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Economic performance of private music school, designed for 80 students, subject to the registration of premises for rent.
To date, almost every type of education is gradually moving to a paid basis. No one is surprised by private schools, kindergartens, courses and studios. But, there are several varieties of commercial training, which is completely new for the Russian market, just starting its development.
These include classes in paid music schools. Opening such an institution can be a good business idea for a novice entrepreneur, the main thing is to clarify all organizational and financial nuances in advance.
Market analysis and relevance
Such a business has the greatest prospects in large regions of the country, in places where there is the least level of competition. Due to the fact that the profitability of private music schools depends on the income level of the population, in small towns this activity is practically not developed, since the risks of not justifying one's undertakings are high.
The main competitors of this business are:
- state music schools;
- various circles of musical orientation;
- other private schools;
- individual tutors.
Despite the fact that the maintenance of a commercial music school in the domestic market of paid education is just beginning to develop, there is an incredible potential for advancement in this niche.
Opening such a business today is a relevant idea, as more and more parents seek to send their children to paid classes instead of standard lessons in public institutions. This is primarily due to three important reasons:
- Budgetary institutions live in a financial deficit, and therefore, sometimes there is even nothing to pay salaries to teachers. As a result, highly qualified teachers leave schools for private tutoring or other activities.
- Many public schools are unable to update equipment and tools.
- The presence of high competition for admission to public schools.
Registration and organization of business
Of course, at first, you can register an individual entrepreneur to open a music school. This will save time spent on the preparation and execution of statutory documentation, as well as simplify tax reporting. But, the optimal form of ownership for this type of business is LLC.
Despite the fact that it has higher risks than IP, it will provide an opportunity for much more development opportunities, and customers have more confidence in a full-fledged organization.
Required Documentation
In order for a music school to officially work and teach children, it must have the following mandatory documentation:
- a protocol or decision on the creation of a certain organizational and legal form of the organization;
- charter;
- memorandum of association;
- certificate of registration with the Federal Tax Service as a legal entity;
- lease agreement or other document of title.
In addition to registration documentation, to maintain educational activities required to obtain the appropriate license. The procedure for its registration and issuance is regulated by legislative acts of the Government of the Russian Federation.
Premises and renovation
When looking for suitable premises, it is recommended to pay attention to such places that are located not only in the central busy areas of the city, but also near secondary schools and kindergartens in residential areas. Most often, this area is less covered by competitors in the form of public schools.
Due to the fact that any music school, including a private one, is an educational institution, therefore its founder has the right to rent a room for its organization on preferential terms.
Of course, if there are sufficient funds, the entrepreneur can also acquire the territory for the school as a property.
When repairing and decorating the premises, first of all, it is important to take into account the requirements for such establishments by sanitary and fire regulations. First of all, they relate to sound insulation and the calculation of the area, which is carried out on the basis of the following standards:
- The general territory of the school should be divided into several zones: a working area, a recreation area and service rooms.
- The working area includes classes for individual and group lessons. In the first case, rooms cannot be less than 12 square meters. m., and in the second - less than 18 sq. m.
- The recreation area includes a teacher's room and a room for meetings of the Teachers' Council. Its area is obtained at the rate of 2.5 square meters. m. per employee.
- Service premises include accounting and a reception room of at least 5 sq. m for each, bathroom - at least 10 sq. m, a room for storing the tuner's tools - at least 5 sq. m., change house cleaners - at least 3 square meters. m. and a wardrobe - at the rate of 1.5 sq. m. per student.
It turns out that if it is planned to open a music school for about 80-100 students in various specialties, then at least 200 square meters will be needed. m.
Equipment and equipment
The largest expense item when opening a private music school is the purchase necessary equipment which, first of all, includes a musical instrument. Its list will depend on what specialties will be taught in the institution, but the minimum set should consist of the following elements:
- piano (several pieces for classes of individual and group lessons) and grand piano (for vocal lessons and a concert hall);
- violin (depending on the age of the intended students, different sizes of the instrument are taken);
- guitars;
- button accordion and accordion;
- saxophone.
In addition, furniture in the form of chairs, tables, sofas will be required for the interior of classrooms, office space and recreation areas. Also, desks and boards are needed in the classrooms intended for group classes, and computers and printers in the reception and accounting departments.
Organization of the educational process and teaching materials
Regardless of the chosen training program, unique methods and special techniques, as a rule, classes at a music school are built according to the following schedule:
- The main subject (individual lesson on a specific musical instrument or vocal) - 3 times a week for 1.5 hours.
- Musical literacy (solfeggio and musical literature) 1-2 times a week for 1 hour.
When developing a training program, it is necessary to think over not only the schedule of their conduct and the main content, but also the form in which knowledge will be presented. Accordingly, it will be necessary to purchase visual material in the form of sheet music and educational books, as well as brochures, portraits, posters and other items necessary for musical education.
Staff
To ensure the stable operation of a private music school, the following specialists will need to be hired:
- the head teacher, who will deal with marketing issues, the selection of teachers and control over the work of the methodologist and administrators;
- a methodologist who will deal with direct work with teachers and clients;
- two administrators who will work in shifts. Their duties will include receiving calls, scheduling classes, meeting potential clients and monitoring the solution of domestic issues;
- financier for bookkeeping, financial planning and reporting;
- room cleaner.
The main employees of the music school are teachers, the number and specialization of which will depend on the characteristics of the curriculum. It is most convenient to hire them under civil law contracts with the condition of piecework wages accrued for the number of classes conducted per month. When the school begins to develop successfully, teachers can be hired on the staff with a fixed salary.
Advertising
In modern conditions of developed computer technologies, advertising on the Internet becomes the most effective promotion of any business, including the maintenance of a private music school. It includes the following activities:
- placement of contextual advertising in search engines;
- creation and promotion of the official website;
- targeting in social networks;
- placement of banners on partner sites.
- Unfolding leaflets and booklets in the mailboxes of nearby residential buildings.
- Posting colorful ads in crowded places and placing ads in the local press.
The financial component of the business
The financial component of the business of maintaining a commercial music school will directly depend on the training program, namely on the proposed list and number of classes. This will affect such items of the project as the size of the room, the list of necessary equipment and personnel.
In any case, at the planning stages of entrepreneurial activity, it is important not only to provide for all the registration and organizational features of its conduct, but also to calculate its economic efficiency.
Cost of opening and maintaining
The cost of opening a private music school in the regional region of the country, which is supposed to teach up to 80 students, includes the following main costs:
- Purchase of musical instruments and educational material - 350 thousand rubles.
- Purchase of furniture and office equipment - 200 thousand rubles.
- Expenses for registration and registration of a license - 15 thousand rubles.
- Advertising expenses - 50 thousand rubles.
The total amount of the required initial capital will be approximately 615 thousand rubles.
The current costs of maintaining a music school will be the sum of the following amounts:
- rental of premises;
- utility bills;
- payment for advertising services;
- wages and deductions from it.
The average monthly cost of an institution can reach 200 thousand rubles. In the case when borrowed funds were used as initial capital, the amount of current expenses will increase by the amount of interest on the loan.
Size of future income
When calculating the size of the future income of a music school, first of all, it must be taken into account that the school's occupancy will not exceed 60-70% for the first few years of operation. In addition, such a business is seasonal, so in the summer (vacation season) the number of classes is significantly reduced.
As a rule, the volume of sales of services of such establishments, provided that they are located in large regions of the country, reaches 10 thousand classes per year.
If we take into account that the average cost of one lesson is approximately 300 rubles, then the amount of annual revenue will be 3,000 thousand rubles.
Payback period
As a result, the amount of profit that will remain at the disposal of the organization will be 600 thousand rubles. This indicator allows you to determine that investments in the opening of a private music school can pay off in just over a year of its operation.
Opening your own music school can become a promising and profitable business if you correctly analyze the regional market, draw up an organizational business plan and make the necessary financial calculations. But of particular importance for the success of this type of commercial activity will be the developed training program, or rather, the presence in it of unique teaching methods and an individual approach to students.
Business plan for a private music school Treble Clef LLC
Introduction
3. Market research and analysis
4. Marketing plan
5. Production plan
6. Organizational plan
7. Financial plan
8. Potential risks
Conclusion
Bibliography
Applications
Introduction
Brief name of the project: Treble Clef LLC
Full name of the project: Creation of a modern private music school LLC "Treble clef" to provide music and educational services for children and adults
Address: Perm, st. Borchaninova, 8
Project start date: January 2011
The positive and therapeutic influence of music and art in general on human development is already well known. Research recent years in the field of brain physiology they return to art that important role in the development of man, which by right should belong to him. Both in Europe and in Russia, it has been proven that increasing the number of music and painting lessons helps students in learning mathematics and languages.
It is well known that by means of music we can change the beat of breathing, reduce blood pressure speed up or slow down metabolic processes in human body, reduce physical fatigue and stress, ease the burden on the senses, reduce pain, etc. By doing music and singing together, we can exercise various social abilities and increase overall mental well-being. Musical logic, finger exercise when playing musical instruments develop thinking, strengthen brain cells. The influence of various rhythms on the human body is also ambiguous.
Therefore, music and art, by virtue of their inner nature, must be an integral part of any education, and for this they must become part of the education of every future teacher.
The purpose of this project is to organize a private music school LLC "Treble clef", which will provide the following services: learning to play the piano (synthesizer), violin, xylophone, guitar, vocal lessons, solfeggio and musical literature.
Based on the results of the project, the net present value will be = 7,564,087 rubles, the yield index is 9.3, the payback period is 9.1 months.
This project is quite attractive. The highlight of this project is that music teaching will not be carried out in a traditional form. Students will be offered a wide range of subjects. Works for memorization by teachers will be selected, taking into account the wishes of the student.
The main competitors of this institution are traditional music schools and all kinds of music circles, and private music schools (there are few of them in our city). The school will offer the following opportunities:
The Treble Clef Private Music School is constantly open to any changes and innovations that could improve its activities.
Learning to play the most popular instruments today: piano, synthesizer, xylophone, guitar, as well as teaching vocals (academic, jazz).
Financing of the project is expected at the expense of own funds and borrowed funds.
The initial investment is 1,564,400 rubles.
Own capital - 364,320 rubles.
2. Characteristics of the business object
Violin Clef LLC plans to provide the following types of services:
Learning to play the most popular musical instruments: piano (synthesizer), violin, xylophone, guitar;
Vocal lessons (academic, jazz);
Solfeggio lessons;
Lessons in musical literature.
A special feature of Treble Clef LLC is that the school offers music lessons for both children (from 5 years old) and adults, guaranteeing an individual approach to everyone.
The school "Treble Clef" is planning to apply the modern concept and methodology of teaching music by N.A. Berger entitled "Music for All". The technique is unique. It is aimed at enabling every person to feel the beneficial effects of music, to find the meaning of music lessons, first of all, in personal harmony.
The main principles of the methodology are the relationship between the intellectual and emotional principles in the presentation of material, a personal approach to communication, and taking into account the bright individuality of each child in the process of group and individual lessons.
The goal is the development of creativity, independence, the ability to be active, active, striving, emotionally developed, while deeply feeling the world, its delicate device.
To optimize the educational process, the methodology proposes an intensive method of mastering musical literacy, which has been tested for many years and has proven its high efficiency in working with a different age group. This method ensures ease of assimilation of the material, regardless of the age of the student and the degree of his musical talent.
This "Method of teaching practical music making" is based on:
1. on the development of individual-group forms of classes, which allows, on the one hand, to reduce the cost of a music lesson by several times, increasing the capacity of the class and the teacher, on the other hand, to take into account individual characteristics student in the process of mastering the material;
2. on the rationalization of many aspects of the study of traditional musical writing, which makes it possible to reduce the time for its development by at least four times and achieve optimal results;
3. on the improvement of the musical writing itself, the development of a system of introduction to musical writing, the development of shorthand alphabets for recording music as needed;
4. on the predominance of creative forms of work, which allow maintaining interest in the subject being studied for a long time and developing the creative abilities of the individual;
5. on the development and use of relatively cheap TCO for the design of music classes, which significantly increases the effectiveness of classes.
The "Music for All" method differs from all other methods found in the state Children's Music Schools, because. it does not set as its goal - learning a work, working out its sound to a professional one, with its subsequent performance on stage. The main thing is to master the elements of the musical language and musical writing so that in the future students can learn to read the musical text, work with it, and also be able to improvise and create their own compositions based on the elements they have mastered, recording them if necessary. Bringing the sound of works to “stage readiness” is not excluded, but it is carried out, firstly, exclusively at the request of the students themselves, and, secondly, it takes place using traditional training methods.
A great help in introducing the development of the musical language and musical writing in the process of practical music-making is provided by the equipment of the class with various musical instruments.
As a result, the student in a short period of time will be able to learn:
memorize quickly;
Keep in memory for a long time and reconstruct a forgotten work in a relatively short period of time;
Accompany;
Freely select the melody you like by ear;
Play music in various genres (from classical to jazz);
If you wish, you can freely create your own compositions, getting the opportunity for creative self-realization.
Future services:
Starting from 2016, it is planned to expand the geography of the business by creating new branches of the school in various districts of Perm and the Perm Territory;
It is planned to intensively develop activities in the field of providing these services.
Currently, the market for private school education in Perm and the surrounding region has reached some balance. Over the past four years, the number of schools has neither increased nor decreased. According to experts, the further development of the market will depend on the degree of government pressure on NEIs and the growth of parents' well-being.
Private musical school education in the Kama region is in a state of stagnation.
Today in Perm there are 13 state music schools, 1 private music school "Flowers by the Stream".
Table 1 presents a competitive analysis of the organized private school "Treble clef":
service market music plan marketing
Table 1.
Competitive analysis of Treble Clef LLC
| Comparison area | Points Treble Clef LLC Competitors, points |
||
| OOO Treble Clef | Competitors | ||
| "Flowers by the Stream" | Public Schools | ||
| Material and technical base (quality and quantity of tools) | 5 | 5 | 3 |
| Variety of offered educational services | 4 | 5 | 5 |
| Advertising | 5 | 5 | 2 |
| Image | 3 | 4 | 3 |
| Staff professionalism | 5 | 5 | 4 |
| Service quality | 5 | 5 | 4 |
| Individual approach | 5 | 4 | 3 |
| Prices | 3 | 3 | 5 |
| Service price discount structure | 5 | 4 | 3 |
| Schedule flexibility | 5 | 5 | 3 |
| Total | 45 | 45 | 35 |
Thus, we can conclude that the main competitor of the newly organized enterprise is the private music school “Flowers by the Stream”, which has long been on the market.
Competitive advantages of Treble Clef LLC:
The Treble Clef Private Music School provides services of the highest level, the quality of which is ensured by the experience, knowledge and culture of teachers;
Organization of the educational process using a unique modern concept and methods of teaching music N.A. Berger;
Violin Clef LLC is located in the center of Perm;
Children and adults are provided with a reliable level of security during their stay at school;
A set of such professional subjects as solfeggio, musical literature, general piano course;
Learning to play the most popular instruments today: piano, synthesizer, xylophone, guitar, as well as training in vocal class (academic, jazz);
Individual approach to each student;
The possibility of building an individual program, which gives a feeling of freedom of learning;
Home visits in case the student is unable to move;
More free variation of the schedule;
Lack of competition among students.
Regular performances by students;
With a high professional level, access to music competitions and festivals;
Being in a professional environment, the ability to compare your level of play with peers;
The option of issuing musical instruments for use is possible;
The Treble Clef Private Music School is constantly open to any changes and innovations that could improve its activities.
4. Marketing plan
Since the Violin Key LLC will be located in the center of Perm (Borchaninova st. 8), the main contingent of students will be those living in the city center.
Starting from 2016, in order to expand the business, it is planned to create new branches of the school in different districts of Perm and the Perm Territory; as well as the intensive development of activities in the field of providing these services.
To increase the demand for the services of OOO "Treble Clef" it is necessary to carry out an advertising campaign.
This music school is planned for 600 children. It is planned to enroll 400 students in the first year, 500 students in the second year, and 600 students in the third year. (for example, 600 children are currently studying at Children's Music School No. 1) Analyzing the activities of urban music schools, we can conclude that music education, as a rule, includes a mandatory minimum - these are two specialty lessons (learning to play the chosen instrument), a solfeggio lesson and musical literature. Optionally, additional training in playing the synthesizer, other musical instruments, vocal lessons is also possible. The highlight of this school is that the student will be given a choice in the set of musical subjects. Thus, on average, one student will attend 5 classes per week or 20 classes per month.
5. Production plan
The music school is open from 10:00 to 21:00 (1 hour - lunch), 6 days a week. Lesson playing the instruments lasts 45 minutes, solfeggio lasts 45 minutes, music. literature - 45 min.
It is planned to organize 10 instrumental classes and an assembly hall in the Violin Clef LLC, in which classes will be held. The address of Violin Key LLC: Perm, Borchaninova st. 8, area of the premises is 283 sq.m.
A maximum of 13 lessons (10×60/45) can be taught per day in one class, 338 lessons per month (26 days×13 lessons). This means that the possible maximum volume of services per month will be 3380 lessons (338 lessons × 10 classes). Then the maximum number of lessons per quarter will be 10140.
Prior to the commencement of work, LLC "Treble Clef" must purchase equipment. Table 2 shows the need for fixed assets and inventory:
Table 2. Need for fixed assets and inventory
For the purchase of fixed assets, funds in the amount of 1,346,200 rubles will be required. In the following table, we present the necessary equipment for the school.
Table 3. Inventory
| Name | Quantity | price, rub. | Price | Calculation scheme |
| Lounge sofas | 3 | 15 000 | 45 000 | likewise |
| A computer | 3 | 19 000 | 57 000 | likewise |
| 10 | 1 500 | 15 000 | ||
| Classroom chairs | 20 | 120 | 24 000 | likewise |
| Fax | 1 | 240 | 2 400 | likewise |
| Multifunction device LaserJet-M 1120 MFP | 1 | 800 | 8 000 | likewise |
| Assembly hall chairs | 50 | 500 | 25 000 | likewise |
| student board | 2 | 4 500 | 9 000 | likewise |
| office chairs | 3 | 5 000 | 15 000 | likewise |
| Total | 200 400 | Σ lines |
To purchase inventory, you will need 200,400 rubles. The total cost of the equipment to be purchased by OOO Treble Clef will amount to 1,546,600 rubles.
Table 4. Calculation of depreciation charges (according to fixed assets)
The initial one-time cost should include the cost of registering and licensing a private institution. These costs should include the costs of permits, licensing costs, equipment purchase costs include transportation costs.
To register an educational institution, the founders must:
Pay the state fee (2000 rubles);
Prepare and submit to the registering body the constituent documents of the organization being created (depending on the organizational and legal form - a protocol or a decision to create an organization, the Charter, possibly a constituent agreement, as well as a number of other documents in case of registration of a public association), information about the founders, information about location of the permanent executive body;
Certify the notary's signature on the application for registration of a legal entity in the prescribed form (the applicant must be one of the founders) and submit the application to the registration authority.
Notary fee - 800 rubles.
After state registration, before starting practical activities for the provision of services in the field of education, educational institution must get a license. The procedure for licensing educational activities is determined by the Government of the Russian Federation (at the time of writing this article - the Regulations on Licensing Educational Activities, approved by Decree of the Government of the Russian Federation of October 18, 2000 N 796).
Licensing and registration costs will amount to 15,000 rubles.
Thus, registration and licensing will require 17,800 rubles. The initial costs are presented in the table.
Table 5. Initial costs (one-time)
| Name | Quantity | Price |
| Piano Richter | 10 | 860 200 |
| Grand piano Yamaha GB 1 PE | 1 | 383 000 |
| Classroom chairs | 20 | 24 000 |
| reception desk | 1 | 23 000 |
| floor hanger clothes rack | 10 | 15 000 |
| Furniture for the director and accountant | 2 | 80 000 |
| Lounge sofas | 3 | 45 000 |
| A computer | 3 | 57 000 |
| Fax | 1 | 2 400 |
| All-In-One Laser Jet-2 | 1 | 8 000 |
| Assembly hall chairs | 50 | 25 000 |
| student board | 2 | 9 000 |
| office chairs | 3 | 15 000 |
| State. duty | 2000 | |
| Notarial services | 800 | |
| Licensing and registration | 15000 | |
| Total | 1 564 400 |
The initial cost of opening a private music school will be 1,564,400 rubles.
Violin Key LLC will monthly bear the costs of rent, utility bills, stationery, communications, and security. Table 6 shows payments for these types of services:
Table 6. Current costs of activities (fixed)
Fixed costs for the implementation of the project will amount to 73,100 rubles per month. In a year, fixed costs will amount to 877,200 rubles.
Present costs in the context of fixed and variable.
Table 7. Current costs by years
Thus, fixed costs aimed at maintaining the activities of the enterprise will amount to 877,000 rubles.
Variable costs (costs for auxiliary materials - stationery, this is a printed auxiliary material for students. Variable costs are 5,000 rubles per month. Based on 600 students. Thus, with an increase in the number of students, variable costs will increase by the third year of implementation project current costs will amount to 60,000 rubles.
Let us consider in more detail the costs of administrative and managerial and educational personnel.
6. Organizational plan
The structure of the required personnel of Treble Clef LLC is as follows (table 8):
Table 8. Personnel structure
Staff requirements:
Director. Higher economic education, management experience of 5 years. The director carries out the general management of the enterprise.
Account Manager and Marketing. Higher specialized education, work experience of 3 years, communication skills, negotiation skills, experience in advertising campaigns, confident PC user, car availability.
Accountant. Higher profile education, work experience of 5 years, knowledge of 1C, confident PC user. Responsibilities - Maintain accounting at the enterprise, keeping records of fixed assets, inventories, wages, settlements with suppliers and buyers, tax accounting.
Administrator. Above average education, good looks, confident PC user, communication skills, discipline. Responsibilities - scheduling lessons, consulting services, providing the enterprise with materials (paper, pens, etc.).
Teachers. Higher or secondary specialized education. Work experience from 8 years. Responsibilities are teaching.
Cleaning woman. Absence of bad habits, discipline.
Table 9. Payroll
| Job title | Number of persons | Salary, rub. | Premium, % | Premium, rub. | Total salary per month, rub. | Monthly payroll, rub. | Calculation scheme |
| Director | 1 | 14 000 | 30 | 4 200 | 18 200 | 18 200 | Bonus, rub = salary × bonus,%; Total salary per month = salary + bonus, rub; Monthly salary fund = total salary × number of people |
| Account Manager and Marketing | 1 | 10 000 | 30 | 3 000 | 13 000 | 13 000 | likewise |
| Accountant | 1 | 10 000 | 30 | 3 000 | 13 000 | 13 000 | likewise |
| Administrator | 1 | 10 000 | 30 | 3 000 | 13 000 | 13 000 | likewise |
| Cleaning woman | 1 | 5 000 | 15 | 750 | 5 750 | 5 750 | likewise |
| Total | 5 | 62 950 | 62 950 | Σ lines |
Prize calculation:
bonus for the director = 14,000 × 30% = 4,200 rubles.
bonus for a manager = 10,000 × 30% = 3,000 rubles.
bonus for an accountant = 10,000 × 30% = 3,000 rubles.
premium for the administrator = 10,000 × 30% = 3,000 rubles.
cleaner premium = 5,000 × 15% = 750 rubles
Total salary per month:
salary for the director = 14,000 + 4,200 = 18,200 rubles.
salary for a manager = 10,000 + 3,000 = 13,000 rubles.
salary for an accountant = 10,000 + 3,000 = 13,000 rubles.
salary for the administrator = 10,000 + 3,000 = 13,000 rubles.
salary for a cleaner = 5,000 + 750 = 5,750 rubles.
According to the federal law of 24.07.2009. No. 212-FZ "On insurance contributions to the Pension Fund of the Russian Federation, the Social Insurance Fund of the Russian Federation, the Federal Compulsory Medical Insurance Fund and territorial compulsory medical insurance funds", which provides for the replacement of the UST with insurance premiums, deductions from wages will be 34%: 26% - in the Pension Fund of the Russian Federation, 2.9% - in the FSS of the Russian Federation, 2.1% - in the MHIF and 3% - in the TFOMS.
Table 10. Contributions to insurance funds
The annual payroll fund for management personnel will amount to 1,012,236 rubles.
Calculate teachers' salaries. Teachers' salaries are variable and will depend on the number of lessons taught.
There is a number of lessons by year: 1 year - 27152
2 year - 33660
3 year - 39306.
In this case, the rate is 24 n / h per week or 32 lessons.
Then the number of n/hours per year will be 20364 hours in year 1, 25245 hours in year 2, and 29480 hours in year 3.
The average cost of a standard hour is 60 rubles. Teachers' salaries will depend on the number of lessons taught. The salary of the administrative apparatus of the music school will be a constant value.
Table 11. Teacher salary fund
Thus, the wage fund will increase with an increase in the number of students and, accordingly, with an increase in the number of classes.
In the first year, it is planned to enroll 400 students, in the second - 500, in the third - 600.
Calculate the percentage of the implementation of services from the maximum volume.
1-year - 67%,
2-year - 83%,
3rd year - 100%. For the next years, 100% occupancy of the school is planned.
According to the expected set of students, we will predict the lesson plan for the billing period.
According to experience, the assortment structure will look like this:
Playing the piano (synthesizer) - 19%;
Playing the violin - 10%;
Playing the guitar - 25%;
Playing the xylophone - 13%;
Vocal lessons - 15%;
Complex services (playing an instrument, solfeggio, musical literature) - 18%.
Table 12. Sales plan, number of services in 2011
| Index | Quarter | Total for the year | Calculation scheme | |||
| 1 | 2 | 3 | 4 | |||
| piano playing | 1290 | 1290 | 1161 | 1290 | 5031 | This year, 67% of the maximum volume of services is planned, i.е. 3380 x 67% = 2264; 2264 × 19% = 430. 430*3=1290 |
| violin playing | 678 | 678 | 610 | 678 | 2644 | 3380 x 67% = 2264; 2264 × 10% = 226 |
| Playing guitar | 1698 | 1698 | 1528 | 1698 | 6622 | 3380 x 67% = 2264; 2264 × 25% = 566 |
| Playing the xylophone | 882 | 882 | 793 | 882 | 3439 | 3380 x 67% = 2264; 2264 × 13% = 294 |
| Vocal lessons | 1018 | 1018 | 916 | 1018 | 3970 | 3380 x 67% = 2264; 2264 × 15% = 339 |
| Comprehensive Services | 1222 | 1222 | 1099 | 1222 | 4765 | 2264 × 18% = 407 |
| Total | 6788 | 6788 | 6109 | 6788 | 26471 | |
In the third quarter there is a decrease in the number of lessons by 10%, since usually in the summer months a large number of people plan holidays, and for 2011 the total number of services will be 26471 lessons. Next, consider the sales plan for 2012.
Table 13. Sales plan, number of services in 2012
| Index | Quarter | Total for the year | Calculation scheme | |||
| 1 | 2 | 3 | 4 | |||
| piano playing | 1599 | 1599 | 1439 | 1599 | 6236 | This year it is planned to carry out 83% of the capacity: 3,380 × 83% × 19% = 533, 533*3=1599 |
| violin playing | 841 | 841 | 756 | 841 | 3279 | 3,380 ×83% × 10% *3= 841 |
| Playing guitar | 2103 | 2103 | 1892 | 2103 | 8201 | 3,380 ×83% × 25%*3 = 2103 |
| Playing the xylophone | 1093 | 1093 | 983 | 1093 | 4262 | 3,380 ×83% × 13%*3 = 1093 |
| Vocal lessons | 1262 | 1262 | 1135 | 1262 | 4921 | 3380 ×83% × 15% *3= 1262 |
| Comprehensive Services | 1514 | 1514 | 1362 | 1514 | 5904 | 3,380 ×83% × 18% *3= 1514 |
| Total | 32803 | |||||
The sales plan for 2012 will be 32,803 lessons.
Table 14. Sales plan, number of services in 2013
| Index | Quarter | Total for the year | Calculation scheme | |||
| 1 | 2 | 3 | 4 | |||
| piano playing | 1926 | 1926 | 1733 | 1926 | 7511 | This year it is planned to carry out 100% of the capacity: 3 380 × 19% * 3 = 1926 |
| violin playing | 1014 | 1014 | 912 | 1014 | 3954 | 3380 × 10%*3 = 1014 |
| Playing guitar | 2535 | 2535 | 2281 | 2535 | 9886 | 3380 × 25%*3 = 2535 |
| Playing the xylophone | 1318 | 1318 | 1186 | 1318 | 5104 | 3380 × 13%*3 = 1318 |
| Vocal lessons | 1521 | 1521 | 1368 | 1521 | 5931 | 3380 × 15%*3 = 1521 |
| Comprehensive Services | 1825 | 1825 | 1642 | 1825 | 7117 | 3380 × 18%*3 = 1825 |
| Total | 39503 | |||||
The sales plan for 2014 will be 39503 lessons. It is planned that in 2013 and in subsequent years the occupancy of the school will be 100%
Vocal lessons - 250 rubles.
Table 14 shows the revenue plan:
Table 15. Revenue plan, rub.
| Index | 1 year | 2 year | 3 year | 4 year | 5 year | Calculation scheme |
| piano playing | 1006200 | 1247200 | 1502200 | 1502200 | 1502200 | Number of services per year (piano) × price |
| violin playing | 528800 | 655800 | 790800 | 790800 | 790800 | likewise |
| Playing guitar | 1324400 | 1640200 | 1977200 | 1977200 | 1977200 | likewise |
| Playing the xylophone | 687800 | 852400 | 1020800 | 1020800 | 1020800 | likewise |
| Vocal lessons | 992500 | 1230250 | 1482750 | 1482750 | 1482750 | likewise |
| Comprehensive Services | 1286550 | 1594080 | 1921590 | 1921590 | 1921590 | likewise |
| Total | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
Thus, for the first year, the revenue will be 5826250 rubles, in the second year - 7219930 rubles, in the third, fourth and fifth years - 8695340 rubles. Guitar playing, complex services and vocal services is the most profitable service.
7. Financial plan
Funding strategy:
The initial investment is 1,564,400 rubles.
Borrowed capital - 1,200,080 rubles.
Own capital - 564,320 rubles. of it it is planned to leave a cash reserve for unforeseen circumstances in the amount of 200,000 rubles, the rest 364,320 rubles. go to development.
To finance the project, it is planned to take a loan (“Gain momentum”) in the amount of 1,200,080 rubles for three years with the payment of the principal debt in equal monthly installments, at 20% per annum in Kamabank.
Table 12 shows the loan repayment schedule:
Table 16. Loan repayment schedule
| Month year | Remaining principal debt, rub | Payment of the main debt, rub | Interest payment, rub | Total payments per month, rub |
| 1 | 1200080,00 | 33335,56 | 20001,73 | 53337,29 |
| 2 | 1166744,44 | 33335,56 | 19446,13 | 52781,69 |
| 3 | 1133408,89 | 33335,56 | 18890,53 | 52226,08 |
| 4 | 1100073,33 | 33335,56 | 18334,92 | 51670,48 |
| 5 | 1066737,78 | 33335,56 | 17779,32 | 51114,87 |
| 6 | 1033402,22 | 33335,56 | 17223,71 | 50559,27 |
| 7 | 1000066,67 | 33335,56 | 16668,11 | 50003,67 |
| 8 | 966731,11 | 33335,56 | 16112,51 | 49448,06 |
| 9 | 933395,56 | 33335,56 | 15556,90 | 48892,46 |
| 10 | 900060,00 | 33335,56 | 15001,30 | 48336,86 |
| 11 | 866724,44 | 33335,56 | 14445,70 | 47781,25 |
| 12 | 833388,89 | 33335,56 | 13890,09 | 47225,65 |
| Total for 1 year | 400 026,67 | 203 350,96 | 603 377,62 | |
| 1 | 800053,33 | 33335,56 | 13334,49 | 46670,04 |
| 2 | 766717,78 | 33335,56 | 12778,89 | 46114,44 |
| 3 | 733382,22 | 33335,56 | 12223,28 | 45558,84 |
| 4 | 700046,67 | 33335,56 | 11667,68 | 45003,23 |
| 5 | 666711,11 | 33335,56 | 11112,07 | 44447,63 |
| 6 | 633375,56 | 33335,56 | 10556,47 | 43892,03 |
| 7 | 600040,00 | 33335,56 | 10000,87 | 43336,42 |
| 8 | 566704,44 | 33335,56 | 9445,26 | 42780,82 |
| 9 | 533368,89 | 33335,56 | 8889,66 | 42225,21 |
| 10 | 500033,33 | 33335,56 | 8334,06 | 41669,61 |
| 11 | 466697,78 | 33335,56 | 7778,45 | 41114,01 |
| 12 | 433362,22 | 33335,56 | 7222,85 | 40558,40 |
| Total for 2 years | 400 026,67 | 123 344,02 | 523 370,69 | |
| 1 | 400026,67 | 33335,56 | 6667,24 | 40002,80 |
| 2 | 366691,11 | 33335,56 | 6111,64 | 39447,20 |
| 3 | 333355,56 | 33335,56 | 5556,04 | 38891,59 |
| 4 | 300020,00 | 33335,56 | 5000,43 | 38335,99 |
| 5 | 266684,44 | 33335,56 | 4444,83 | 37780,39 |
| 6 | 233348,89 | 33335,56 | 3889,23 | 37224,78 |
| 7 | 200013,33 | 33335,56 | 3333,62 | 36669,18 |
| 8 | 166677,78 | 33335,56 | 2778,02 | 36113,57 |
| 9 | 133342,22 | 33335,56 | 2222,41 | 35557,97 |
| 10 | 100006,67 | 33335,56 | 1666,81 | 35002,37 |
| 11 | 66671,11 | 33335,56 | 1111,21 | 34446,76 |
| 12 | 33335,56 | 33335,56 | 555,60 | 33891,16 |
| Total for 3 years | 400 026,67 | 43 337,09 | 443 363,76 |
Thus, payments on loans in the first year will amount to 603377.62 rubles, in the second year - 523370.69 rubles, in the third year - 443363.76 rubles.
Based on the calculated data, we will draw up a profit and loss statement
Table 17. Profit and loss statement
| 1 year | 2 year | 3 year | 4 year | 5 year | |
| Revenue | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
| Expenses | |||||
| -fixed costs | 877200 | 877200 | 877200 | 877200 | 877200 |
| loan payments | 603377,62 | 523370,69 | 443363,76 | 0 | 0 |
| -variable costs | 38400 | 48000 | 60000 | 60000 | 60000 |
| - salary ex. personnel | 1012236 | 1012236 | 1012236 | 1012236 | 1012236 |
| - teacher salaries | 1637266 | 2029698 | 2370192 | 2370192 | 2370192 |
| Profit | 1657770,38 | 2729425,31 | 3932348,24 | 4375712 | 4375712 |
| Income tax 15.5% | 256954,41 | 423060,92 | 609513,98 | 678235,36 | 678235,36 |
| Net profit | 1400815,97 | 2306364,39 | 3322834,26 | 3697476,64 | 3697476,64 |
Net profit in the first year of the project implementation will be 1400815.97 rubles, in the second year the net profit will be 2306364.39 rubles, in the third year of the project implementation the net profit will be 3322834.26 rubles. and starting from the fourth - 3697476.64 rubles.
Table 18. Statement of cash flows
To assess the effectiveness of the project, it is necessary to determine the discount rate, we use the cumulative method for this:
Usually, the specific premium for each type of risk (with the exception of country risk) is determined by an expert in the range of a probable interval from 0 to 5%.
The formula for calculating the discount rate using the cumulative method is as follows:
R = Rf + R1 + ... + Rn, (1)
where R is the discount rate;
Rf is the risk-free rate of return;
R1 + ... + Rn - risk premiums for various risk factors.
As a risk-free rate, you need to take the income from government securities. Taking into account the fact that the discount rate of the Central Bank is 11%, the yield of securities is usually lower on the website http://bonds.finam.ru/ it is noted that it fluctuates around 8-9% per annum.
The risk-free rate is assumed to be 8%.
When calculating the discount rate, premiums are added to the risk-free rate of return for various types of risk associated with a particular investment (country risk, risks associated with the size of the company, with dependence on a key figure, with product / geographical diversification, with diversification of clientele, with financial structure, etc.). Usually, the specific premium for each type of risk (with the exception of country risk) is determined by an expert in the range of a probable interval from 0 to 5%.
Let's determine the most significant risks for a private music school.
Company size
This risk factor is estimated within 0 - 3%. We accept in the amount of 2%, because the object of assessment can be positioned as a medium-sized business of a regional scale.
financial structure
This risk factor is estimated within 0 - 5%. This indicator depends on the equity concentration ratio and on the current liquidity indicator. We accept 4%
Production and territorial diversification
This risk factor is estimated within 0 - 3%. The company has a single line of business - the sale of railway tickets. Territorial diversification is present within the Perm region, which is not enough for sustainable business. We accept 2%
Clientele diversification
This risk factor is estimated within 0 - 4%. The risk of losing customers is common to all companies. However, the loss of a customer affects the sales volumes of different enterprises to varying degrees. The lower the dependence of a company's income on one or more of its largest customers, the more stable it is, all other things being equal. Railway ticket consumers are consumers of different ages, which allows us to estimate this risk factor as an average of 2%.
The profitability of the enterprise and the predictability of its income.
This risk factor is estimated within 0 - 4%. The profitability of this enterprise primarily depends on the pricing policy. The predictability and stability of income in this business is not high enough, so we estimate this factor at 3%
Quality control
The quality of management is reflected in all areas of the company's existence, i.e. Current state The company and the prospects for its development are largely predetermined by the quality of management. It is often impossible to identify those individual indicators that management has had a particularly strong impact. Therefore, this risk factor is defined as the average value of factors, except for factors that depend on the size of the company and the predictability of income. The value of the management quality factor is 2%
Other own risks
This risk factor is estimated in the range of 0-5% and takes into account the likelihood of other specific risks inherent in the company being valued affecting the receipt of forecasted income. Taking into account the specifics of doing business in Russia, it is necessary to provide for the value of this factor in the discount rate at the level of the middle of the range. We accept this indicator as 2.5%.
Taking into account the risk-free rate, we get 25%.
Table 19. Calculation of discounted cash flow:
NPV=-1564400+-163584/(1+0.25) 1 +2306364.39/(1+0.25) 2 +3322834.26/(1+0.25) 3 + 3697476.64/(1+ 0.25) 4 +3697476.64/(1+0.25) 5 =5667878.95>0
Based on this table, we can conclude that Treble Clef LLC will start making a profit only from the second year.
Thus, we can conclude that the project is effective, since the net present value is positive (NPV > 0).
Calculate the yield index (PI):
PI= 14613775/1564400=9.3
Since the value of the PI indicator is >1, this project is considered profitable.
Calculate the payback period of the project (PP):
Investments in the project amount to 1,564,400 rubles. Net profit in year 2 -2142780.4 rubles. The payback period will be 1 year 2 months.
Let's calculate the profitability indicators:
Table 20. Profitability indicators
According to calculations, the return on sales increases from the first year of the project from 28% and in the third year of the project is 38.8%. This is due to the increase in net profit.
Return on sales = net profit / revenue ×100
Based on the results of the profitability indicators, it can be concluded that the project is effective and cost-effective.
The profitability of sales indicator allows you to analyze the change in profitability due to changes in price and sales volume and changes in cost. This ratio shows that by the beginning of the third year of the project, about a third of the proceeds, that is, 38%, will be profit.
In general, the enterprise has a positive trend in its development. The current value (NPV) of the project is positive and amounts to 5,667,878.95 rubles. The implementation of the project is expedient.
8. Potential risks
In its activities, the company faces high market uncertainty and a variety of risks that, under certain circumstances, may affect the results of its activities.
The most significant risks for Treble Clef LLC:
1. Industry risks.
First of all, this risk is associated with the youth of the industry and the lack of a clear understanding of the advantages of private education in Russia.
2. Country and regional risks.
This risk is expressed, first of all, in the economic downturn, which is observed in modern Russia and in high degree uncertainty that is inherent in our country.
The Company faces inflationary risks that could have a negative impact on its results of operations. The acceleration of inflation has a negative effect on the financial results of the enterprise.
4. Legal risks.
Legal risks are associated with insufficient development of the legislative framework for the implementation of private education.
5. Market risks associated with the probability of not attracting customers.
Table 20 presents a risk sorting map. This sorting of risk is given according to the degree of their likelihood and impact.
Table 21. Risk Sorting Map
Based on this table, it can be concluded that market and financial risks have the greatest impact.
Table 22. Risk assessment, their ranking
Thus, the most dangerous for the school LLC "Treble clef" are financial risks and market risks.
Risk assessment
The break-even point is the minimum volume of production and sales of products at which expenses will be offset by income, and in the production and sale of each subsequent unit of production, the enterprise begins to make a profit. The break-even point can be determined in units of production, in monetary terms, or taking into account the expected profit margin.
The break-even point allows you to determine after what level of sales their profitability is ensured.
Determining the break-even point using marginal income is an alternative to the mathematical method. The marginal method is based on determining the difference between sales proceeds and variable costs. Therefore, marginal income includes profit and fixed costs. The break-even point will be reached when the company receives income sufficient to cover fixed costs.
Contribution margin = unit price - variable costs
Variable costs per unit of production at full school load will be - 61158/600 = 101.93 rubles, where 600 is the number of students in the school since 2013.
The average price of a unit of production will be 220 rubles.
Marginal income per unit of production \u003d 220 - 101.93 \u003d 118.07 rubles, Break-even point formula:
Break even point = total fixed costs / marginal income per unit of output.
Break even point = 1889236 / 118.07 = 16000 lessons
Figure 1 Break even chart
Thus, the school needs to conduct 1,334 lessons per month at an average price of 220 rubles for the sale of a service, so that a private music school would have neither profit nor loss. Increasing the volume of lessons for the second and third years by 20%.
The appendix presents the aggregate projected balance sheet and cash flow budget.
Sensitivity analysis
The task of quantitative analysis is to numerically measure the impact of changes in risk factors on the effectiveness of the project.
Sensitivity analysis occurs with a "consecutive - single" change in each variable: only one of the variables changes its value, on the basis of which the new value of the criterion used (for example, NPV) is recalculated.
We accept as variable initial variables:
Investment size
The scope of the number of services
Salary
The project outcomes can be:
Performance indicators (net present value, internal rate of return, payback period, return on investment)
Annual indicators of the project (balance sheet profit, balance of accumulated real money).
Initial NPV = 5667878.95 rubles.
We will increase the volume of investments by increasing borrowed funds by 5% and calculate the NPV. The calculation will be carried out in Excel.
The data obtained will be summarized in a table.
Table 23. Project sensitivity analysis
| Deviation from the baseline, % | NPV on change | |||
| Number of services | Service price | salary | Investment size | |
| -10 | 4031517,276 | 3540608,474 | 6422702,111 | 5785101,687 |
| -5 | 4849698,113 | 4522425,329 | 6045290,531 | 5726490,319 |
| 0 | 5667878,95 | 5667878,95 | 5667878,95 | 5667878,95 |
| +5 | 6486059,787 | 6158787,752 | 5409684,257 | 5609267,581 |
| +10 | 7304240,624 | 7290659,451 | 4913055,789 | 5550656,213 |
Rice. 2 Project sensitivity analysis
Based on the data obtained, we will build a sensitivity graph from the project from the listed factors.
This project is most sensitive to changes in the number of services, while NPV fluctuations are the largest.
When the price changes, there is also a change in NPV.
Thus, the project has the highest sensitivity to changes in the following variables: the number of services and the price of services.
Conclusion
A business plan is a concise, precise, accessible description of the proposed business. According to its content and purpose, it is a planning document that has a multi-purpose character:
Developed to justify a new case (it gives all the main aspects of future activities, analyzes the problems that will be faced, determines ways to solve them);
It can serve as a formal legal document, with the help of which the formation of the authorized capital and financial assets of the future enterprise begins;
It is used as a means of obtaining the necessary investments;
In this work, studies were carried out and conclusions were obtained on the relevant tasks set at the beginning of the work.
The purpose of the work is to develop a business plan for a private music school.
The first chapter defines the concept, essence, structure of the business plan, its place in the planning system; studied modern methods and standards for the development of business plans in Russia. In addition, the main approaches and methods for assessing the effectiveness and risks of the project were considered.
In the second chapter, a business plan for the creation of a private music school LLC "Treble clef" was developed.
The goal of the project is to organize a private music school that will provide the following services: teaching to play the piano, violin, xylophone, guitar, vocal lessons, solfeggio and musical literature.
A special feature of Treble Clef LLC is that the school offers music lessons for both children (from 5 years old) and adults, guaranteeing an individual approach to everyone. Within the framework of the school, musical and educational classes will be held, the purpose of which is the development of creativity, independence, the ability to be active, active, striving, emotionally developed, whole and harmonious.
To implement the project, a room with a total area of 283 sq.m. will be rented.
Competitive advantages of Treble Clef LLC:
The Treble Clef Private Music School provides services of the highest level, the quality of which is ensured by the experience, knowledge and culture of teachers;
Organization of the educational process using a unique modern concept and methodology for teaching music N.A. Berger;
Violin Clef LLC is located in the center of Perm;
Children and adults are provided with a reliable level of security during their stay at school;
The analysis showed that the main competitor of the newly organized enterprise is the private music school “Flowers by the Stream”, which has long been on the market.
The initial investment is 1,564,400 rubles, according to the results of the project, the net present value will be 5,667,878.95 rubles, the yield index is 9.3%, the payback period is 14 months.
The conducted sensitivity analysis of the project showed that this project is most sensitive to changes in the number of services.
The total cost of the equipment to be purchased by OOO Treble Clef will amount to 1,546,600 rubles.
The initial one-time cost should include the cost of registering and licensing a private institution. These costs must include the costs of permits, licensing costs, equipment purchase costs, including transportation costs. The initial cost of opening a private music school will be 1,564,400 rubles.
Analyzing Internet sources, ads in newspapers, prices will be taken at the level of the average market:
Playing instruments - 200 rubles.
Vocal lessons - 250 rubles.
Complex services - 270 rubles.
Based on the data, a sales plan was calculated, and a profit and loss statement was drawn up. In this paper, the calculation of the effectiveness of the proposed project and the analysis of the sensitivity of the project.
The project has the highest sensitivity to changes in the following variables: the number of services and the price of services.
The project has an average sensitivity to changes in such an indicator as wages and is less sensitive to changes in the volume of investments (due to an increase in borrowed funds).
To reduce possible risks, it is necessary to regularly analyze the number of services provided, determine the exact number of students. For a regular influx of students to a music school, it is necessary to conduct a regular advertising campaign.
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Application
Forecast aggregate balance
| 1 year | 2 year | 3 year | 4 year | 5 year | ||
| Assets | ||||||
| Permanent assets | 200000 | 200000 | 200000 | 200000 | 200000 | |
| Intangible assets | ||||||
| fixed assets | ||||||
| Capital investments in progress | ||||||
| Long-term financial investments | ||||||
| Other permanent assets | 200000 | 200000 | 200000 | 200000 | 200000 | |
| Current assets | 5876250 | 7269930 | 8745340 | 8745340 | 8745340 | |
| Stocks | ||||||
| Unfinished production | ||||||
| Finished products and goods | ||||||
| Accounts receivable of buyers, incl. | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 | |
| Advances issued | ||||||
| Short-term financial investments | ||||||
| Cash | 50000 | 50000 | 50000 | 50000 | 50000 | |
| Other current assets | ||||||
| Total assets | 6076250 | 7469930 | 8945340 | 8945340 | 8945340 | |
| Liabilities | ||||||
| Capital | 364320 | 724053,85 | 1027732,2 | 1186380,6 | 1186381 | |
| Authorized capital | 364320 | 364320 | 364320 | 364320 | 364320 | |
| Additional capital and reserves | ||||||
| Undestributed profits | 359733,85 | 663412,2 | 822060,6 | 822061 | ||
| long term duties | 0 | 0 | 0 | 0 | 0 | |
| Credits and loans | 0 | |||||
| Other long-term liabilities | ||||||
| Current responsibility | 3 509 834,03 | 3 988 365,61 | 4 435 305,74 | 4 060 663,36 | 4 060 663,36 | |
| Credits and loans | 603 377,62 | 523 370,69 | 443 363,76 | 0 | 0 | |
| Debt to suppliers | ||||||
| Advances received | ||||||
| Salary arrears | 2649502 | 3041934 | 3382428 | 3382428 | 3382428 | |
| Debt on taxes and fees | 256954,41 | 423060,92 | 609513,98 | 678235,36 | 678235,36 | |
| Other current liabilities | ||||||
| Total liabilities | 3 874 154,03 | 4 712 419,46 | 5 463 037,94 | 5 247 043,96 | 5 247 044,36 | |
Cash flow budget
| Name of articles | 1 year | 2 year | 3 year | 4 year | 5 year |
| CURRENT ACTIVITY | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
| COMING | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
| Receipts from buyers of products (works, services) | |||||
| Total income from current activities: | 2649502 | 3041934 | 3382428 | 3382428 | 3382428 |
| CONSUMPTION | 256954,41 | 423060,92 | 609513,98 | 678235,36 | 678235,36 |
| Payroll and associated taxes | 877200 | 877200 | 877200 | 877200 | 877200 |
| Current taxes | |||||
| Payment for energy and utilities, rent | |||||
| Repayment of financial lease obligations | |||||
| Other settlements with suppliers and personnel | |||||
| Non-productive and social expenses | 3783656,41 | 4342194,92 | 4869141,98 | 4937863,36 | 4937863,36 |
| Other expenses and payments | 2042593,59 | 2877735,08 | 3826198,02 | 3757476,64 | 3757476,64 |
| Total operating expenses: | |||||
| Net flow from current activities | |||||
| INVESTMENT ACTIVITIES | |||||
| COMING | |||||
| Sale of fixed assets | |||||
| Total income from investing activities | -1564400 | ||||
| CONSUMPTION | |||||
| Expenses for the purchase of fixed assets | -1564400 | 0 | 0 | 0 | |
| Other capital expenditures | -1564400 | 0 | 0 | 0 | |
| Total expense on investing activities | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
| Net cash flow from investing activities | 5826250 | 7219930 | 8695340 | 8695340 | 8695340 |
| FINANCIAL ACTIVITIES | |||||
| COMING | |||||
| Attracting short-term bank loans | |||||
| MONEY FLOW | |||||
| COMING | |||||
| 0 | 0 | 0 | 0 | 0 | |
| Return of granted loans | 603 377,62 | 523 370,69 | 443 363,76 | 0 | 0 |
| Return of other placed funds | 0 | 0 | 0 | 0 | |
| Total income from cash funds | 603 377,62 | 523370,69 | 443363,76 | 0 | |
| CONSUMPTION | |||||
| From transactions with promissory notes of third parties | 0 | 0 | 0 | 0 | |
| Placement in bank deposits | 0 | 0 | 0 | 0 | |
| Providing a loan | 0 | 0 | 0 | 0 | |
| Total cash flow expense | 0 | 0 | 0 | 0 | |
| Total net cash flow | -125184,03 | 2354364,39 | 3382834,26 | 3757476,64 | 3757476,64 |
* Calculations use average data for Russia
Dmitry Tolstyakov, director of the Virtuosi music school, shared his practical experience in creating his own music school from scratch with the readers of the website project.
- Dmitry, how did you come up with the idea to start this particular business? How was the idea of your music school born?
I started my business in my 3rd year at the University of Economics and Finance. I had many different projects: tourism business, courses foreign languages, wholesale of mushrooms and berries. These projects were not successful.
Once on the Internet, I saw a young man wondering where to find a good guitar teacher. And then I noticed how the guitarist posted an ad looking for students.
I decided to become an intermediary between these people. I started with an agency, at first I didn’t even have an office. Then I rented an office and worked as an agency for six months. But the turnover increased, the number of students and teachers grew, and I decided to open a stationary school.
We teach people of all ages how to play all kinds of musical instruments. The uniqueness of our approach to learning lies in the presence of a staff of professional teachers, an individual approach to each student, as well as the ability of students to choose the place of study: at school, at home, or with a teacher.
All students who come to us achieve their goals with our help, perform at reporting concerts and other events, and also win prizes at competitions and festivals. Our school focuses not only on adults. For children from the age of 2, the school has children's musical development courses according to the Zheleznovs' methodology, which today is recognized as one of the most effective early development systems.
- Tell us more about the peculiarity of your method of teaching music?
The main idea, and it is also a feature of the methodology, is an individual approach to each client. We are ready to teach both academic and pop vocals, both classical guitar and accompaniment for bard songs.
The basis of our unique approach is our teachers, whom we select very carefully. We rely entirely on their professionalism. It is they who, together with the student, draw up a training program based on the desires and abilities of the student.
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One of our teachers specially traveled to Moscow in order to take a course in the Zheleznovs' methodology. The main principles of this technique are: the participation of parents in the process of teaching kids, learning takes place on the move, the use of phonograms, the use of classical or high-quality modern music and familiarity with the keyboard and playing light songs. We conduct developing music classes for kids with parents, which brings the family together very much.
Were there cases when teachers, having learned the main secrets of the method, opened their own courses using your author's method?
We do not have a certain universal technique that could be stolen. However, there are other problems that we face. The first is the leakage of students from homeschooling. Every third client who came to the teacher's home offered the teacher to study without the participation of the school.
But we have our own methods of dealing with such manifestations. Firstly, we count on the honesty and decency of our teachers and talk to them about it. Secondly, if after the first free lesson the student does not come to us to conclude an agreement, and this situation repeats several times, then we stop cooperation with this teacher.
This means either that the teacher is not honest with us and deals with the student behind our back, or that he cannot interest the student. In both cases, we are not on the same path with such a teacher. In addition, we have more methods to combat and prevent such cases.
But still, there was a case when one of the teachers took our idea of a private music school for adults and children, our thoughtful contracts, course system and created his own music school.
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However, by and large, they do not create competition for us. Since we independently thought through all the details of running this business from the very beginning and we know where “pitfalls” can arise. And this teacher just copied appearance our scheme, and now faces deeper problems.
And there is nothing you can do about such cases. Anyone can steal an idea. In this case, we only need to keep the quality of services at a level so that competitors do not have any chances, despite the similarity of the scheme of work.
- How did you embody the idea from its conception to the final implementation of the school?
There is only one step from the inception of an idea to its implementation. I just started to act. At first, I independently searched the Internet for students and teachers and simply docked them. Three months later, I started renting a small office where I conducted interviews and meetings with clients, hired employees who received calls and entered into contracts with students and teachers.
From the very beginning, I immediately advertised on social networks (ads) and improved the position of the site in search engines. So the calls went by themselves. Six months later, the school acquired a new format - it became stationary. It took me no more than a month to find a room and purchase tools. We did a lot of decorative work ourselves.
- How much did it cost you to start the project?
The initial investment in a music school operating under an agency scheme can be estimated at 150,000 rubles. But this is an approximate amount, I managed with much less money. The main costs are the search and rent of an office space, the purchase of furniture and equipment (tools and office equipment), printing and advertising.
- Are there any additional (administrative) requirements for the premises, staff?
There are no special requirements for office space. Workplaces and a place for employees to relax, where you can have a bite to eat and drink tea, should be equipped. But in the case of a stationary school, everything is a little more complicated.
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The room should be large and easily accessible. It should be possible to equip several classes for classes, an office part, a place for an administrator, a mini-kitchen. It is also important to make a good and interesting design of the room.
Finding great staff is the most important and difficult task. It is necessary that your staff sincerely do their job well and want to please your customers.
- What difficulties did you encounter at the initial stages of doing business? And how did you deal with them?
The biggest problem of all time is yourself. Or rather, what's in your head. It is necessary to get rid of "garbage", of stereotypes, live for today and fight your fears. Therefore, the limitation of our success is only in ourselves.
The main difficulty is to find a good team. Find adequate teachers, good employees. But this is not even a difficulty, this is a task. And one of the most interesting in business in general. There is only one solution - to communicate with people, conduct interviews, find out what is important for these people, why they want to work at the Virtuosi music school.
- Have you recovered your initial investment?
Yes, paid off. Six months later, I was already fully working in the plus.
- What can you say about the profitability of this business?
If it had not been profitable, it would have ceased to exist long ago. Although this business has such a feature as seasonality - in the summer everyone goes on vacation and vacation, and there is a dip in the number of customers. However, even at this time, the school pays off. But autumn period- this is a boom of new customers, applications. Last September, the company's turnover amounted to 1 million rubles. On average, the profitability of this business can be estimated at 20%.
Who are the staff members of your company? How did you select key employees (requirements)? How are they paid for their work?
Now the staff of the company consists of a head teacher, a methodologist and two administrators who work in shifts. The head teacher is engaged in marketing, finance, selection of teachers, control of the work of the methodologist and administrator. The methodologist works with teachers and clients. And the administrator receives calls, greets guests, draws up a schedule, monitors everyday moments.
The main requirements for personnel can be formulated in three principles:
The attitude towards clients and partners should be what you would like for yourself: decent, respectful, without arrogance.
Fulfill your obligations in a quality and timely manner. Or do not take on these obligations.
Strive to always be the best at your job. If you are not interested in doing this work and constantly learning, our company is not for you.
I searched for people through ads on job search sites. I used both free and paid ads. But these investments paid off. As for the salary: for administrators, payment is made per shift. And for the methodologist and head teacher, a salary + percentage of profit scheme has been introduced.
We conclude civil law contracts with teachers, and the payment is piecework, i.e. the number of classes is simply counted, and wages are paid once a month. When the stationary school "Virtuosos" appeared, we registered several teachers under an employment contract, and they work on a salary.
- How do you promote your services? Name the main promotion channel. How is your sales network built?
We promote only through the Internet, and now word of mouth is already working very well. We tried different types of advertising: leaflets, ads in the newspaper... But nowadays only the Internet brings the real number of customers.
On our website, in a group on social networks, you can leave an application for training, and clients actively use this service. After receiving the application, our administrator or methodologist contacts the client and the production process begins: selection of a place of study, teacher, course.
Of the ways in "real" life, we tried announcements on houses and poles, leaflets in the mailbox, announcements in public places. Now we have already abandoned all this, although some methods brought a certain number of customers (for example, ads around the city).
But this is Peter - a big city. For cities all over Russia, not so big, all of the above methods can be effective. We were filmed on television several times. But it was free for us, because. they got interested. Why not? This is an excellent informational occasion, unlike another disaster or financial scandal....
Are you engaged in direct sales, offering your courses (lessons) to schools, kindergartens and other children's and adult institutions?
No, we are not engaged in direct sales. Advertising on the Internet (at first, mainly social networks) immediately brought a sufficient number of customers. We are in such a position that people call themselves.
It's not just those who want to work that call. We often receive calls with offers to perform at some festival or competition. We are happy to agree, providing an opportunity for our students to test themselves, grow professionally, and show the results they have achieved.
- Do you have representative offices in other cities of Russia?
Just two months ago, we launched a franchise program for our school. We want people in all Russian (and not only) cities to have the opportunity to realize themselves in music, regardless of age, employment, place of residence. We chose franchising development precisely because it is not just selling a business. This is a search for partners, new acquaintances, new people who are also infected with our idea and are ready to actively work on creating their own business, ready to share their ideas, successes and failures, tasks.
Quite recently we have signed the first agreements with Novosibirsk and Moscow. Now our new partners are actively preparing for the opening: they are looking for premises, teachers. We support them, consult by phone and the Internet.
In general, people from completely different cities - large and small, leave applications, call. So the idea of organizing music education in the private sector comes to the mind of many. Because people see that the existing system of music education is not able to meet the demand for services, does not provide such a quality service that the people of our country want to see for themselves.
- How do you see the prospects for further development of your business?
Now I am closely involved in the new project "Academy of Talents". This is a large-scale educational project that includes many different schools. For example, we will have a photography school, a chess school, a computer school, a culinary studio, a foreign language school, a creative workshop, and a Virtuosi branch.
- Online learning is very popular now. Do you plan to launch such a service at your place?
Oh sure. I follow current trends and always try to "be in the know". I already have some ideas about how to implement this.
What can you say about the competition in your business? Have you faced such a problem as opposition from colleagues?
In St. Petersburg and Moscow, the competition is quite high. Now more and more various creative studios are opening for both children and adults. And in the regions this sector is not represented at all. That is why we count on the success of our franchisees.
What advice would you give to beginners who are just planning to launch their own courses in various fields and industries?
Focus on the results that your customers can achieve and do everything possible to ensure that they reach their goal.
1037 people are studying this business today.
For 30 days this business was interested in 43629 times.
Investments in the opening of a kindergarten, taking into account the creation of all the conditions necessary according to the new SanPiN, will amount to 648.1 thousand rubles. For the start will be used own funds. Payback period...
The main expenses for opening a dance school range from 650 thousand rubles. With good attendance per month, schools can bring their owners from 100-150 thousand rubles.
The cost of the project will be 14,530,000 rubles, of which 10,530,000 will be start-up investments in the opening, and 4,000,000 rubles. - working capital. Payback period - 32 months.
Almost all the profits of a private school go to its development, and even making a profit is contrary to the charter of a non-profit organization, so it’s better to register two companies, one of which will be commercial ...
Music school business plan
Mirny State Industrial and Economic College
BUSINESS PLAN
1. Introduction
2. General provisions
3. Organization of the material and technical base of the school
4. Calculation of the area of the school
5. Calculation of the cost of maintaining the school premises
6. Payroll calculation
7. Calculation of other expenses
8. Drawing up an estimate of annual expenses
9. Calculation of parental school fees
Introduction
The main indicators of the work of any enterprise in a market economy is profit.
The efficiency of the enterprise can be predicted in the process of drawing up a business plan.
The value of a business plan is determined by the fact that it:
makes it possible to determine the viability of the enterprise
contains the main stages in accordance with which the entrepreneur will act at the stage of formation of the enterprise.
General provisions
Children's music schools are an integral part of children's education, they provide a general musical and aesthetic education, as well as help gifted children develop their talents and prepare the basis for further creativity.
This business plan was drawn up for opening a private music school with two departments: folk (bayan, accordion) and piano with a contingent of students - 80 people.
Organization of the material and technical base of the school
Table No. 1
No. p / p
Name
Quantity, pcs.
Price (in rubles)
Sum
1. Piano425000=00100000=00
2. Bayan29000=0018000=00
3. Accordion212000=0024000=00
4. Music center15000=005000=00
5. Musical, methodical literature - 10000=00
TOTAL:
157000=00
Calculation of the size of the school area
The total area of the school is divided into a working area, a recreation area and an area of service premises.
Working area - the area occupied by rooms for individual and group classes (a room for individual lessons - at least 12 m2, a room for group lessons - at least 18 m2)
Recreation area - a room for relaxation and meetings of the Pedagogical Council (teacher's room - at least 2.5 m2 per employee)
The area of service premises - accounting, general department - at least 5 m2, wardrobe - at least 1.5 m2 per student (located in this moment at school), toilet - at least 10 m2, utility room for storing the tuner's equipment - at least 5 m2, utility room for storing the equipment of the cleaner of the premises - at least 3 m2.
Table number 2
No. p / p
The name of a room
Unit from.
Quantity
1. Piano room212
2. Piano room212
3. Cabinet for accordions212
4. Bayan cabinet212
5. Cabinet of music theory218
6. Teachers' rooms214
7. Accounting, general department28
8. Wardrobe215
9. Toilet210
10. Utility rooms m28
11. Corridor 220
TOTAL:
m2
Calculation of the cost of maintaining the school premises
Table No. 3
Item No. Description of costs Unit of measurement Quantity Tariff per month
(in RUB) Number of months Amount per year
1. Rent of premises2141201233840
2. Heating214125828200
3. Water supply 802.1122016
4. Disposal 806.4126144
5. Lighting (calculation in table No. 4) kW 1.573693
6. Communication services 1150121800
TOTAL:
75693
Calculation of electricity consumption
The required number of lamps in 1 classroom - 4; in corridors and service premises at least 2 by 8 m2.
Table No. 4
No. p / p
Appliance name
Number of devices
Power of the device kw.
Hours of operation. in year
Number of kW per year
1. Electric lamps 360.0416332352
TOTAL:
2352
Payroll calculation
School students' curricula
Table No. 5
№ p / p Name of the subject Number of hours per week for 1 student
1. Specialty (piano, button accordion, accordion)2
2. Musical literature1
3. Solfeggio1
TOTAL:4
The weekly workload of 1 teacher at the rate is 20 hours.
The occupancy of the 1st group in music theory (musical literature, solfeggio) is 8 people.
Calculation of teacher's salary: rate / weekly load * number of hours per week.
Monthly salary calculation for teachers
Table No. 6
Item No. /pTeacher Quantity
hours per week Rate
(rub)Amount
(rub)
1. Piano teacher4014702940
2. Piano teacher4014702940
3. Bayan teacher4014702940
4. Accordion teacher4014702940
5. Theory teacher2014701470
TOTAL:13230
Payroll for administrative and economic
staff per month
Required number of administrative staff:
document manager
accountant
musical instrument tuner (1 bet for 20 instruments)
room cleaner (1 rate per 300 m2).
Table number 7
No. p/pPosition Quantity units CategorySalary
(rub)Total
(rub)
1. Director11217401740
2. Document manager1610101010
3. Accountant1812201220
4. Adjuster0.461010404
5. Cleaner0.472670314.9
TOTAL: 4688.9
Calculation of the salary fund of school employees for the year
Table No. 8
No. p / nSchool staff fee per year
(rub) District coefficient.
(rub)Northern surcharge
(RUB)Total payroll (RUB)
1.
Teaching staff
1587603175279380269892
2. Administrative and economic personnel
56266,8
11253,36
28133,4
95653,56
TOTAL:215026.843005.36107513.4365545.56
Calculation of other expenses
Other expenses include:
stationery
detergents and cleaners.
Table No. 10
Item No. Name QuantityPriceAmount
(rub)
1. Handle82,520
2. Paper2110220
3. Chalk1010100
4. Notebooks2010200
5. Binder405200
6. Lamp LB-401070700
7. Gradebooks560300
8. Toilet soap10550
9. Washing powder1015150
10. Cleaning paste31545
11. Chlorine 1010100
TOTAL:
2085
Preparation of an annual cost estimate
№
n / p Name of the item of expenditure Amount (rub)
1. Annual payroll
Deductions for social needs, 38.5% of the wage bill365545.56
140735,04
2. Depreciation deductions, as a percentage of the initial cost:
Fixed assets (5%)
Music literature (10%)
7350
1000
3. Maintenance costs of the building75693
4. Other expenses2085
TOTAL:592408.6
Calculation of parental school fees
The academic year at the music school starts on September 1st and ends on June 30th.
Monthly tuition fee for 1 student is 750.00.
The number of students is 80 people.
Thus, the annual amount of parental contributions is:
750.00 *80 people *10 months = 600000.00
Several examples of a successful start in the market of private music schools, including the sensational Virtuosi network, made many people think that business on the desire of adults to learn vocals or guitar is a profitable business. Of course, there is no such general hype as in the field of coffee to go, in this niche, and nevertheless, there are those who want to open their own “music box”.
But questions about what this business really is, and what it takes to run it, remain open. Let's try to answer them.
What are the prospects?
Music in Russia is not the most common occupation: only 30% of our compatriots have anything to do with this area. Basically, music schools are perceived as a circle for children, where kids are often sent without asking about their desire. As a result, students either do not complete their studies or graduate from music school with the firm intention of never touching piano keys or guitar strings again. Although there are many who love music all their lives, as well as those who have a desire to learn to play an instrument or sing already at a conscious age.
Get ready for the fact that the audience for such a school is very “motley”.
Elena Ostapenko
Renaissance plus
A variety of students come to us. Among them there are many who have already graduated from music school 5-10 years ago, and now would like to "refresh" their knowledge.
The second category is, of course, those who do not have any basic musical education. They come both in order to gain some knowledge, to master the instrument, and in order to learn one single piece. For example, we learned a song with a girl who wanted to impress the guests at a wedding in this way.
Also, we often come to those who are involved in music, but are experiencing some difficulties. For example, a person wants to learn some work, but he does not succeed. Therefore, he resorts to the help of a teacher and takes lessons.
It is worth mentioning that the competition in this area is quite strong, because you will have to compete not only with other private music schools. The main "enemy" is teachers who work individually. They can offer clients almost the same as you: professionalism, convenient schedule and individual approach.
For those who just want to play for their own pleasure, learn one piece or remember forgotten knowledge, there are also houses of culture in most cities. The risk factor here is that they can offer their services almost for free, which a commercial project in your person cannot do.
AT recent times State music schools also became competitors. For a nominal fee (500-1000 rubles for a monthly course), they are ready to teach adults to play instruments.
In a word, those who want it may well find an inexpensive option, abandoning the more highly paid commercial schools. Therefore, to stand out from the competition, you need to try. How exactly? Provide what they cannot provide: a special atmosphere, level of service and quality equipment.
What difficulties await you?
A music school for adults is a business based on the human factor. This is the biggest difficulty, especially when working with teachers. After all, they must be excellent musicians, and good teachers, and suitable employees - who will like that the employee is constantly late, even if he is Beethoven and Makarenko in one person.
The second difficulty is that not any room is suitable for organizing such a music school. Electric guitar solo, singing into a microphone, playing the saxophone - all this can please maximum one evening a week. But the daily loud concerts are rather infuriating. Therefore, opening a music school in a residential building is a failed option. Moreover, classes will be conducted mainly in the evening, when your clients come home from work. Unfortunately, at the same time, residents of the house come home from work and want to relax in silence.
It is best to open a music school for adults in a separate building, while taking care of soundproofing. But finding such an option is not so easy. A compromise option is renting space in an office building.
Please note that an individual approach to students requires individual rooms for classes, and not one large class. Therefore, most likely, you will have to rent the entire floor.
What does it take to open a music school?
A music school for adults is an informal institution, something like an interest club. For students, this is of course a minus - they will not receive any documents on graduation.
But for you in this situation, there are only solid pluses. Firstly, you do not have to obtain a license to conduct educational activities and spend time communicating with officials from regulatory authorities. Secondly, the absence of a license will allow you to build the program in a way that is convenient for your teachers and your students. With a formal approach, the latter would have to spend 7 years learning to play the piano, coming to classes consistently and on schedule. Agree, a rare adult will agree to this.
Elena Ostapenko
Renaissance plus
In a private music school for adults, a student may not spend time on solfeggio or memorizing scales. He can study only what he is interested in, and when it is convenient for him.
Of course, an adult is more difficult to grasp, and it is harder to learn: the fingers are not the same, and the memory fails, especially at a respectable age. But unlike children, all our students study purposefully, and this compensates for other shortcomings.
A couple more words about the features and capabilities
The income of your school depends on only two factors: the number of students and the assigned price per lesson. It should be noted that the business is subject to the influence of the seasonal factor. Holidays and the holiday season are the time when everyone wants to relax. Therefore, during the New Year holidays, the May holidays and from June to September the classrooms are empty. But from the second half of January to the end of April and from September to December, you can notice an influx of students.
Today, many private music schools cannot, in fact, be strictly considered music schools. The thing is that they use additional ways to increase their income. Namely, in addition to music lessons, they also teach painting or acting skills.
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