Tag Archives: educational

Businnes Plan

Educational Research Business Plan


Educational Research Business Plan


University Patents aims to transfer technology from research universities into pre-existing companies through the licensing of patents.

The office of technology transfers is responsible for bringing university research and patents to market. Some universities have been very successful in this area, such as Stanford, U of Wisconsin or MIT. However, most universities lack the network and workforce necessary to place most patents. Universities are traditionally focused on patents that will make them money. Yet, less than 0.6% generate more than $1,000,000 annually in royalties. University Patents is able to assist universities in placing technology. The company’s singular focus can also help increase the revenue of the university through increased licenses. University Patents will make income by receiving a commission for each successful placement.

Many patents that are the result of university research cannot be used to support a business. They are most valuable to companies that already have products or can diversify their businesses into new markets. The small size of these patents mean that most Venture Capital (VC) firms are not interested in these patents and the universities are reluctant to spend time trying to place them. University Patents will have the ability to concentrate on the smaller patents. This will allow them to bring several patents per year to market.

University Patents’#8217′ business model will involve working with universities to place technology patents with corporations. University Patents will investigate the market, devise a value structure and find potential licensees. University Patents will negotiate with these parties and will be paid a commission based upon the licensing agreement and future royalties.

1.1 Objectives

First year objectives

  1. Establish solid relationships with four university programmes in your first year.
  2. Move four patents to commercialization in the first year.
  3. Within the first six-months, establish a contact process for contacting public and private companies.


Businnes Plan

Educational Software K-12 Business Plan


Educational Software K-12 Business Plan


Introduction

Curriculum Companion Suites (CSS), a medium-sized consulting and software development company, is focused on making education more efficient for K-12 schools. CCS software acts as a virtual assistant to the educational process. Students can follow along with curriculum electronically through a central computer terminal at the front of the classroom.

The Company

CCS’ key success factors are its commitment to market awareness as well future potential direction of education process. CCS also has relationships with a wide range of educational institutions.

Curriculum Companion suites is a start up company that consists of six executives with 76 employees. All functional areas of the company’s executives are represented, and each has 70 years combined experience in software development. Andrew Christiansen and David Fields hold 80% of the company. Other investors have a minority share. The company doesn’t plan to go public at this time, as most of the funding is raised internally. CSS was created in Oregon by two of its majority shareholders.

Products

CCS offers educational software to support every grade level, starting in kindergarten and ending in 12th grade. These suites are developed in collaboration with major curriculum publishers with whom CCS has established strategic partnerships.

CCS provides support for all aspects of software installation and maintenance. These services are provided as part of each software package purchase.

The Market

There are only a few competitors in the learning information system vendors segment. These companies provide software products, installation and systems integration services for schools from kindergarten through 12th grade (K-12) in the United States. CCS competes mostly against more traditional methods for education, training, testing and such as pencil testing. CCS also competes against other educational software companies, including Mattel, Inc., Apple Computer, Inc., International Business Machines Corporation, and Mattel, Inc.

Educational institutions and school districts are not active in finding technical improvements to the education process. Rather, companies such as CCS have often utilized a more “push” type of marketing strategy. It has been necessary for the educational community to be “educated” about the potential of technical infrastructures being used to enhance learning.

CCS is the only market in which CCS has direct competition. CCS intends to gain market share and aims to achieve 10% market share within three years.

The target market for CCS is the urban/metropolitan educational market, as this market presents the highest level of opportunity in terms of revenues. Additionally, software installations and customizations in this market are much more feasible in terms of technical logistics and efficiencies. This market is more likely to be profitable.

A large number of schools districts and educational institutions across the U.S. have formed relationships with CCS. CCS has made substantial investments in research and understanding the specific needs and potential improvements to the current educational process.

Financial Considerations

CCS hopes to raise significant owner capital and borrow the same amount in a SBA 10-year guarantee loan. This provides the bulk of the current financing required.

CCS intends for CCS to produce large sales in its first years, with steady growth in the second year and third.

1.1 Mission

Curriculum Companion Suites aims to offer software curriculum suites to K-12 schools within the U.S. market. CCS will concentrate on providing solutions that improve schools’ educational capabilities.

1.2 Keys for Success

Here are some key CCS keys for success:

  1. The company’s commitment to being keenly alert to the current educational environment and future potential direction of the educational process.
  2. CCS has strong relationships with many educational institutions.


Businnes Plan

Educational Website Business Plan


Educational Website Business Plan


Frank Williams owns and operates One Week At A Time, a website company based in Lexington. The website aims to educate people on how they can help the Earth and lessen their environmental impact by accomplishing one task each week for 52 weeks. The tasks are very simple and will demonstrate how easy it is to make small changes in your life that make a significant impact on the world. This website will generate revenue from affiliate commissions for recommending Earth-friendly products in line with our weekly tips. These products will be offered by affiliates. We won’t be manufacturing them nor carrying inventory. Instead, we will earn commission on each sale.

Our financial strategy is based on staying profitable while keeping expenses extremely low. We plan on using profits to support environmental causes we believe in, so it’s not our mission to earn as much money as humanly possible. We care more about keeping the cash flow and balance positive. The following chart outlines our financial plans.

In order to reach our goals, we must complete the following keys of success:

  • We need to develop high-quality content for our tips. These tips should engage readers, empower them and encourage them to share them with others.
  • We must execute our marketing plan well, since the focus is on not spending money, while maximizing our online exposure.
  • We must keep our expenses low. We don’t have a long-term goal of generating large revenues, so it is important to control our expenses.
  • We must pre-sell our product recommendations in order to get users to purchase through our site, thereby garnering our commissions.

1.1 Mission

One Week at A Time is a website that teaches busy people simple weekly tasks to improve the environment. We hope to help people become more environmentally conscious, help retailers sell Earth-friendly products, and use our commissions to pay our expenses and contribute profits to environmental causes.

1.2 Objectives

  1. You can teach people simple weekly tasks that will help them to protect the environment and lower their personal environmental impact.
  2. To sign up 5,000 subscribers at the end for our weekly environmental tip list.
  3. To receive 10,000 visits per month to our website.
  4. To achieve profitability in six month.
  5. To donate all profits of the company to environmental causes and organizations.

1.3 Keys to Success

  • Quality content:Write great weekly tips that are easy to follow, simple, and to the point. These tips will inspire you to get your weekly task done.
  • Marketing Focus on link-building, SEO, word of mouth, and word-of-mouth to spread the word about this website and our email tips.
  • Expenses To make it easier to reach profitability, keep your other expenses as low as possible. To achieve our goals more quickly, we don’t have to spend a lot.
  • Promote and presell Earth-friendly products so our users are motivated to buy via our site’s links. We receive our commissions.


Businnes Plan

Educational Software Business Plan


Educational Software Business Plan


Third Degree I.D. The company is a limited-liability LLC (LLC) with three founder partners. It’s located in Savannah Georgia. The company develops, markets and markets instructional products for the corporate, educational, government, healthcare, and e-learning industry. It is committed to instructional design excellence and educational media development. The company provides the core deliverables of courses, programs and learning objects in distance education, distributed and elearning markets.

The company uses an object-oriented approach to design that provides clients with rich, tailored solutions that can easily be replicated and maintained. It wants to have a balanced portfolio that includes clients from various industry sectors. In addition, it plans to reduce business fluctuations by adding a number of domestic, national, as well as international clients.

Third Degree I.D. Develops strategic relationships and grows its business based on returning customers.

Three founding partners founded Third Degree I.D. They will each invest $35,000 to the company and are seeking a $30,000 additional loan over two years to complete the start up funding. This initial funding will cover approximately $19,000 in start-up expenses and assets. The rest will be used as a cash base for the first year of operation, which will include Third Degree I.D. Influential clients will receive some at-cost work in exchange for a solid reputation. This reputation serves as the basis for sales and marketing strategies.

Our market research shows that our $360,000 goal in the first year for sales is conservative for an educational software start-up with our combined expertise. Based on comparable businesses within the same industry, growth estimates for years 2 and 3 will be different.

1.1 Objectives

For Third Degree I.D., the following are key objectives These are the main objectives for the Third Degree I.D.

  • You can start a legal company by obtaining the appropriate licensing
  • Complete business planning and look for funding sources such as bank loans or grants.
  • Establish a website presence and list products or services in relevant publications and websites.
  • Six to eight clients may contract for consulting, training, design, or development work in a suitable scope ($50,000 and more).

1.2 Mission

Third Degree I.D. designs, develops, and markets instructional products and services for the corporate, education, government, and healthcare e-learning industries. It provides companies and institutions with cost-effective, flexible, flexible, and well-supported solutions to their instructional design or e-learning operations. Its main goal is to satisfy clients and be a loyal business partner. It is a non-profit company that offers an inclusive and fair work environment for its owners and employees.

1.3 Keys To Success

Success is dependent on:

  • Be persistent in your client development efforts.
  • exceptional product and service quality
  • time-efficient and cost-effective development processes
  • Management with expertise and a knowledgeable staff
  • Strategies for cash-savvy growth


Businnes Plan

Children’s Educational Toys Business Plan


Children


ToyLearn has been an exciting start up company. They have developed educational tools that engage and entertain children. The company has been founded by the husband and wife team of David and Jen Funster and is registered as an Ohio S-Corp. ToyLearn will be profitable by the end of year one and will have a steep increase in sales for the first several years.

ToyLearn will initially offer three educational toys. NumberToy is the first, which teaches number skills to children. LetterToy, as its name suggests, is a product that helps children learn the alphabet quickly. PhonicToy is the third product. It looks like a mini-PC and teaches math and phonics skills. The products are designed to help young people develop core skills. They are also fun and easy to use. New products are currently in development by the in-house department.

ToyLearn discovered three key keys to success, which are essential for the long-term sustainability of the business. The first is to create educational and engaging toys. Second, financial controls are essential. The final key to success is listening to customers, creating feedback mechanisms for product improvement.

ToyLearn identified two customer segments it will pursue. The first group consists of individual customers. These are parents or grandparents who are purchasing the product for their child. The market segment is expanding at 8% annually and currently has 3354,430 potential customers. Wholesale purchasers, which are usually organizations that buy the products for clients, is the second market segment we will address. These companies are often a nursery/preschool or care center. The segment is growing annually at 10% with 702,335 possible customers.

ToyLearn’s potential for success is ensured by its strong leadership team, which includes Jen Funster and David Funster. David, who heads product engineering, graduated at the University of Rochester in Engineering. After school David went to work for HP in their product development department for a number of years. David was a game developer at Nintendo when he left HP. David is a product of these experiences as well as his education. They have provided him with valuable skills to help ToyLearn expand its market share based on the quality and value of its products. Jen, the other half of our management team, earned her Masters of Education from Case Western Reserve University. Jen brings extensive knowledge in educational tool design to ToyLearn.

ToyLearn has conservatively forecasted sales of $367,000 in year two. In year three, sales will reach $475,000. ToyLearn’s success can be attributed to the combination of exceptional product development, seasoned management and the ability to spot a market opportunity.

1.1 Objectives

  • Create a profitable company.
  • Make innovative toys for education.
  • Improve the learning curve for children through the use of interactive toys.

1.2 Mission

ToyLearn’s goal is to provide the best educational toys. We will be more successful if we can help more children to learn basic functions through our toys.

1.3 Keys for Success

  • Develop creative, educational, engaging toys.
  • Adopt strict financial controls.
  • Pay attention and listen to your customers.