The Knowledge School (TKS) aims to develop a network of quality schools offering standardized education through network alliances in Pakistan and abroad. For this purpose, TKS offers a full business format and professional expertise to assist regional and international business partners to venture confidently into the challenging and fast expanding market for adolescent education.
Currently, TKS has several franchisees located across Pakistan but is also looking to expand the franchising program overseas and is confident of providing our franchisees with a good head start and an excellent chance of success.
There are approximately 200 campuses in all across Pakistan. Standardize curriculum teaching medium is in English, affordable fee structure, activity-based learning, preschool sibling discount, inter and intra-city transfer, the knowledge school management alerts parents through their SMS system and it is a credible ladder for playgroup.
The benefit of self-financing business units and a simplified management structure as described above usually means that franchised networks can be expanded more quickly than company-run networks. Franchising is all about replicating a clear and successful business formula and, provided the franchisor is prepared to make a reasonable investment in marketing at national level, the brand can quickly be expanded nationwide. This will in turn generate increased sales volumes and stronger purchasing power, via which the organisation can command greater discounts from its suppliers.
Franchisees are normally well established as part of the local community, either on a personal level or as a result of their past business activities. This can give them a very significant advantage in gaining new business for the franchise at a local level. They will generally live within the franchise territory, be known there and will be seen as having made a permanent commitment. These are all attributes which generally do not apply to company employees and will be of enormous value in helping franchisees to penetrate their local market.
Franchisees have invested in their business and know that they can benefit directly from its success. Logically, for that reason, their commitment will be much greater than that of employees, who have made no such financial investment and are guaranteed to receive at least a basic wage at the end of each month, regardless of performance. However, money is not the only driving force for better performance. Since the business is their own, franchisees will take real pride in the service which they provide and will ceaselessly strive to exceed the expectations of their customers. This commitment will also reflect in their loyalty to the franchiser’s brand, because it is also the franchisee’s brand, and they are intent on building up a business which can be sold on for profit at some future date. Of course, not all potential franchisees are so strongly motivated – nor do all have the necessary ability to succeed – so the franchisor’s initial selection process must be rigorous.
On purchasing their franchise, the franchisees are really taking a decision to stick with their chosen business for the long term. If they leave prematurely they are unlikely to realize the full potential of their franchise investment and they may possibly lose everything. Even when the time is right to sell, it is their own responsibility to find a suitable buyer. This means that the franchising organisation is generally freed from the time-consuming and tedious task of continually recruiting and re-recruiting managers for its business units. As for recruitment of staff within the franchises themselves, the responsibility for this task clearly rests with the franchisee, not the franchisor.