Final Project

Topic: Entry Strategy for Accede School International Faridpur (ASIF)

Submitted by: MAJEDUL HAQUE ASIF
ID: 1711269630
Course- Mgt489
Sec: 11
Submitted to: Mr. Bobby Hajjaj
Due Date: 4th October, 2020
Contents
Introduction: ................................................................................................................................................. 3
Vision Framework: ........................................................................................................................................ 3
3 generic strategy: ........................................................................................................................................ 4
Resource Based View: ................................................................................................................................... 4
Value Innovation: .......................................................................................................................................... 5
SWOT Analysis: ............................................................................................................................................. 5
Porters five forces: ........................................................................................................................................ 7
Value chain analysis: ..................................................................................................................................... 7
Key success factor: ........................................................................................................................................ 8
Dominant design: .......................................................................................................................................... 9
Strategy based on parts: ............................................................................................................................... 9
Value Net: ..................................................................................................................................................... 9
Financial Budget for ASIF: ........................................................................................................................... 10
Pro-forma Income Statement for Accede School International Faridpur (ASIF): ....................................... 11
Execution Timeline:..................................................................................................................................... 11
Student’s Capacity: ..................................................................................................................................... 12
BCG Matrix: ................................................................................................................................................. 12
.................................................................................................................................................................... 12
Scenario analysis: ........................................................................................................................................ 12
Conclusion:.................................................................................................................................................. 14
Reference: ................................................................................................................................................... 15
Introduction:
In Bangladesh, most of the students all over the country expect to come here in Dhaka for their
higher studies but can’t cope up with the environment due to many reasons such as culture,
financial ability and most importantly their lacking in English. Accede School International
Faridpur is an international school in Faridpur which will provide education for all the left behind
students following both English and Bangla curriculum. We are not expected to build just a
school. We will build people’s trust on ourselves so that they handover their children’s
responsibility on us.

Vision
Framework:
Strategic intent:
Allow students from rural areas to gather knowledge, expertise and skill to formulate a strong
base on English which will lead them towards a successful future.
Mission: Our mission is to open more opportunities for students from rural areas by breaking all
local barriers and boosting their knowledge.
Core values:
1. We’ve confidence in ourselves and each other
2. We have commitments toward mindset of growth through continuous involvement and striving
for sovereignty.
Core Purpose:
1. Establish standardized environment for rural people by promoting English communication
skill
2. Enhance the effective method of education
Key issues:
1. Dealing with the rural people and make them understand the necessity of learning English
and finding the effective way of teaching to encourage more.
2. So far, only one renowned English medium school in Faridpur. So, it will take courage,
patience to cope up with the environment.
3. Hiring teachers for a rural environment with no surety of enough facilities.
Goal:
Our goal is to keeping high standards of all sort of education and qualify every student with
proper education based on English and mathematics as well as ethics and social issues.
3 generic strategy:
We should restrict our business to cost leader group for 1st three years of our operation as we
need to create awareness of our service is specific and different from normal schools and then we
are expected to shift to differentiator where we will serve a particular segment and ask for a
higher price comparatively.
Cost Leader Differentiator

Focus

After 3rd year of its

ASIF will focus cost
operation it should’ve
leader strategy for
enough strong brand
1st three years of its
image to differentiate
operation until it
its customer. So, then
reaches its break-
it will follow
even point
differentiator strategy

Resource Based View:

For students in such rural places, the teachers should not only give them proper education, they
should also provide intensive care to their English accent and proper knowledge. They should
also teach them extra hours for a better result. We should closely look at our resources based on
which we will design our services. Our main resources should be fresh talents as teacher, career
opportunity, digitalized method of teaching and training center for teachers
 Resources Valuable Rare Inimitable Non- Organizational
substitutable Capacity

Fresh talents as Yes Yes NO Yes Yes

teacher
Career Yes No No Yes Yes
opportunity
Digitalized Yes No No No Yes
method of
teaching
Training center Yes Yes No Yes Yes
for teachers
So, recruiting fresh talents as teachers and training center for them is our biggest competitive
advantage over our competitors.

Value Innovation:
It is something which focuses on adding value for customers rather than competitors. An
international school itself has more value than a government school. As we are going to provide
both Bangla and English curriculum education, it has more value-added compare to schools
which only relies on Bangla curriculum.

SWOT Analysis:
Strength:
1. We will recruit fresh graduates as Teacher
2. Our location will be suitable for every student
3. Digitalized teaching method
4. Enough financial support
Weakness:
1. Lack of experiences
2. Trust issues of parents due to new in the industry
3. No permanent campus
Opportunities:
1. Less competition in targeted market
2. High growth potential
3. Enough investors in this sector
4. Enough graduate students to hire
 5. Parents are willing to pay more for the betterment of their children
Threats:
1. Local political influences
2. Huge red tapes and procedure for getting license
3. Huge competitions from government schools
4. Location can create problem for hiring teachers
Opportunity-Strength Strategy:
1. Enough graduate students will help us to recruit the suitable ones for our operation. (o4-
s1)
2. Our digitalized teaching method will help us to gather enough customer loyalty due to less
competition. (o1-s3)
3. Due to high growth potential, enough investors are ready to invest in this sector. (o2-s4)
Opportunity-weakness Strategy:
1. Due to new in the market, parents don’t have enough trust on us which might impact our
business. (05-w2)
2. As we are hiring fresh graduates as teacher, they are not experience enough to handle
students. (o4-w1)
Threat-strength Strategy:
1. Our digitalized technique of teaching can offset the competition from government
schools. (t3-s3)
2. Fresh talent of our teachers should have enough potential to compete with government
schools. (t3-s1)
Threat-weakness Strategy:
1. Due to inappropriate location, we don’t need any permanent campus for now. We should
finalize our customer segment and build campus based on that. (t4-w3)
2. Intensive competition will help us to learn from our mistakes and gather experience too
fast. (t3-w1)
Porters five forces:
Power of supplier: As we are going to rent a 2-3 store space of a building, our main supplier
will be landowner and teacher. We will recruit students who did graduation from an average
ranked university who have previous teaching experience and train them by teachers from
renowned schools. Students from Faridpur Zilla will get special preference. So, initially it will be
tough to convince them for teaching in such complicated place. So, power of supplier will be
higher.
Barriers to entry: it is very rare to see any international school in a rural place. So, as a first
mover we will have 1-2 two years of competitive advantage. Otherwise cost of capital is not that
high and ample of opportunities to entry at a small scale. So, Barriers to entry is not high.
Competitive Rivalry: Most of the rural people don’t know the importance international school.
So, if we succeed in promoting our value & purpose, there are huge market growth potential. So,
there will be less competitive rivalry.
Power of Buyer: It will be difficult of us to survive in first couple of years due to lack of
awareness in education but every people want a better future for their children and no one can do
better than us. So, power of buyer will be less
Threat of substitutes: So far, there are no substitute of education that exists although there are
some academies who provide English learnings and other similar services. So, threats of
substitute are less.
Complementor: If we can impress our government by helping these rural people though proper
education, soon we can get government investment which will make it a half government
institute. And we all know how these people have trusts for government school due to low cost of
education. So, being a half government school can be a good complementor.
So, it is not a high attractive market but it has a high growth potential.

Value chain
analysis:
Primary activities:
Operational activities:

1. There will only one campus near Faridpur new market.

2. We need 3 years to reach our breakeven point and from 2023, we will have an estimated profit
of around 4-5 lakh yearly.
Inbound logistics:
1. Recruiting graduate students who have expertise in English.
2. Buying woods and boards for preparing bench and table & teaching equipment like desktop,
projector
Marketing & Sales:
1. We will mainly focus major bazars for our marketing campaign and telecast live videos of our
teachers taking classes which is expected to create mass crowd
2. 20% of total profit will be invested on promoting our school in direct marketing campaign
where we will create awareness.
Service:
1. We will provide Education from KG to O level by following English curriculum.
2. Extra care will be taken for weak student er in weekend
Supporting activates:
Human Resource:

1. Students who graduated along with teaching experiences as hoise tutor or in coachings will be
recruited both as full and half timer
2. Few teachers from international schools in Dhaka will be hired for further training.
Infrastructure:
1. Our own campus will be built after 5-7 years of our operation which will create operational
efficiency for us.
2. Students who came from too far will be provided accommodation once we start our operation
in permanent campus.

Key success factor:

What customer care about:
1. Expertise in English teaching
2. Affordable cost
3. Expert teachers
4. Enough study resource like books, library
5. Permanent campus
6. Accommodation system
Basis on which we will compete:
1. Giving an environment of proper international school at an affordable price
2. Creating awareness on necessities of English
3. Provide education using modern technology
4. Giving waiver to needy or poor students
5. Providing accommodation service

Dominant design:
We shouldn’t forget our target audience which is mid-income people. Usually we see English
medium schools as very expensive one. So dominant design for our school should be to decrease
fees as much as possible for attracting more students till our breakeven point and then we should
finalize our fees based on brand image.

Strategy based on parts:

1. Accede school international Faridpur can change the player in market by recruiting fresh
graduates than traditional teacher.
2. We can also change the tactic of our business by starting a new training institute where we
will also train these fresh graduates for other international schools which are expected to be
open in
there within next 3-4 years

Value Net: Supplier

Graduate
students, Trainer
from
international
Complementor
Competitor school in Dhaka,
Stationary stores Any half government school
Adventist who have English version
international facilities, English learning
Mission School ASIF academies, Businesses which
Faridpur high need no education and have
school, Zilla short-term growth potential can
school, be a complementor as most of
Buyer
Shaheen school the parents of these rural places
etc. 1. Students who are can’t realize the need of proper
matured enough for education.
going school,
Parents who are
willing to make
English base of
their children
strong
 Financial BudgetStatement
Pro-forma Income for for Accede School International Faridpur
(ASIF):
ASIF:
Financial Budgeting for Accede School International Faridpur (ASIF)

Growth rate in year 2 only in case of students 33% of Y1

Growth rate in year 3 only in case of students 100% of Y2
Purchase of study materials semiannual
Equipment needed in school semiannual
Depreciation straight line basis over 3 years
Maintenance cost of School quarterly basis
Tax rate 10%
Initial capital (personal+angel investors) BDT3000,000.00
Cost
Raw Materials 300000
Labor 100000
Transportation 80000
Advertising 60000
Equipment 100000
Utilities 30000
Rent 90000
Maintenance 10000
Library Resource 200000
970,000
Time required to set-up the school 10-12 months
Expenses
Mainly woods, boards for making chair, table
Raw Materials and board
Labor For 6 months
Transportation of raw materials 2-3 large truck
Throughout the year in main crowd occurrence
Advertising place like bazar
For estimated2-3 years ( mainly projector,
Equipment desktop, signboard)
Utilities (Electricity spent on manufacturing the machines) Monthly basis after full start of operation
Rent (Land was rented under contract) Paid monthly
From 12th month since service started in the 5th
Maintenance month
We are expected to reach our breakeven point after 3rd year of operation.
Execution Timeline:
Student’s Capacity:
Department Course Time Students Capacity/class Fees/month

English 12 years (KG-O level) 80 800

Medium
Bangla 10 years 60 600
Medium

BCG Matrix:

?
Industry Growth

High

For 1st 4-5 years, we

will have low market
share in spite of high
market growth.

Cash Cow Dog Only if we’re able to

achieve high market
Low

share through strong

marketing and creating
High Low awareness of our
brand image
Market Share

For 1st couple of years, we are not expecting something unachievable. Considering our target
market, it will take time for them to build trust on us. So we are considering ourselves ‘question
mark’ for 1st couple of years. Then if we able to build a strong brand image through service
quality, we hope to shift in ‘Star’.

Scenario analysis:
Step 1:
This scenario analysis has been done on education sector of Bangladesh. It is a growing industry
with low entry and exit barriers & low rivalry with competitors.
Timeline:
This scenario analysis has been done on education sector of Bangladesh from 2021-23 which is
1st three years of our operation. All the drivers for change in this time frame, scenario based on
those changes, and strategies for those are expected to be identified.
Pestle analysis:

Political: Our main problem will be to deal with local political influence. As we all know they
have a strong syndicate with government schools and they will not allow us to enter in those
market. So, our biggest weapon will be the trust of local people. Changing political parties will
also result in changing curriculum which will cost us to change our teaching method.
Economical: As we are going to invest in a rural place, we can’t charge high price compare to
normal school until they realize the difference. So, we have to make them realize by teaching
more effectively and giving special attention to English which is their major weak point.
Socio-cultural: People from these places mainly earn their livelihood by doing simple
businesses. So, we shouldn’t discourage them. Rather than that, we can encourage them doing
that simple business in a efficient way with proper knowledge.
Technological: If we have proper technology, we can make any environment suitable for an
international school. So, we have to make sure that we are technologically sufficient.
Ecological: People of these places are mainly dependent on agriculture and love their land than
anything else. So, we’ve to make sure that we’re not harming any property with our operational
activities.
Legal: People don’t have any legal knowledge from these places. If they find you trustable,
they’ll allow but if don’t, they will create barriers on our operation breaking all laws. So, we’ve
to make sure that, we don’t neglect their opinion.
Mini scenario:
1. Changing government can result in new curriculum which will cost us in reshaping all our
study materials.
2. We may’ve to pay bribes to local politicians
3. Local political influence can create barriers and it is obvious for competing government
schools.
4. We can’t offer high salaries and incentive to teachers as we can’t ask high fees.
5. Due to underdeveloped place, we may find difficulties in finding suitable place.
6. Most of our teacher may find difficulties in teaching as most of the students will come from
non-background.
Most important scenario:
1. Local influence will create problem for us and it can divert the people against us by
demotivating them with cultural issues.
2. Most of the teachers may find difficulties in teaching these students from coming from Bengali
medium. They may have to give extra time.
So, we need to gather the local people support through brand awareness. We also need to
train our recruiters how they should handle these students coming from no background. If
we do so, we can easily handle these scenarios.

Conclusion
:
Establishing an international school in a rural place like Faridpur is very challenging but it has
enough potential of high growth in future. Due to less similar school. We just need to gain trust
of parents and students that we are better from government school. If we succeed in achieving
that, we can enjoy a high market share in future.
Reference:
Thelwell, K., 2020. 3 Problems Facing Education In Bangladesh | The Borgen Project. [online] The Borgen
Project. Available at: <https://borgenproject.org/education-in-bangladesh-problems/> [Accessed 22
September 2020].

Express, T., 2020. Achievements And Challenges In Bangladesh Education. [online] The Financial Express.
Available at: <https://thefinancialexpress.com.bd/views/achievements-and-challenges-in-bangladesh-
education-1577975979> [Accessed 3 October 2020].

Open to Export. 2020. Education Sector In Bangladesh - Open To Export. [online] Available at:
<https://opentoexport.com/article/education-sector-in-bangladesh-1/> [Accessed 3 October 2020].