WUG Group: Detailed Business Plan for Childcare Centre in Malta

This project presents a comprehensive business plan for the WUG Group, a proposed childcare center in Malta. The plan begins with an executive summary and table of contents, followed by a detailed company profile outlining the business overview, history, vision, mission, management structure, legal structure (LLC), location, strategic alliances, and goals. A thorough market research section analyzes the industry situation, local market, key success factors, and a SWOT analysis. The marketing strategy includes positioning, competitive advantages, product presentation, pricing, and promotional activities. The operations and finances section covers location, initial capital expenditures, legal aspects, human resources, processes, risk assessment, and financing. The plan concludes with a summary of the proposed business venture, its potential, and its importance in the context of Malta's evolving educational landscape. The document references multiple academic sources and includes appendices for supporting information.

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NEW BUSINESS VENTURE
WUG Group (Watch Us Grow Childcare Centre)
Student’s Name:
Institution

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Executive Summary
The daily duties in the present parenthood era are becoming complex and many people become
committed with so many duties to the point that child care has been neglected. People and
particularly in Malta have a multifaceted life paving way for roles to care givers when child care
in concerned. The increasing need to dedicate children to care givers in Malta as well as the
initiative from the government to facilitate care giver centers to offer child care prompted Ryan
Xerri and Alena Abela Xerri to think of a business venture in the line of child care. The report
give a plan necessary for the implementation of WUG Group venture in Malta detailing every
step and requirements needed. The aspects of business review, market research, marketing,
resource management and finances get illustrated and a conclusion is given in the end.

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Table of Contents
Executive Summary.....................................................................................................................................2
Table of Contents........................................................................................................................................3
1.0 Introduction...........................................................................................................................................5
2.0 Company Profile....................................................................................................................................7
Business overview....................................................................................................................................7
Company History.....................................................................................................................................7
Vision and Mission..................................................................................................................................8
Management and Organizational Structure.............................................................................................8
Legal Structure - Limited Liability Company (LLC)................................................................................8
Location...................................................................................................................................................9
Strategic Alliances...................................................................................................................................9
Goals and Objectives.............................................................................................................................10
3.0 Market Research..................................................................................................................................10
Industry Situation Analysis....................................................................................................................10
The Local Market..................................................................................................................................12
The Key to Success................................................................................................................................13
The Employees...................................................................................................................................13
The Equipment...................................................................................................................................13
The Sleeping Routine.........................................................................................................................13
The Food...........................................................................................................................................14
Safety.................................................................................................................................................14
SWOT Analysis......................................................................................................................................14
Strengths............................................................................................................................................14
Weaknesses........................................................................................................................................14
Opportunities.....................................................................................................................................14
Threats...............................................................................................................................................15
Target Market........................................................................................................................................15
4.0 Marketing............................................................................................................................................16
The Positioning......................................................................................................................................16
WUG Group competitive edge...........................................................................................................16
Specialized training...........................................................................................................................16
Innovativeness in learning.................................................................................................................16
Product Presentation.............................................................................................................................17

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Pricing Strategy.....................................................................................................................................17
Marketing Strategy................................................................................................................................17
Promotions........................................................................................................................................17
Strategic Alliances.............................................................................................................................17
5.0 Operations & Finances........................................................................................................................18
Location.............................................................................................................................................18
Initial Capital Expenditures...............................................................................................................19
Legal..................................................................................................................................................19
Human Resources..............................................................................................................................19
Process/ production...........................................................................................................................20
Risk Assessment.................................................................................................................................20
Financing..............................................................................................................................................20
Conclusion.................................................................................................................................................20
References.................................................................................................................................................22
Appendices................................................................................................................................................24

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1.0 Introduction
Malta is an island, densely populated and is a member of European Union (EU) of which
it became a member in 2004. The country's population is approximated to be 452,215 with
population density of 1,431 habitats per km2. This is on the higher side as compared to countries
of European Union.
Presently, there are educational reforms undertaken where the ‘streaming’ model is going
to be replaced with mixed-ability classrooms. This is going to present numerous opportunities in
addressing many challenges that are present in the country. The need for education has greatly
gone up. In 2014 the population of 23 years to 54 years registered 54% interest in education and
schooling and 8.6% for people in the range of 55 years and 74 years showing that the young
people are getting to like education. (Van der Voet, 2014),
There are complaints received from parents, learners and teachers regarding the quality of
education in Malta. This created a concern and hence the adoption of the mixed-ability model on
the ground that the model lacked focused individually-tailored education (Cornelissen and
Werner, 2014).
This gained strong confrontation that instructors cannot encourage an education system
which supports the most grounded people in the society family, and denies the weakest to
realizing and obtaining their education right. Therefore no education system is favorable to any
particular people for all citizens. In addition, there are signs that negative education performance
is nearly connected with financial foundation and training to the tertiary level is likewise firmly
associated with the instructive foundation of parents.
One other thought concerns the resources made accessible to the education system to
guarantee its prosperity. Mixed ability classrooms in themselves cannot ensure standard

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instruction, unless the quantity of instructors per student is radically brought down from its
present proportion. Smaller classrooms with more instructors are part of the model requirement
needed. Furthermore, it includes greater interest in schools, better working conditions for
educators, and more strategic and resources support in a consistent manner.
The problem of the education in Malta is not only aligned to the reform of the education
system but also the infrastructure offered by the government. There is in ability of the
government to cope with the increasing demand for education and there are arguments for home
schooling and school environment. It is point out that schools are better since they present an
amble environment where learning will not only take place but allows inculcation of social skills
to the learners. With this understanding and the need for educational quench, parents in Malta
prefer taking their children to school irrespective of the challenges encountered and this applies
to all children from day care to upper classes.
The day care is a great concern since this is the beginning of education life of the child
and government has put more emphasis. In order to solve these issues, the government of Malta
provides free childcare education to parents who are working or are in school. These services are
provided through the services of the government or through care centers that are registered by
the government. It is through this opening that we saw an opportunity to start a day care center
in Malta.
2.0 Company Profile
Business overview
The business venture will be WUG Group (Watch Us Grow Childcare Centre). The
organization will be based in Malta. Education system in Malta is under transformation and the
stakeholders in the education sector are4 concerned of the need for quality education. The WUG

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Group is set to be part of this transformation in taking education in Malta to a different level. The
organization is a start-up and is owned by Ryan Xerri and Alena Abela Xerri. The company is
going to invest in kindergarten schools and childcare facilities. As part of the childcare initiative
set by the government, the WUG Group is going to form part of the government free childcare
scheme. The business is going to be a limited partnership because of the two owners. The reason
of adopting partnership is due to its inexpensive, simple, there is shared control and
management, sharing of losses, present more opportunities for planning, easy to dissolve, and
requirements for reporting are few. The WUG Group offers solution by providing services to
children ranging from 1 year to 6 years with the aim of caring, developing the skills of young
children through learning of new skills as well as strengthening skills already learned. The
program will run only during the day.
Company History
The WUG Group venture got conceived through the urge to give back to Malta people.
The turbulences in the education system reforms that have not stabilized compelled the owners to
look into the young children whose life is yet to be defined. At this tender age, young children
require proper direction and guidance so that a strong educational pace is set while still young.
Therefore history of the organization gets placed on building the lives of young children with
emphasis of making better people for tomorrow.
Vision and Mission
The vision of WUG Group is to provide distinctive quality services to the customers for
good growth of young children.
The mission of WUG Group is to be a childcare centre of excellence in meeting the
dynamic needs of young children for better tomorrow.

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Management and Organizational Structure
According to Van der Voet, (2014), the performance of the organization depend on the
structure arrangement in issues relating to line of authority and Cornelissen and Werner (2014)
supports that framing in an enterprise contributes much on its performance. Therefore, the
management of WUG Group will be structured to follow the decentralized functional system of
management where the line of authority is not centralized to one position but to spread across all
the units. The WUG Group will have the CEO at the top, followed by the directors, then
managers/principles/head teachers) of every unit, and then the lower level of employees that will
constitute the teaching and sub-ordinate staff (Appendix 1).
Legal Structure - Limited Liability Company (LLC)
The LLC framework has the individual risk security advantages of an enterprise without
having all the required regulatory and administration methodology. Tin order to acquire LLC
status, WUG Group will apply to a state by presenting an application with a yearly charge
(Haigh, Kennedy and Walker, 2015). With the state-affirmed LLC, there will be an agreement —
organization laws. These will be the general principles for WUG Group administration. By and
large, the state's agreement is agreeable, particularly in the event that WUG Group is a solitary
part LLC (Welch et al., 2016). The LLC structure gives a separate entity from owners’ personal
assets and these assets will not get attached in case of issues with the LCC Company. The LLC
company have all it legal instruments independent from the owners (Haigh, Kennedy and
Walker, 2015). WUG Group will review and model the operating agreement to ensure it fits
WUG Group circumstance with an understanding and agreement among the co-proprietors.

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Location
According to Burns (2016), the location of a business plays a critical role in strategic
planning as well as putting clients at a very convenient point of attraction thereby permitting
rapid growth. The WUG Group will be located in Malta at the superb of the city where there is
cool, quite serene environment suitable for learning. The reason for selecting the location is
because there is accessibility in terms of transport system and therefore customers will have no
difficulties in getting to the place. Additionally, the location provide a spacious ground where
child can play and the company can have space to put up children play facilities and for
expansion.
Strategic Alliances
As per Brouthers, Nakos and Dimitratos (2015) strategic alliance is an association
between two organizations coming together in order to accomplish certain vital objectives in
cases where there is no capacity to accomplish individually. The accomplices keep their status
free for any partner, share the benefits and mechanism over the relationship, and keep obligations
to the relationship until the point when it is ended. The alliances are established for the purpose
of entering to international market situated in various parts and where a single entity cannot
venture alone. The benefit is the relationship is the learning of new skills, cost sharing, creation
of competitive advantage through combination of resources and skills and improve the influence
and adopting into the global market (Jiang et al., 2013).
At the beginning WUG Group is going to enter into strategic alliances with any
organization because in order to concentrate on penetrating into the Malta local market and
gaining a big market share. Additionally, when the WUG Group has established well and

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amassed enough resources, they will put into consideration the option of venturing into foreign
markets into countries like Libya, Tunisia etc.
Goals and Objectives
The WUG Group goal is to establish a childcare centre the endeavor to provide
distinctive quality services to the customers for good growth of young children.
The objective is to strive for excellence with the focus of meeting the dynamic needs of
young children for better tomorrow.
3.0 Market Research
Industry Situation Analysis
The political situation in Malta is stable and is permitted by the parliamentary democracy
dominated by two parties. The amble politics fosters the business investment. The political
system focuses on drawing in external direct ventures and the foundation of a protected, steady
and open business condition; a contemporary as well as transformed economy in light of global
services; safe external working condition (Magnússon, 2013).
The tax administration of Malta is extremely adaptable in spite of being multifaceted. For
instance, in its un-truncated situation, the Maltese corporate assessment remains at 35% - which
is the most elevated in Europe. Nonetheless, a few differential reductions on workforce, research,
and taxation measurements significantly diminish the expense and are reduced to 5%. This is so
on the grounds that the aggregate tax discounts is not supposed to surpass 6/7ths of the corporate
expense base rate (Vella, 2014).
The Maltese workforce is profoundly talented and profitable. All Maltese originate from
bilingual instructive systems and are conversant in English with cutting edge learning skills of
other European languages. The island has an incredible capacity to give a staff of exceedingly

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qualified experts at all levels, from specialists to plant administrators. The elevated expectation
of living likewise guarantees that it is difficult to pull in talented work from abroad (Grech,
2015).
The monetary condition of the island is incredible and has shown from its strength, and
the capacity to flourish. The Government has built up a system for long term and manageable
financial achievement, through the use of Vision 2015 and beyond program, where key areas
with high potential are the focused on development. The business sections that have significant
action incorporate banking, finance administration, investment, management of trust and venture
holding. The Maltese laws permit different types of organizations to exist and operate business in
Malta (Briguglio, 2017).
The international organizations focused on putting resources in the country and settling
operation are taking the advantage from the twofold tax collection treaties entered with 58
nations which is a blend that enables investors to achieve an effective financial condition. These
laws consider the global holding organizations. Presently, there are in over 200 organizations
from outside and for the most part comes from the EU who have interest in putting their
resources in Malta; some are currently operating from Malta e.g. Lufthansa, Playmobil, Baxter
among others (Georghiou et al., 2014).
Currently, the ICT in Malta is a standout among the most refined and dependable in
Europe. The country has extraordinary innovative infiltration figures with the PC clients
remaining at 16.6% for every 100 occupants, Internet clients at 70% for every 100 tenants and
phone clients at 54.8% for each 100 tenants. The cell phone entrance into the country indicates
42% which is an astounding increase (Borg, 2014).

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The standard of living in the country is excellent and gets attributed to the healthcare
system that is funded by the government. The index on human development is 0.839, an income
disparity of 14, and life expectancy of 79 years (Pace, Vella and Dziegielewski, 2016).
The per capita income of Maltese is approximated to be $33,215 which is on the higher
side among European nations. This figure, combined with the high populace thickness of the
island, put Malta to be an attractive area for setting up a business and create competitive and
creative products and enterprises because the purchasing power of the people is high (De Vries,
2013).
The country in general has suitable conditions for investment that if favorable for both
the local and the international enterprise that is supported by the government’s FDI coupled with
flexible taxation policies.
The Local Market
Malta's become the key area well positioned has made the island a standout among the
most calculated location globally. The nearness of the transportation frameworks and port offices
for cargo and travelers add to the global acknowledgment of this position. For example, the
nation has the biggest ship registry of the European Union and one of the biggest around the
world (Pace, Vella and Dziegielewski, 2016).
In the childcare industry, the market is growing rapidly because parents are getting time
to study and work thus paving way for the need of caregiver’s services as opposed to babysitters.
At Malta, the trend in the market for child care is growing due to the expanded usage of care
centres by parents. This is augmented by the lack of time for keeping children due to
commitments like work. While this pattern accelerates the requirement for more care services, it
likewise creates interest for centres that concentrate on the development of the child because

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parents have little time for child development and this aspect will be an advantageous to the child
because of modern learning systems (Borg, 2014).
The Key to Success
The Employees
Guaranteeing that each individual from the staff members is legitimately prepared,
affirmed, and authorized to offer care to various kids. Verify that a caregiver does not have a
larger number of kids than they can deal with. Look for signs that staff might get exhausted. It is
important to employ another caregiver because it is essential to pay another worker than chance
losing customers due to bad care services (Sheth and Sisodia, 2015).
The Equipment
Besides the food for nourishment planning, the larger part of the task is on instructive and
play-related activities. There is need to ensure that everything is age fitting. Moreover, offer a
wide assortment of things to keep kids possessed (Solomon et al., 2014).
The Sleeping Routine
Sleeping is good and possible by ensuring that the kids are on a general sleeping plan
sooner or later in between their stay at the center; keeping in mind that a child with enough sleep
is simpler to deal with. The sleeping hours additionally give the teacher time to rest (Kumar et
al., 2013).
The Food
There in need to ensure that there arranged timetables for nutritious food that are
appealing to kids and will make them have the need to eat. This is possible though utilization of
different products assortment to get the youngster's consideration (Sheth and Sisodia, 2015).

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Safety
Security dependably needs to start before anything else. There is need to ensure that all
toys and other play products are in decent shape and well repaired. Also, it is a requirement to
instantly dispose of anything that may be risky. Moreover, keeping children of different age set
is good to managing them by ensuring small items are not left for very young children and
ensure that that a medical aid unit is promptly accessible (Solomon et al., 2014).
SWOT Analysis
Strengths
 A compelling learning system for quality.
 The learning programs are compelling that employee’s take an interest in.
 A learned client base that readily takes the advantages that WUG Group offers.
Weaknesses
 The lack of imperceptibility due to new operations
 The difficulty of pulling in and keeping workers with expertise.
 The absence of figuring out the demanded services with respect to the available staff at
any one time.
Opportunities
 A growing sector with huge clients who are not yet aware of WUG Group.
 Increased income due to increasing large clients who are working, with no time to watch
over their youngsters in day.
 As kids served increases, the overheads reduce because they get spread over with bigger
client base.

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Threats
 Rivalry from stable competitors that enhance their services contributions to be more
antagonistic to WUG Group.
 Threats on child care services which are not founded.
 Legal obligation issues, it is possible that one extensive suit against WUG Group, or huge
increments in premiums because of changes of working condition in business.
Target Market
The WUG Group is focusing on one particular client gathering-the parents. This
constitutes the lower class and middle class families. The reason is became the group have no
time to take care of their kids due to engagement which can be work or education. They are
willing to spend for their children and looks for quality services (Solomon et al., 2014).
The WUG Group plans to focus on the two waged working families since they are the
section that can quickly carry the expenses of day care, need day care services because of their
work nature and commitments, value the care, learning as well as improvement that the WUG
Group brings to the table for their children, and finally it is the growing portion of the segment at
Malta (Kumar et al., 2013).
The segment requires provision for care of their young ones especially when both parents
are engaged. They focus a more organized learning condition. Having the two parents as experts,
focuses on the need to have their children get the best education and childcare being the start
forces them to take their children to centres offering quality and concerned with the development
of the child. This accelerates the demand for the need of more care centers emanating from large
number of parents bestowing all the responsibility to the care givers (Sheth and Sisodia, 2015).

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4.0 Marketing
The Positioning
The WUG Group is going to position itself as a day care that is advanced with the benefit
that it offers interesting learning and formative projects for young children. This is going to be
by utilizing:
WUG Group competitive edge
This is the distinctiveness the company presents in terms of it product brand and
uniqueness that is augmented by well-equipped daycare with modern state of the art instructing
equipment and children play tools (Urde and Koch, 2014).
Specialized training
The facility must be in the same class as the instructors. As a result of this, the WUG
Group has a specific aspect for learning that all educators and associates are put acroos in order
to be capable at instructing the specific projects that WUG Group has created for babies’ age one
year to five years (Prinsloo, Groenewald and Pelser, 2014).
Innovativeness in learning
Ordinary learning programs for little children currently centers around particular attribute
and work on one characteristic/expertise without delay. While this is fruitful in boosting skills, it
is regularly problematic for the young child to understand the relationship of distinctive abilities.
Subsequently, the kids learn in the expertise, but experiences issues when applying the aptitude
when presented with various stimuli (Tang and Wezel, 2015).

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Product Presentation
The WUG Group offers solution by providing services to children ranging from 1 year to
6 years with the aim of caring, developing the skills of young children through learning of new
skills as well as strengthening skills already learned. The program will run only during the day
(Urde and Koch, 2014).
Pricing Strategy
With regards to settling prices for WUG Group products, WUG Group will guarantee that
they put pricing in accordance with what is accessible in the day care industry. WUG Group is
exceptionally mindful that they must lower prices with the goal that they will have the capacity
to draw in more clients as we try to get recognition as new entrants. At the point when this is
accomplished, the concern is that the clients will get genuine fulfillment when they get their
children to WUG Group (Prinsloo, Groenewald and Pelser, 2014).
Marketing Strategy
WUG Group's marketing technique will be founded on a promoting exertion and key
cooperation through alliances with associations who are identified with the care of youngsters.
Promotions
The WUG Group will run notices to raise awareness and recognition with respect to the
WUG Group and its products to potential clients who are may not be aware of WUG Group
(Tang and Wezel, 2015).
Strategic Alliances
The main reason is to create relationship between organizations that have a business
dealing in the line of young children. The reason is that it permits that organization to use the
resources as well as the available customer base from the partners so that WUG Group gain

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credibility as time goes. The alliances will be made by co-supporting parents’ instruction
courses. By sharing knowledge, research, and frameworks that WUG Group utilizes, it will have
data that will be alluring to parents, and also to the association themselves (Prinsloo, Groenewald
and Pelser, 2014). While systems administration can be compelling, WUG Group perceives that
it must offer something of worth to the associations in order to make a motivation for them to
shape relationship together and the co-supporting of instructive relationship is only one strategy
(Urde and Koch, 2014).
Marketing Objectives
 Develop the quantity of clients by 10% every year.
 Assemble client reliability through prevalent administration and instructive/advancement
systems.
 Assemble WUG Group brand to greatness with prevalent kid care in the Malta city.
 An increase of 5% referrals
5.0 Operations & Finances
Resource Management
Location
According to Burns (2016), the location of a business plays a critical role in strategic
planning as well as putting clients at a very convenient point of attraction thereby permitting
rapid growth. The WUG Group will be located in Malta at the superb of the city where there is
cool, quite serene environment suitable for learning. The reason for selecting the location is
because there is accessibility in terms of transport system and therefore customers will have no
difficulties in getting to the place. Additionally, the location provide a spacious ground where

19
child can play and the company can have space to put up children play facilities and for
expansion (Burns, 2016).
Initial Capital Expenditures
The initial expenditures are as follows:
Land - $500,000, Classroom construction - $300,000, Equipment and play Tools - $400,000,
Salaries for three months - $100,000, Miscellaneous - %50,000. The total expenditures are
$1,350,000
Legal
The WUG Group will get instruments of operations first by registering with the Ministry
of education so that they get a letter of authority to open and run the day care school in Malta. In
addition to these, the organization will seek the advice of the public health bodies and get a letter
of approval to run the school after setting up so that any health and environmental concerns get
gathered for prior to commencement (Haigh, Kennedy and Walker, 2015).
Human Resources
The organization will require a manager, an accountant, a secretary and 10 teachers. The
management must have a Bachelor’s degree in management together with a professional course
and an experience of one year. The accountant on the other hand should have a diploma
certificate in accounting together with professional certificate. The secretary on the other hand
will have a diploma in secretarial studies. The task is now on teachers and because we are
looking to offer quality services, teachers to teacher day care must have Diploma certificate in
early learning and childhood education that must be combined with experience in a comparable
position (Bratton and Gold, 2017).

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Process/ production
The WUG Group offers solution by providing services to children ranging from 1 year to
6 years with the aim of caring, developing the skills of young children through learning of new
skills as well as strengthening skills already learned. The program will run only during the day
(Vella, 2014).
Risk Assessment
The organization is going to set risk mitigation measures so that it guards the company
against any occurrences of risks. In marketing, the company will have varied alternatives of
marketing so as to apply any of them in case one fails to work for the company. The organization
will employ teachers on permanent terms in order to avoid stopping of teaching when teachers
decide to quit. The other positions will have assistants so that when one is not around the
assistant will step in thus avoiding stoppage of operations (Prinsloo, Groenewald and Pelser,
2014). The other aspect is sustainability of a positive cash flow for the organization. The remedy
is to aggressively engage and invest in marketing and adopt strategic alliances with players who
are offering services that have a connection with children. The reason is to tap on the alliance’s
market base (Dzhandzhugazova et al., 2015).
Financing
The sources of financing the WUG Group is personal saving and family sources. Ryan
Xerri and Alena Abela Xerri each will contribute $400,000 and the remaining $550,000 will be
borrowed from family members and friends (Dzhandzhugazova et al., 2015).
Conclusion
The Malta business environment is good and allows business to thrive well. Even through
there is competition in the industry of child care services, WUG Group is going to position itself

21
uniquely through the use of brand novelty. Also, the company is going to engage in strategic
alliances in order to capture the market by using companies who have already build enough
customer base.

22
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Appendices
1. Organizational Structure