pain, you need to begin taking steps to improve the situation.
The Roman Philosopher Sallust said, “Every man is the architect of his own fortune.”
Have you actually looked for another job? Have you tried to improve your skills through in-house training, adult learning centers, books or correspondence courses? Even the smallest step in the right direction is progress. An obstinate boss won’t change his ways, but you can improve your own skills. Why not let your difficult boss be the motivation you use to better yourself?


A Dog Day Care Business is a Lot Of Fun

A Dog Day Care Business is a Lot Of Fun
by Kelley Blackston

A Dog Day Care Business is a Lot Of Fun
A Dog Day Care Business is a Lot Of Fun

If you love dogs and you enjoy making money then a dog day care business may be a very good fit for you!
Let me ask you a question, “Can you imagine starting your very own dog day care business?” If you asked yourself that question and still aren’t sure, let me give you a bit of dog day care business advice….
First, make sure that you truly love dogs. Second, study your area and see if there is a large dog population. Finally, get some legal advice.
You see, if you love and care for the dogs that you keep, the chances of your dog day care business being a huge success is much better than if you are just starting a dog day care business for the money.
Now the reason that I mentioned studying your area to make sure there are plenty of dogs is simple, no dogs equals no money for your dog day care business!
Here’s a dog day care business tip: See how many veterinarians are in your area. Also, be sure to look in the paper at the classifieds section.
Finally, I mentioned obtaining proper legal advice. A local attorney in your area can give you valuable information about starting a dog day care business in your area. You want to make sure you comply with all laws.
A dog day care business can be a lot of fun! Just make sure you enjoy dogs, research your area, and always obtain good legal advice.
Good luck in your dog day care business endeavor!



A Dog Day Care Franchise – Is It Really Worth It?
by Kelley Blackston

When you take into account that there are over 68,000,000 dogs in the United States alone, you can see why many people consider taking advantage of a dog day care franchise.
However, before you even think about a dog day care franchise, please do a self evaluation and make sure you are doing it for the right reasons.
A dog day care franchise is a tremendous responsibility. It requires a lot of time, a lot of effort, and a lot of resources.
Now, please understand that I am not implying that a dog day care franchise is not a wise choice for you. I am only trying to help provide you with some useful dog day care franchise information.
Here are some general questions to ask yourself before starting a dog day care franchise:
– Do I really love dogs enough to start a dog day care franchise?
Yes, I realize like many opportunities in life, you have the potential to make good profits with a dog day care franchise regardless of whether you really care for the dogs or not.
However, if you don’t have a love and passion for dogs, your success with a dog day care franchise will more than likely be limited.
– Next, are you willing to foot the bill for all of the necessary dog day care franchise resources?
Yes, even a dog day care franchise that comes with all the necessary information and tools is still going to cost you. Especially, if you are renting a building for leasing land.
These are just some of the reasons why I encourage people to do their research before taking advantage of a dog day care franchise.



Start a Mobile Lock Smithing Service

Start a Mobile Lock Smithing Service


Start a Mobile Lock Smithing Service
Start a Mobile Lock Smithing Service

The locks on the doors on most homes keep the skilled burglar out

for about 30 seconds! This is especially true if the only thing

slowing him down is a standard key-in-the-knob lock.


Statistically, there’s about one residential burglary every 30

seconds in this country. Traditionally, as the economy falters and times get harder, the number tends to rise.

Quite naturally, people are concerned and frightened. As a result, locksmithing is not only one of the new “demand” businesses, it’s rapidly becoming one of the more profitable businesses for entrepreneurs with not too much capital to invest.

Today’s locksmiths are usually well versed in mathematics and basic electronics. They almost always have to be, what with the new types of locks being introduced. Today’s locksmith is more likely to be known as a “Security Specialists,” then just ordinary locksmith, as in the past.

Even so, most locksmithing businesses are still one-man operations. In many instances, it’s a husband and wife family affair, with the husband handling the mechanical end and the wife doing the books and financial end of the business. Most of these small operations concentrate on the repair side of the business, and deliberately choose to remain small in size. As we will discuss later, however, this need not be the case; these small businesses CAN “grow  up.”

According to the area in which he is located, and established, well organized and trained locksmith may gross between $50,000 and $60,000 per year, using a van as a mobile “workshop,” and space in his home as an office. Remember: As the economy turns toward recession, burglaries increase and people become aware of the need for better locks to protect what they own; thus the locksmith enjoys an increased income during hard times.

Just because locksmithing is a “personal” kind of business, and can be started on a shoestring and operated out of the home, that’s not to say that a locksmithing service cannot be developed into a million dollar business. On the contrary, there are a number of operations in some of the larger metropolitan areas that have several mobile locksmith vans on the road, in addition to retail store locations. These operations are grossing well into the million dollar figures every year.

It’s a matter of desire, determination and personal fulfillment and satisfaction. Attitude, marketing skills and general business knowledge are also positive attributes necessary for real success. Very definitely, the sharp businessman with determined ambition can dominate any market with a modern locksmithing service.

The key ingredient to this business is the utilization of proper marketing and selling skills. It goes without saying: you can know all there is about the mechanical functioning of the business, but without innovative marketing and selling skills, your business will surely flounder.

However, given the marketing know-how, plus persistent sales efforts, you can succeed in this business with the knowledge you can acquire of the technical side. The success of any business is built upon the marketing and sales expertise of its founder, because after all, “mechanics” can always be hired, if you decide to go that route rather than learn the trade and the business.

Your marketing efforts should stress the theme that your services will allay the fears of your buyers. You want to get across to your prospective customers the sense of security your service will provide: You can make them safe in their own homes; no longer will they have to worry about being rudely awakened in the middle of the night by a burglar rustling around in their house; no longer will they have to worry about coming home to a house that’s been cleaned out or ransacked.

Once you understand that fear is a basic human instinct, it’s easy to see that virtually everyone can be a prospect for your service as a locksmith. Your potential market includes everyone in your area, because everyone has possessions. So every homeowner, every apartment dweller, every business owner, all the schools, churches, government institutions, and a wide variety of other commercial and industrial accounts can be yours.

In this day and age, new homeowners and apartment dwellers want locks changed the day the move in, so that the former occupants and other key holders will not have access to their place. In addition, there will probably be the need for additional keys for each member of the new family, now that new, safer locks have been installed.

Commercial and industrial accounts present and even lucrative market. larger companies tend to want their keys “departmentalized,” so that office workers can get into the building on weekends, but not into the factory or shipping areas, and vice versa. Banks and savings institutions frequently need the safe deposit locks changed.

Generally speaking, newcomers to this field should focus their efforts on the commercial market is vast, and often up for grabs in many areas. In addition, the profit margins in these areas are excellent! With one of these accounts you’ll have to work paying about $500 or more per visit, compared with $25 to $50 per visit per residential job. With commercial/industrial accounts, there’s also the possibility of ongoing service and maintenance.

Definitely, the commercial/industrial business is well worth going after, and can put your business in the black very rapidly. However, it does take aggressiveness, and the determination to sell these accounts.

Start small, Consider working out of your home in the beginning. Most of today’s successful locksmiths began by working out of their homes, with the family car or van outfitted with the tools and equipment needed. Such an approach will enable you to get started for a little as $1,000. You should be aware however, that this is just a beginning, and not all it’s going to take to really establish your business. With this level of investment, you’re more or less limited in the business you can handle and the money you can make. Locksmiths who want to make the really big money should be investing all their early profits into more equipment and inventory up to a level where they can offer complete full service locksmithing. Such a business would require at least $5,000 in equipment, perhaps even $10,000, depending on how many different services you want to offer. this estimate for start-up costs does not include your van or inventory of spare parts and new locks.

Perhaps a quick word of caution is in order here. You’ve no doubt seen or heard some of the advertisements promising all kinds of  big money to be made with your own locksmithing service; “just send for the learn-at-home correspondence course, and you’ll be home free.” It’s true that you can earn big money in this business, but as we’ve noted earlier, without a lot of sharp marketing and selling expertise, plus at least the essential equipment to handle the kind of work these courses teach, enrolling in one of these courses will put you no further ahead than you are right now. This business requires EQUIPMENT and KNOWLEDGE.

You can make excellent money as a locksmith, so long as you operate your business capably and in a professional manner. But without a full line of the equipment required to handle a wide variety of jobs, you will be limiting your total income potential. The more you invest in quality equipment, the more different kinds of jobs you can handle, and thus the more money you’ll be capable of making.

This is definitely a business in which you decide for yourself exactly how far and how fast you want to go. As we’ve said, some operators are perfectly content to work out of their homes, using a mobile van. They don’t want the larger problems involved in hiring employees, or the expense of maintaining a retail location.

But to make really big money in this business, starting small and working out of your home, you should plan to put more mobile trucks on the road, and as soon as possible, open a retail location. Each mobile van will give you another satellite business, and a retail location will afford you a base headquarters for your mobile vans.

It is of the utmost importance that you build and maintain a professional image as a quality locksmithing operation from the start. Clinging to the craftsman type of image will be of advantage only if you wish to stay in the “Mom and Pop” category.

You should endeavor to handle all jobs as quickly and as efficiently as possible. Outfitting yourself and your help in sharp looking uniforms will help. Making your calls in a clean, well-organized van will also play an important part in the image your customers have of your business. You want your customers to have confidence in your business, and in the quality of the work you do for them. When they do, you’ll find they are more likely to pay their bills with fewer reminders.

Think of it like this: A large invoice presented by a man in a clean uniform who drives up in a good looking truck and does quality work is going to be paid more readily than one for $25 presented by a guy in grubby jeans who drove up in a 10-year  old decrepit truck.

With so many technological changes occurring within this field on an almost monthly basis, it’s to your advantage to stay on top of what’s happening within the locksmithing field. This means subscribing to some of the better trade publications. You should be attending the various Locksmithing Association promoted seminars and workshops that offer ongoing help in both the technical and financial side of this business. In other words, you should plan to keep yourself up to date with a program of continuous learning.

There are several ways to get started in this business. You can buy an existing operation from a retiring craftsman. Ask him to help you with the technical side of the operation while you spend most of your time actively promoting and managing the business. Or, you can hire the technical help you need, and the sales force to build the business while you do the managing. You can enroll in one of the popular correspondence courses, become involved in the business as you learn from the various trade publications, and progress at your own speed. Our recommendation is that you learn the fiscal and management side of the business, and hire others to handle the mechanical or technical side. Thus the purpose of this report is to indoctrinate you to the business side. To explain the technical details of this business would take volumes and probably much of the information contained would be out-dated by the time it came to press.

However, we will provide you with an outline of the most common types of jobs a locksmith should be able to handle.

RECOMBINATION LOCKS: A customer may want to change an existing lock to work off a new key–the most common type of lock being the key-in-the-knob cylinder or pin tumbler lock. When the proper key is inserted in the keyway, spring-loaded pins are pushed up and out of the cylinder, allowing the plug to turn, and opening the lock. When recombinating, you’re changing the depth of these pins so that a new key is the only one that will work. Most house, auto and padlocks are the pin tumbler variety. Different brands of locks use different depths, space and keyways. But with a given brand of lock, up to 50,000 variations exist. Thus, it’s not always necessary to change the new lock.

COMBINATING ALIKE: Some customers will have a house or business with several different locks and keys, none of them alike or using the same key. Sometimes people will want to change to a system that will require the least number of keys to carry around. Here, you’ll be required to change the key coding so that one key works all the locks. Sometimes this requires the installation of common door hardware; however, in most cases, you’ll find the same brand locks are used throughout the building.

MASTERKEYING: Apartment owners and other commercial accounts may want dual key access. This is done by using locks with dual pin tumbler sets. One works with the apartment key, the other with the master key. Keys are spoken of in terms of code numbers. These are sets of digits reflecting the depth of serration. A given lock is a master key setup might respond, for example, to keys with code numbers 1-2-3-4-5 and 6-7-8-9. Mathematical progressions are used in master keying.

LOCKOUTS: Frequently a person finds himself locked out of his home, office, warehouse, car, etc. Invariably this happens at odd hours of the day or night. So opening locks at odd hours of the day or night will be a role you’ll definitely play live of your customers. A typical pin tumbler lock can generally be picked open in about 30 seconds, using either picks or a single piece of spring steel and good wrist work. All locks have tolerances and variations in manufacture which will allow you to push the cylinder pins up and out of the way while exerting a turning pressure on the cylinder itself.

AUTOMOBILE LOCKOUTS: This problem occurs frequently and will require a different procedure. A tool called a “Slim Shim” is often used here, and works on most domestic and many foreign cars. this is pushed down between the glass and the weather stripping on the door far enough to reach the back of the lock cylinder on the door. You simply push down or pull up. A “button popper” is also used, worked through the weather stripping on vent windows in older cars, and angled back to the latch button.

LOCK INSTALLATION: Much of your time will be spent installing new lock and door hardware. In many cases, homeowners and business people will want to upgrade their security with the latest model hardware for older  homes, offices and other buildings. Many locksmiths get involved in new construction of apartment houses, condominiums, shopping centers and the like. Often you’ll be adding more security to an existing door, such as installing a deadbolt lock.

PANIC BARS AND DOOR CLOSERS: Many locksmiths working the commercial or industrial market get involved in the repair and installation of panic bars in public access areas. Panic bars are those large bars you can push on to open the outside doors of many public buildings. Door closers are those hydraulic devices mounted at the top of these doors which return the door to the closed position after it has been opened.

ALARMS, SAFES, AND VAULTS: The sale and installation of alarm are a natural adjunct to the locksmithing business. Many larger locksmithing operations move into this area, which is somewhat specialized. Alarms can be the “perimeter” type which sound when a door is opened after hours, or “area” alarms. “Space” or “area” protection is generally preferred, and involves infrared, ultrasonic or microwave sensors triggering alarms by detecting movement.

Safe and vault work is another specialty. Some locksmiths have major banks and savings and loan associations as clients. They spend a good deal of their time changing safe deposit box locks and maintaining vaults and the like. Gaining in popularity is the safe and service of safes for homes and business use. You will be exposed to all these specialties and to new technology at seminars, conventions and workshops.

HIGH SECURITY WORK: A typical locksmith is a “general practitioner,” while the high-security locksmith is a “specialist.” High security work is often done for major corporations, government institutions, large banks, race tracks, museums and wealthy private individuals who desire maximum security. Often this work involves access control systems using card readers or voice print equipment, possibly combines with electronic push button locks that work off a combination of numbers known only to a few individuals.

In addition to these major areas of activity, locksmiths the world over do key duplicating and impressioning, which is replacing of lost keys with custom made copies, and a wide variety of other types of sales, repair and service work.

In order to achieve maximum profitability as a locksmith, you must be able to offer all these services to your customers. Locks and security are the prime concern to your customer, and it follows that when a customer wants help in this area, he wants it taken care of immediately. Thus, you must position yourself to handle this job immediately, or lose him to a locksmith who can take care of his needs on the spot.

Do some market research. Analyze your local market area before you embark upon this business. This can be done via letters to the local locksmithing association, Chamber of Commerce, or even by checking through the yellow pages. As important as anything else, you’ll want to know how many locksmiths are already operating in your area, and how much of the market you can expect to attract with your business. Most industry experts agree that any more than one locksmith for every 30,000 people tends to saturate the market. However, you should study the operations of the existing locksmiths to determine if you can capture a good portion of the existing market by offering more and better service, especially with well-planned efforts towards the commercial and industrial accounts. In many areas, the established locksmiths have been in business for 20 years or more, and are not interested in expanding their businesses to include the newer and more intricate types of protection available.

Look your market over. Determine if there’s been any real effort to “sell” the market on upgraded protection. Door-to-door sales efforts; direct mail advertising campaigns; local “hard sell” newspaper advertising; home protection and business security seminars, are angles that can be used to launch your business.

These approaches should prove to be especially profitable if the existing locksmiths have been sitting back and letting the people come to them when they have a problem. Get to know the building contractors and start bidding on the installation of locks on their building projects. You will get your share of business, even though at first you may get contracts only from the new builders who have not had experience with the other locksmiths.

For a fast start in this business, we suggest that you set yourself up with a van and take your business to your customers.

It isn’t absolutely necessary to buy a van off the showroom floor and outfit it with all the equipment you’ll ultimately need for a full service locksmithing business. That would be nice, but it would probably run you close to $50,000 or more. By shopping around, you should be able to pick up a good, late model van for about $3,000. You might be able to work an even better deal by leasing a new van, and writing off the payments as a business tax deduction. One thing you’ll definitely want to consider is a van that has a raised roof in order for you to stand upright in it.

After all, you’ll be doing most of your work in it, and to have to stoop all the time would soon become quite tiring. Generally, you can run a workbench down either or both sides of your van.


Start Your Secretarial Home-Based Service

Start Your Secretarial Home-Based Service

Start Your Secretarial Home-Based Service
Start Your Secretarial Home-Based Service

A new approach to serving one of the oldest and most basic
needs of even the smallest business community, a home-based
secretarial service can satisfy the entrepreneurial needs of even
the most ambitious woman!

This kind of service business with a virtually unlimited profit
potential. Third year profits for businesses of this type, in
metropolitan areas as small as 70,000 persons are reported ar
4100,000 and more. It’s a new idea for a traditional job that’s
growing in popularity and acceptance.

As for the future, there’s no end in sight to the many and
varied kinds of work a secretary working at home can do for
business owners, managers and sales representatives. Various
surveys indicate that by the year 2,000–at least 60 percent of
all secretarial work, as we know today will be handled by women
working at home.

For most women, this is the most exciting news of things to
come since the equal rights amendment. Now is the time to get
yourself organized, start your own home-based secretarial service
and nurture it through your start-up stages to total success in
the next couple of years.

Our research indicates little or no risk involved, with most
secretarial services breaking even within 30 days, and reports of
some showing a profit after the first week! your cash investment
can be as little as $10 to $25 if you already have a modern,
electronic typewriter. You can set up at your kitchen table, make
few phone calls, and be in business tomorrow.

If you don’t have a modern, office quality electric typewriter
comparable to the IBM Selectric–a portable just won’t do,
because it’ll break down, wear out, and fall apart after a month
of heavy use..If you’re aware of this delicacy of a portable
electric, you can conceivably begin with one, but you’ll
definitely have to graduate to a bigger, heavier machine as soon
as possible.

An IBM Selectric, complete with start-up supplies kit which
includes a dozen ribbons, can be purchased for less than a
thousands dollars. On the contract, this would break down about
to about $175 for down payment and monthly payments of less than
$50 per month over a 2-year period. Naturally, you’d want to
include the standard service contract which costs about $100 per
year, and means that whenever you have a problem or want your
machine serviced, you simply pick up the phone and call the
service department. They’ll ask you what kind of problem you’re
having, and then send some one to fix it immediately.

Shoestringers can rent an IBM Selectric for about $60 per mont,
plus a small deposit. And those of you who are really on a tight
budget, can contract an equipment leasing firm, explain your
business plan, and work out an arrangement where they buy the
machine of your choice for you, and then lease it back to you
over five or ten year period for much lower payments.

Whatever you do, get the best typewriter your money can buy.
The output of your typewriter will be your finished product, and
the better, “more perfect” your finished product, the more
clients you’ll attract and keep. It’s also imperative that you
have one of the modern, “ball” typewriters. Only these kinds of
typewriters give each character a clear, even and uniform
impression on your paper. Typewriters of the “arm & hammer” type
quickly become misaligned, producing a careless look on your
finished product.

As mentioned earlier, you can start almost immediately from
your kitchen table if you’ve got a typewriter. However, in order
to avoid fatigue and back problems, invest in a typing stand and
secretary’s standard typing chair just as soon as you can afford
them. Watch for office equipment sales, especially among the
office equipment leasing firms. You should be able pick up a new,
slightly damaged, or good used typewriter stand or desk for
around $20 to $25. A comparable quality secretary’s typing chair
can be purchased for $50 or less.

While you’re shopping for things you’ll need. be sure to pick
up a chair mat. If you don’t, you may suddenly find that the
carpet on the floor of the room where your do your typing, needs
replacing due to the worn spot where the chair is located and
maneuvered in front of the typewriter. You’ll also want a work
stand with place marker and a convenient box or storage for
immediate paper supply. If you plan to do a great deal of work
during the evening hours, be sure to invest in an adjustable
“long arm” office work lamp.

When buying paper, visit the various wholesale paper suppliers
in your area or in nearby large city, and buy at least a half
carton–6 reams–at a time. Buying wholesale, and in quantity,
will save you quite a bit of money. The kind to buy is ordinary
20 pound white bond. Open one ream for an immediate supply at
your typewriter, and store the rest in a closet, under your bed,
or on a shelf in your garage or basement.

In the beginning, you’ll be the business–typists, salesman,
advertising department, bookkeeper and janitor, so, much will
depend on your overall business acumen. Those areas in which you
lack experience or feel weak in, buy books or tapes and enhance
your knowledge. You don’t have to enjoy typing, but you should
have better than average proficiency.

Your best bet is selling your services is to do is all
yourself. Every business in your area should be regarded as a
potential customer, so it’s unlikely you’ll have to worry about
who to call on. Begin by making a few phone calls to former
bosses or business associates–simply explain that you’re
starting a typing service and would appreciate it if they’d give
you a call whenever they have extra work that you can handle for
them. Before you end the conversation, ask them to be sure to
keep you in mind and steer your way any overload typing jobs that
they might hear about.

The next step is “in-person” calls on prospective customers.
This means dressing in an impressively professional manner, and
making sales calls on the business people in your area. For this
task, you should be armed with business cards (brochures also
help..), and an order or schedule book of some sort. All of these
things take time to design and print, so while you’re waiting for
delivery, use the time to practice selling via the telephone. At
this stage, your telephone efforts will be more for the purpose
of indoctrinating you into the world of selling than actually
making sales.

Just be honest about starting a business, and sincere in asking
them to consider trying your services whenever they have a need
you can help them with. Insurance companies, attorneys and
distributors are always needing help with their typing, so start
with these kinds of businesses first.

For your business cards, consider a freelance artist to design
a logo for you. Check, and/or pass the word among the students in
the art or design classes at nearby college, art or advertising
school. Hiring a regular commercial artist will cost quite a bit
more, and generally won’t satisfy your needs any better than the
work of a hungry beginner.

Be sure to browse through any Clip Art books that may be
available–at most print shops, newspaper offices, advertising
agencies, libraries and book stores. The point being, to come up
with an idea that makes your business card stand out; that can be
used on all printed materials, and makes you–your
company–unique or different from all others.

I might suggest something along the lines of a secretary with
pad in hand taking dictation; or perhaps a secretary wearing a
dictaphone headset seated in front of a typewriter. You might
want something distinctive for the first letter of the company,
or perhaps a scroll or flag as a background for your company

At any rate, once you’ve got your logo or company design, the
next step is your local print shop. Ask them to have the
lettering you want to use, typeset in the style you like
best–show them your layout and order a least a thousand business
cards printed up.

For your layout, go with something basic. Expert typing
services, in the top left hand corner..Dictation by phone, in the
top right hand corner..Your company logo or design centered on
the card with something like, complete secretarial services,
under it…Your name in the lower left hand corner, and your
telephone number in the lower right hand corner.

Everybody that you call on in person, be sure to give one of
your business cards. And now, you’re ready to start making those
in-person business sales calls.

Your best method of making sales calls would be with a business
telephone directory and a big supply of loose leaf notebook
paper. Go through the business directory and write down the
company names, addresses and telephone number. Group all of those
within one office building together, and those on the same street
in the same block. Be sure to leave a couple of spaces between
the listing of each company. And of course, start a new page for
those in different building or block. Now, simply start with the
first business in the block, or on the lowest floor in a building
and number them in consecutive order. This will enable you to
call on each business in order as you proceed along a street,
down the block, or through a building.

You’ll be selling your capabilities–your talents–and charging
for your time–the time it takes you to get set up and complete
the assignment they give you. You should be organized to take
work with you on the spot, and have it back at a promised time;
arrange to pick up any work they have, and deliver it back to
them when it’s completed; and handle the dictation or special
work assignments by phone. You should also emphasize your
abilities to handle everything by phone, particularly when they
have a rush job.

Establish your fees according to how long it takes you to
handle their work, plus your cost of supplies–work
space–equipment and paper–then fold in a $5 profit. In other
words, for half hour job that you pick up on a regular sales or
delivery call, you should charge $10…

Another angle to include would be copies. Establish a working
relationship with a local printer, preferably one who has a copy
machine comparable to a big Kodak 150 Extraprint. When your
clients need a sales letter or whatever plus so many copies, you
can do it all for them.

Only make copies on the very best of dry paper copying
machines, and only for 50 copies or less. More than 50 copies,
it’ll be less expensive and you’ll come out with a better
finished product by having them printed on a printing press. When
your furnish copies, always fold in your copying or printing
costs, plus a least a dollar or more for every 50 copies you

By starting with former employers and/or business associates,
many businesses are able to line up 40 hours of work without even
making sales call. If you’re lucky enough to do this, go with it,

Start lining up your friends to do the work for you–girls who
work all day at a regular job, but need more money, and
housewives with time on their hands. You tell them what kind of
equipment is needed, and the quality of work you demand. You
arrange to pay them so much per hour for each job they handle for
you–judging from the time you figure the job would take if you
were doing it, or on a percentage basis. I feel the best
arrangements is on a hourly basis according to a specified amount
of time each job normally takes.

Whenever, and as soon as you’ve got a supply of “workers” lined
up, you turn your current assignments over to them, and get back
to lining up more business. If you’re doing well selling by
phone, and your area seems to respond especially well to selling
by phone, then you should immediately hire commission sales
people. Train them according to your own best methods and put
them to work assisting you. Your sales people can work out of
their own homes, using their telephones, provided you’ve got your
area’s business community organized in a loose leaf notebook
style. All you do is give them so many pages from your notebook,
from which they make sales calls each week.

Even so, you should still make those in-person sales calls..If
for some reason you get bogged down, and can’t or don’t want to,
then hire commission sales people to do it for you..Generally,
women selling this type of service bring back the most sales. And
for all your commission sales people, the going rate should be 30
percent of the total amount of sale. Point to remember: Sooner or
later, you’re going to have to hire a full-time telephone sales
person, plus another full time person to make in-person sales for
you–Eventually, you want workers to handle all the work for you,
and sales people to do all the selling for you–So the sooner you
can line up people for these jobs, the faster, your business is
going to prosper.

Later on, you’ll want a sales manager to direct your sales
people and keep them on track, so try to find a “future sales
manager” when you begin looking for sales people.

Your basic advertising should be a regular quarter page ad in
the yellow pages of both your home service telephone directory
and the business yellow pages. You’ll find that 50 percent of
your first time clients will come to you because they have an
immediate need and saw your ad in the yellow pages, so don’t
skimp on either the size or the “eye-catching” graphics of this

A regular one column by 3-inch ad in the Sunday edition of your
area’s largest newspaper would also be a good idea. Any
advertising you do via radio or television will be quite
expensive with generally very poor results, so don’t even give
serious consideration to that type of advertising.

By far, your largest advertising outlays will be direct mail
efforts. You should have a regular mailing piece that you send
out to your entire business community at least once a month. This
is handled by sending out 200 to 500 letters per day. For this,
you should obtain a third class postage permit or else these
postage costs will drive you out of business.

Your mailing piece should consist of a colorful brochure that
describes your business. It should explain the many different
kinds of assignments you can handle–a notation that no job is
too small or too large–and a statement of your guarantee. Do not
quote prices in your brochure–simply ask the recipient to call
for a quotation or price estimate.

It’s also a good idea to list background and experience of the
business owner, plus several business testimonials or/
compliments. You could also include a couple of pictures showing
your workers busy and actually handling secretarial assignments.
The most important part of your brochure will be your closing
statement–an invitation, indeed–a demand that the recipient
call you for further information.

All this can very easily be put together in a Z-folded, 2-sided
self mailer. Again, look for a freelance copywriter and artist to
help you put it together. Once you’ve got your “dummy” pretty
well set the way you want it, make copies of it, and either take
or send it to several direct mail advertising agencies. Ask them
for their suggestions of how they would improve it, and for a bid
on the cost if you were to retain them to handle it for you.
Listen to their ideas and incorporate them where-and if- you
think they would make your brochure better. And, if one of them
does come in with a cost estimate that’s lower than your
independent, “do-it-yourself” costs, then think seriously about
assigning the job to them.

This is definitely the most important piece of work that will
ever come out of your office, so be sure it’s the best, and
positively indicative of your business. This will be the business
image you project, so make sure it reflects the quality, style
and credibility of your business–your thinking, and your

Your brochure should be on 60 pound coated paper, in at least
two colors and by a professional printer. The end result is the
Z-folded brochure–Z-folded by the printer–with your third class
mailing permit showing on the cover side. This cover side should
be flamboyant and eye-catching. You want your mailing piece to
stand out in a pile of 50 or 60 pieces of other mail received by
the recipient.

When you’re ready to mail, simply take a couple of cartons of
your brochures to an addressing shop, have them run your
brochures through their addressing machine, loaded with your
mailing list, bundle them and drop them off at the post office
for you.

This takes us back to the planning on how to compile your
mailing list. I suggest that you begin with Cheshire Cards by
Xerox. You type the name of your addressee on the cards, maintain
these cards in the order of your choice, take your boxes of cards
to the addressing shop whenever you have a mailing, and there’s
no further work on your part. The addressing shop loads their
machine with your cards, prints the address on your cards
directly onto your brochures, and gives the cards back to you
when the mailing is completed. A mailing of 100,000 brochures,
via this method–generally could be completed and on its way in
one 8-hour day.

In essence, you’ll want to solicit business with a regular
routine of telephone selling, in-person sales calls at the
prospective client’s place of business, media advertising and
direct mail efforts. All of these efforts are important and
necessary to the total success of your business–don’t try to cut
corners or spare the time or expense needed to make sure you’re
operating at full potential in these areas! In addition to these
specific areas, it would be wise for you to attend chamber of
commerce meetings, and join several of your area civic
clubs–you’ll meet a great number of business leaders at these
meetings and through their association, you’ll gain a great deal
of business–and even help in many of your needs.

Once you’re organized and rolling, you can easily expand your
market nationwide with the installation of a toll free telephone
and advertising in business publications. Perhaps you can add to
your primary business with a “mailing shop” of your own–the
rental of mailing lists–specialized temporary help
services–telephone answering services–and even survey work..

The “bottom line” thing to remember in order to achieve total
success, is planning. Plan your initial operation through from
start to finish before you even think about soliciting your first
customer. Get your operational plan down on paper–itemize your
needs, estimate your costs, line up your operating capital, and
set forth milestones for growth.

Set profit figures you want to be realizing 3-months…
6-months… 1 year… 2-years… and 3-years from your
business start-up date. Learn all you can about the “support
systems” involved in operating a profitable business–planning,
advertising, selling, bookkeeping, and banking–and continue to
up-date your knowledge with a program of continuous learning. Do
your homework properly, an there’s just no way you can fail with
a Home-Based Secretarial Service.


Open a Child Day Care Service

Open a Child Day Care Service

Child Day Care Services Business Plan

Kid’s Community College

1.0 Executive Summary


1.1 Objectives

1.2 Mission

1.3 Keys to Success

2.0 Company Summary

3.0 Services

4.0 Market Analysis Summary

5.0 Strategy and Implementation Summary

6.0 Web Plan Summary

7.0 Management Summary

8.0 Financial Plan

  1. Executive Summary


1.0 Executive Summary


Kid’s Community College® aims to prepare its students to excel as young leaders of tomorrow by combining an exclusive collegiate-based curriculum tailored specifically for children with enhanced, first class child care services. Unlike our competitors, we offer advanced technology programs, after-school tutoring, and activities such as arts and crafts, dance, theatre and gymnastics, all in one location.

Kid’s Community College is a privately held corporation run by its owner, Timothy Bernard Kilpatrick, Sr. Mr. Kilpatrick has 17 years of Executive Management (VP) and Budgeting experience, and extensive experience with budgeting methodologies and strategic planning, including the Balanced Scorecard approach. His advanced degree (and interest) in computer science is the driving force behind our technology component. He will be supported in daily operations by an industry consultant, a campus director, and a VP of educational operations, all with extensive experience in child care fields.

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. The population growth rate in the Riverview area of Hillsborough County is now over 14.6%, leading us to anticipate expanding market potential for this industry in our local area. 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 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, boasting over 900 new homes. Our target customers are dual-income, middle-class families who value the quality of education and child care we provide for their children, ages 4 months to 12 years.

We will open for business on January 1, 2003, starting with an initial enrollment of 13 students. We project healthy revenues by the end of the first year, and expect to nearly triple that by the end of 2005. Our biggest operating expenses will be compensation at industry standard rates for our highly-qualified personnel, and rent on our facilities, improved for our purposes during the start-up period. We would like to grow into four campuses, eventually, but growth is planned conservatively, to be financed from existing cash flow as we go. We anticipate a net profit beginning in our second year.

To these ends, we are putting significant investment in the business, and are seeking a matching amount in the form of an SBA loan.



1.1 Objectives


Sales increasing to almost double first year sales by the end of Fiscal 2004.

Maintain a high raw gross margin by the end of Fiscal 2003.

Open second campus by the end of Fiscal 2004.

Begin franchise effort by end of Fiscal 2005.

1.2 Mission

“Some of the best years in life are the time spent as a child and later our collegiate years…” As working adults in a fast paced society, we sometimes forget just how precious and  fleeting those years are.

With that in mind, imagine an alternative to traditional infant, day and after school care that not only met your child care needs, but also provided an activity based learning environment that mirrors those used at colleges, universities and vocational centers around the nation.  A college community of professional care givers with the credentials to not only enhance your 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.  A collegiate-based curriculum tailored specifically for children, taught in a fun, nurturing care giving environment.

Now imagine this at a cost less than that of the combination of conventional day care and specific interest based children programs.

Kid’s Community College® is a start-up comprehensive community college exclusively for kids ages 4 months to 5 years and 1st through 5th grades.  The College dedicates its efforts and resources toward ensuring top-rated care giving services coupled with a high-quality activity based learning environment tailored for children in these age groups.  The College will respond to the needs of its parents and students with excellent care-giving and instruction, an advanced curriculum, flexible programs, local community involvement and business partnerships.

The College has a strong commitment to accessibility and diversity.  Its open door policy embraces all who desire to provide a better quality of care, preparedness and education for their children.  The College works to provide affordable, first-class care giving and education by providing a broad range of integrated programs and services and innovative learning approaches.

The College is committed to taking a leadership role in child care services, higher learning, community services and promoting cultural diversity.  Kid’s Community College® directs its activities towards student success.

1.3 Keys to Success


The keys to success for KCC are:

Marketing: differentiating KCC’s care giving and educational services from traditional daycare offerings and interest activity programs.

Service quality: care giving and educational programs provided by degreed and certified educators, child care workers, tutors and subject matter industry professionals in a technologically advanced first-class collegiate environment.

Reputation: maintaining a highly regarded reputation for excellence in care giving, education and community involvement and being the employer of choice in our market for child care and educational talent.

Profitability: controlling costs and managing budgets in accordance with company goals, adhering to strategic business plans for growth and expansion and reinvesting in the business and its employees.

2.0 Company Summary


Kid’s Community College® – Lake St. Charles Campus will be located in Riverview, FL.  The College will employ six fundamentals that will serve as the driving force for the services offered:


Premier Care Giving Services

An Activity Based, Children Structured Collegiate Curriculum

Advanced Technology and Developmental Programs

Trademarked General and “Continuing” Education Mentoring and Tutoring

Learning Services

Community Advancement and Involvement

The Lake St. Charles campus is a newly constructed, 3,600 square foot facility in the Lake St. Charles Medical Plaza and will be developed meeting strict KCC design standards, under close supervision of Hillsborough County child care Licensing.


2.1 Company Ownership


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.


2.2 Start-up Summary


The college founder and president, Mr. Kilpatrick, will oversee fiscal responsibility, employing an independent CPA for financial oversight.  A Campus Director will be hired to handle day-to-day operations of the facility and will work collaboratively with the silent partners and other campus personnel to ensure a successful business venture.


As reflected in the table below, the estimated start-up costs for KCC will be $39,450.  These costs will be financed solely by the owners’ personal cash funds and optional credit lines.  An anticipated $60,000 SBA guaranteed 5-year loan will be used as working capital.  Future expansion, growth and franchising strategy will be self-financed.




Start-up Expenses
Legal $1,000
Stationery $250
Brochures $500
Insurance $1,500
Rent $8,250
R&D $500
Consultants $1,000
Playground Equipment $3,500
Playground Prep $700
Playground Fence $3,000
Furnishings $7,500
Toys $3,000
Buildout $8,750
Total Start-up Expenses $39,450
Start-up Assets
Cash Required $65,550
Other Current Assets $14,130
Long-term Assets $0
Total Assets $79,680
Total Requirements $119,130


Start-up Funding
Start-up Expenses to Fund $39,450
Start-up Assets to Fund $79,680
Total Funding Required $119,130
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
Current Borrowing $0
Long-term Liabilities $60,000
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $60,000
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










2.3 Company Locations and Facilities


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.


3.0 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.  Early drop-off service will be offered as needed.

CC 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.


3.1 Service Description


Upon its opening, Kid’s Community College® will offer four basic services in the Lake St. Charles community:


Full-time Child Day Care

Part-time/After School Care (including drop-off and pick-up)

After School Tutoring

Drop-In Care

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.


3.2 Competitive Comparison


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.


3.3 Sales Literature


A copy of the Kid’s Community College® informational brochure is attached in an appendix at the end of this document.


3.4 Fulfillment


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.


3.5 Technology


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.


3.6 Future Services


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.




4.0 Market Analysis Summary


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%.

There is no doubt, in the Riverview, FL area, that there is room and a need for Kid’s Community College®.  Market demographics to support this statement can be found below.

4.1 Market Segmentation

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

Market Analysis
2003 2004 2005 2006 2007
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%



4.2 Target Market Segment Strategy


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.


4.2.1 Market Needs


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.


4.2.2 Market Trends

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.

4.2.3 Market Growth

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.


4.3 Service Business Analysis


Kid’s Community College® is in the child care services industry, which includes several models:


Licensed Child Care Facilities: Business facilities that offer child daycare services.

Family Child Care Homes: Individuals that offer child daycare services in their homes.

Specific Interest Based Programs: Businesses that offer specialized instruction such as gymnastics, martial arts and athletics.

Church Child Care Facilities: Religious organizations that offer child daycare services in their communities.

4.3.1 Business Participants

Licensed Child Care Centers: Kids Kountry, Lapetite Academy, Mary Go Round Child Care Center and Bloomingdale Academy.  While these centers are within the 10-mile radius target area, none are inside a 5-mile radius of the Lake St. Charles community.  None of these facilities are nationally accredited.

Family Child Care Homes: Mindy Rumore FCCH and  Stacie Dawn Hamann FCCH.

Specific Interest Based Programs: Martial Arts America

Church Child Care Facilities: Christian Day Academy (not licensed).

4.3.2 Competition and Buying Patterns

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.

4.3.3 Main Competitors

Catholic Church Day Care:

Strengths: Large church congregation. Already established in market.

Weaknesses: May not appeal to customers of different religious beliefs. Unlicensed facility.  Non-accredited.

Martial Arts America – Kick Kare:

Strengths: Already established in area. Martial arts offering with child care services.

Weaknesses: Location – outside of middle-income market. Non-educational offering.  Building condition – prone to constant flooding.

Family Child Care Homes:

Strengths: Established in market. “Personal” service.

Weaknesses: Capacity – only allowed a certain number of children. Non-professional stigma.


5.0 Strategy and Implementation Summary

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.

5.1 Value Proposition

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.

5.2 Competitive Edge

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.

5.3 Marketing Strategy

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.

5.3.1 Positioning Statement

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!

5.3.2 Pricing Strategy

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.

5.3.3 Promotion Strategy

We will depend on client referrals, community exposure and direct mail campaigns as our main way to reach new clients.  As we change strategies, however, we need to change the way we promote ourselves:

  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.


  1. Sales Brochure–Our theme and curriculum will help sell the college to prospective clients.


  1. 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.


  1. 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.


Sales Forecast
2003 2004 2005
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 2003 2004 2005
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
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 2003 2004 2005
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 Monthly




5.4.2 Sales Programs


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.


5.5 Strategic Alliances

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.

5.6 Milestones

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.



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









6.0 Web Plan Summary


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.


6.1 Website Marketing Strategy

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.


6.2 Development Requirements


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.

7.0 Management Summary

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.


7.1 Organizational Structure


Kid’s Community College® depends on the founder, silent partner, Campus Director and VP of Education Operations for management in the following roles:













7.2 Management Team


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.


17 years Executive Management (VP) and Budgeting experience

Advanced degree in Computer Science

Proven leadership and employee development ability

Extensive experience with budgeting methodologies and strategic planning, including the Balanced Scorecard approach.

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.


25 Year owner of Fat Albert Day Care Center

Licensed child care facility owner

Vast knowledge of Hillsborough County Child Care Licensing requirements and government supplemental programs

Campus Director – Candice Harris.  The Campus Director will be responsible for daily operations, curriculum oversight and management of all instructors, caregivers and tutors.


B.S.  Degree in Education

2 years facilities administration/support experience with the University of South Florida

2+ years Regional Operations Manager

5+ years managerial/supervisory experience

3+ years grant writing, technical writing, workflow and process documentation experience

VP of Education Operations – Nitika Steverson-Kilpatrick


Collegiate-level Public Relations education

5+ years customer service experience

8+ years child care industry experience (her mother owns Fat Albert Daycare)

Extensive theatre and dance background

7.3 Management Team Gaps


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.


7.4 Personnel Plan


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

Personnel Plan
2003 2004 2005
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