North American Kumon Vision 2008 developed in 2004 projected a student enrollment of 300,000 by 2005 and 1 million in 2008. All the gears were oiled and engines tuned up for such an exciting outlook. The “Dream Team” was created. Branding was in full force. The CMS software package got reworked. There was serious effort to foster “mutual trust & respect, open communication, innovation, and simplicity” within the corporate atmosphere. That is “the real Kumon way” declared the top executives in New Jersey.
After spending millions of royalty income on these projects and transporting staff from all across this continent for “training after training and more training”, what is the outcome?
In a scholarly article, “Forget about Causes, Focus on Solutions”, Fred Nichols of Distance Consulting explored several theories about Problem Solving. In his introduction, he writes, “The search for a solution is always a search for a course of action that will produce the desired results. This is true regardless of the cause of the problem, if a cause can even be said to exist.”
What is a problem? Nichols describes it as a discrepancy between actual conditions (or WHAT IS) and desired conditions (WHAT SHOULD BE). He explores further the ideal approach – Solution Engineering. He writes, “The search is not for the cause of the problem but for those factors that, if changed in certain ways, would produce the results desired.”
He continues, “This search is made more efficient and effective if it is carried out by systematically examining the structure of the situation in which the problem may be said to be ‘embedded’”.
To be highly critical of the “What is” condition at Kumon serves no purpose except to fan the flames of discontent and despair. What good would that do? Hence, the purpose of this post is to cause everyone, in particular, the leaders of the Kumon organization here in North America and in Japan to seriously consider the merits of Solution Engineering.
Certain facts are known. Corporate Kumon and instructors alike want to see enrollment goals realized. The goal of 1,000,000 students in 2008 in North America (What should be) points to a gap of 742,000 taking into account the actual enrollment of 258,000 (What is). It is an incredible gap.
There are other “What is” factors:
1) Low earnings to hours work ratio
2) Insufficient retained earnings to promote centre growth
3) Instructor burn-out due to inability to expand staff requirement
4) Poor or almost non-existent open market value for equity
5) Poor or non-existent benefit for voluntary or involuntary withdrawal from center operations
6) Poor business succession prospects
What are the responsibilities of business managers? Is it simply to keep the business running regardless of outcomes; regardless of failure to set goals and achieve them? Nichols points out that “The task of the effective manager and executive is to innovate to invent new ways of achieving improved results at lower costs….solutions must be engineered even if causes can’t be found or aren’t fixable.”
Fortunately in Kumon’s case, causes of failure (to achieve goals) are facing us right smack on the face.
What are the main causes?
· Punitive royalty structure
· Excessive corporate spending on projects that barely contribute to outcome desired
· Low staff morale
· The obvious inflexible and tight control of private interest in Japan (Teiko Kumon and family)
In SOLUTION ENGINEERING, “To solve a problem, something must be changed. In complex systems, change is typically indirect. Results are achieved as a consequence of intervening at points that are often far removed from those where results are measured.”
The instructors’ Elite Retreat is an example of an indirect intervention (to achieve the desired result) but looking at the enrollment statistics, it has had no effect on the “Richter’s Scale”; neither has the branding project or the “thinking face”; or CMS; or Feedback; or Learning from excellent students; or corporate training – in spite of the managers patting themselves on the back.
What would seriously close the gap between “What is” and “What should be” are as clear as a rainbow after a storm.
· Focus on improving the plight of all instructors anywhere in the world
· Convince Teiko Kumon and her advisors that her wealth will more than multiply when she relinquishes her tight rein
· Restructure the royalty structure to reward the most successful and create incentives for all others to achieve the same success
· Establish marketability of centre equity
Like Dr. Larry F. Weber, Bob Evans is relatively unknown. Yet the works of these two men have changed the world. Bob Evans is the pioneer of the IBM mainframe computer. He died in 2004 at the age of 77. When thinking of plasma TV, we immediately have Panasonic or Pioneer in mind. With computers, we think of IBM, HP, Apple or Microsoft. Most of us don’t even know who Weber or Evans is. When we buy an Apple Macbook or Iphone, we don’t associate this with Steve Wozniak, its pioneer. Why, because all of these men have relinquished their control over their inventions. In effect, they have given their talent and inventions to mankind – unselfishly.
Until that happens to Kumon, the gap between “WHAT IS” and “WHAT SHOULD BE” will never be closed.
COMMENTS INVITED
Your insightful remarks are invited.
POWER TO CHANGE THE WORLD 
I agree with the low profitability margin which keeps me from expanding. To expand, I need funds to hire and train capable staff, and acquire a commercial location. Right now, the expenses of a maintaining a commercial location are too daunting. What can we do to turn things around?
Delighted to read your remarks, Alice. Unfortunately, until this issue of profitability is taken more seriously by management, instructors’ health and welfare, physically and financially, through the years of hard work are bound to get worst. The consequences remain the same – poor enrollment.
In my area (Malaysia), Kumon is never a priority over school activities .. Kumon will always be the no. 1 to strike off the minute students/parents can’t juggle their time or funds … no matter how good our PR has been.
I share the same sentiments as kumonchild & Alice .. that’s why i have kept my nos @ around 100 since 2001. It’s been nightmare with getting staffs & parents here are not keen at all in home-marking. I just renewed my license with Ministry of Education & local councils which was just as nightmare over here.
Instructors here are not united .. in fact competitiveness is being promoted subtly when Management presents their figures & threat of opening more centers.
Yes…our welfare .. who cares..not even our own loved ones see it coming.
Dear Shinyi,
Actually, I have an intention to open another Kumon in Puchong. I’m an accountant and currently unemployed. You have 100 students, you should be operating profitably now because according to my cash flow projection and Profit & Loss projection, you should be doing well now. I think operating a Kumon centre shouldn’t be problem, why you saying that there is problem from staffs, parents or students? Besides that, you faced problem also with MOE? Do you mind sharing with me the problem?
TQ/alexkhoo
You may have your centre in Malaysia but your sentiments reverberate across the entire globe clearly indicating that there is a NEED FOR CHANGE in Kumon Japan’s corporate policies. Present practices of centre encroachment and centre openings are clearly a conflict of interest. Essentially, Kumon competes with its own franchisees through takeover or new center openings with utter disregard for the hard work of an existing instructor through the years.
I feel the ‘workload’ vs. ‘profit’ per student is small. In this case, the ‘workload’ means the preparation for his/her class and homework, study planning, recording/tracking studying history,etc. Demographical factors always affect setting tuition fees. In my area, I cannot go more than $100 per subject; however, Kumon keeps increasing the royalty which partly I understand (increased in everything all over the world). Naturally, when enrolments are increasing, the workload and biz expense are increasing as well. I know this is the franchise biz and no way to get out from such a dilemma.
Anyhow, I opened my centre in 1999 with only 2 students. For the first half year, I really doubted this biz in my town. My centre was in a church’s portable, I had only 2 instructors, no assets and small enrolments. I brought bunch of flyers everywhere every week. From my biz point of view, I focused very hard to gain extremely good reputation in my town – made good results and kept the monthly tuition reasonable – because I knew how fast just single ‘word of mouth’ spreads in the town of 80,000 population. As Kumon works, other parents and students will ask for it, and they definitely talk about the results and fees to recommend Kumon to the others.
As Shinyl said, Kumon is never counted as a prioritized activity which is natural. School activities should be prioritized and Kumon should be one of support programs ater school in their needs. I rather suggest every family to not take Kumon if they cannot focus onto it due to too many activities from school and other organizations (i.e. swimming, soccer, dance, music instruments practice). Then, amazingly, they re-organize their activities to reasonable and sign up for Kumon.
I believe each new Kumon centre needs at least 5 years to run for being established and running smoothly. Of course, it depends on demographic and cultural factors existing, but, to me, I don’t see any good reputation if a new biz grows too fast. Show them our hard work, maintain our good reputation (absorbed in our community), grow step-by-step and little-by-little, keep our biz plan and cashflow smooth, and not expect too much. Of course, Kumon should improve and maintain their support for Kumon franchisees if they wish for success.
I, myself, was a Kumon student and I learned what ‘hard work’ was from Kumon math. I accept my 10th year this year and still keep going for building Kumon community in my town.
You made a great point. In any new business, the formative years are the toughest and Kumon Instructors work very hard to build their enrollment. Few would realize profits during these years. You stated a 5-year “incubation” period to get the centre at a respectable enrollment but for some it may take longer. The irony is that because of a punitive royalty structure, most instructors’ duties and responsibilities do not diminish much even as they reach large enrollment. They continue to “REINVEST TIME”. Such dedication builds equity…but is it realizable? Hard work should be rewarded – not punished. Think about this and practical reality.
I understand what you want to say, Kumonchild.
Of course, ‘incubation’ period may take longer for some centres. I would say minimum 5 and maximum 10. If I spent 10 years for my centre with no improvement in enrolment and go out of biz expectation, I would leave. I was shocked when I was told by Kumon Canada’s executive that my goal should be to promote 3% of total child population in my town. I still don’t have 3%, but I stepped getting closer every year. Yes, indeed, Kumon instructors’ dutied and responsibilities don’t decrease (rather increase) and our hardwork should be rewarded more; however, this depends on what instructors expect in this biz. Even if I don’t get my reward from Kumon, I still get it from my community. I like to spend my time with children and their parents as well. After my 10 years, I still think that this is not TOO bad biz as one of franchise biz. As I mentioned in my previous posting, the workload vs. profit ratio is small, but, again, I don’t expect ‘less work and huge profit’ from this biz. If I should expect ‘good’ profit, I would choose other biz instead of Kumon franchise.
On the other hand, I agree that Kumon should think about the royalty structure more carefully as well as their new centre open policy. The other supplemental education company in paticular charges on their parents even for the placement test but we don’t. Their tuition fees are way higher than ours. In avarage Kumon centres’ situation and our programs’ goal, we cannot charge several hundred dollars per child. Kumon recommends $85 to 110 DEPENDING ON DEMOGRAPHIC in North America but the royalty stays same. This may eliminate more yonger centres that have only small number of enrolments. Also, we need a good shape of ‘new centre open policy’ to protect existing centres. Kumon should look at fast-food industry which killing each other in the same brand.
I am shocked by this. Kumon wants you to build your enrollment to “3% of the market in your community”?
Isn’t that preposterous when KUMON CANADA’s own total enrollment vs. market is not even .1%?
You should have said, “prove to me you have 3% of the market in BC and I will hang myself upside down to match your performance”.
This proves once more that the corporate side has little understanding of the problems associated with “poor enrollment statistics”. This is like the general of an army armed with bolos and knives commanding the troops to go out there and win a war against an enemy armed with howitzers, laser-guided missiles and submachine guns.
“Until you have fought the battle, you don’t know what you are talking about!” would have been an effective retort!
Hi Everyone,
this is the first site I’ve found with any criticisms of KUMON.It makes very interesting reading for me as I am thinking of becoming an instructor.
I am looking to buy an existing KUMON franchise in my local area (Nottingham England). It has a roll of 55 students each of which pay £50 (pounds sterling) a month. This gives a gross annual income of £32,000. KUMON will take 40-45% of this, thus the instructors pre-tax earnings in 2009 were about £15,000 after costs.
Does anyone have any idea how much I should be prepared to pay the current instructor?
The centre has been running for about 10 years in the same place.
Also i have to pay KUMON about £3000 start-up fees.
Thanks,
Tim
First of all, CONGRATULATIONS for considering a vocation where the rewards of your work with children will be priceless.
Secondly, let me refer you to another article archived here: PLANNING FOR SUCCESS – A new franchise contract or purchase of an existing centre? In the same SERIES (Planning for Success) are many recommendations to achieve success.
Now, let me address your first statement about “criticisms of KUMON”. It is not the object of this site to criticize but rather to raise awareness on what would bring global success to KUMON. Many pioneers of Kumon in countries outside Japan have given KUMON great devotion and dedication to the ideals of Toru Kumon. Some stayed till their dying days.
Just like in Japan, many Kumon instructors worldwide are aging; some are experiencing serious health problems. Yet, their faith and conviction working with children is untarnished. In a symbiotic relationship, when economic/financial equilibrium between the two parties cease to exist, the situation threatens the successful continuance of the relationship and overall future business prospects.
When the fortunes of one party continue to dwarf the other essential partner’s (fortunes), the imbalance causes serious problems.
Kumon’s global success expectations will be met when a corporate paradigm shift occurs that offers WIN/WIN strategies recognizing the intrinsic value of instructors’ sacrifices, hard work, dedication, and conviction. I believe sincerely that such strategy is forthcoming.
Finally, there is no existing model to place a value on an existing Kumon franchise. On the average, however, a value per unit of enrollment ranges from $300 to $900. Larger and more established centers in commercial locations tend to command the higher range.
The comments are quite interesting! I feel that Kumon should realize their own potential and as instructor realize that our bubble may explode at any point. We need to help prioritze the instructor and provide the skills needed for greater success.
Everywhere I go all over the world, the sentiment remains the same: Instructors say, “We love Kumon and our work with children; we just wish that Kumon would start treating us better.”
Clearly, instructors/franchisees are extremely dedicated and devoted to their vocation. When asked about their Kumon business, their paradoxical response is, “It is sad but we love our children.” It is a very simple statement that underscores the commitment of instructors to their work as well as their strong wish for a more rewarding career.
The global business map for success continues to change; Kumon’s business model and corporate strategies remain the same over the last 25 years. The pressure for a more proactive and creative approach to realize potential global success continues to mount. They must begin to “think out of the box” if their goal for global corporate success is sincere.
The Honda and Toyota crisis of 2010 serve as a lesson. Resting on laurels has its risks. These are two large successful Japanese corporations which are now struggling to deal with serious quality/engineering issues that have been found to cause deaths.
Fortunately for Kumon, the road to global success is uncomplicated. Recognition of the valuable contribution of instructors and rewarding them for their relative successes appear to be better and more sensible strategies than a unilateral corporate mentality and a universal across-the-board royalty arrangement.
When I looked up the Kumon royalty structure, I saw GREED written all over it. As the Kumon heirs grow fat and lazy, they need an ever bigger income to support their lavish lifestyles. It’s the same old story — ancestors toil, descendants spoil.
I highly encourage someone to create a competitor to Kumon and put them out of business. I say this as a parent of a achieving Kumon student. We love our instructor — but can care less about the corporation.
In a symbiotic relationship, partners in pursuit of the same goal must keep in step and work in harmony. It is essential to maintain economic and financial equilibrium in the partnership to sustain the drive to reach the goal much like rowers in a boat race: synchronized rhythm and pulling of the paddle from either side of the boat assures navigating the boat forward. If stronger force comes from one side of the boat, it will cause the boat to spin in a circle unable to move forward.
That is where Kumon is right now. It has a sturdy boat and an excellent tool to accomplish its mission (of changing the world one child at a time) but the disparity between the welfare of its great contributors (Kumon Instructors) and the Japan dynasty has stalled the momentum built by Toru Kumon when he was alive.
To nurture the symbiotic relationship, it is important for ancient corporate philosophies to be re-engineered to recognize current economic events. The royalty structure is in need of total revamp.
Hi,
I could noticed that the nearest competitor in time to come is eNopi, it has better education programme and more interesting materials for the students to learn. It has lesser royalty payment (35-40%) as the number of students grow….. this is the T&C for M’sia centre, I dont’ know the other country’s T&C. In my calculation, you need about 35 students to break even. With incremental of 4 new students, you will be able to get back all your investment in 2 years.
I am currently thinking of becoming a Kumon franchisee, but have been unable to get any data on average student enrollment, net income, margins, etc. Any help please would be appreciated.
Hi Ash. I am currently thinking about opening my 2nd centre in other town about 1.5 hours driving from my 1st centre. I am researching demographical factors and level of education in that area, consulting my business planner for 5 to 10 years business plan and cashflow. In my 1st centre, I currently have about 200 subject students which is only 1.5% of 4-12 years old population in my town. All data you need is depending on the demographical factors. 250,000 population v.s. 50,000 population – you can imagine how they are different. I’ll give you some numbers and factors in my case as shown below:
Following data is based on 200 subjects enrollment with 2 class days per week
Registration Fee per student: $65
Tuition Fee per subject: $100
Commercial space (1400 sqf.) lease per month: $1500 (including triple net)
* This space is located the most built-up and poplular area in my town. Costco, Canadian Tire, many restaurants, banks, dentists, grocery stores, the biggest shopping mall and the largest secondary school just across the street.
Legal fees (Business Lisense): $165 per year
Insurance: $300 per year ($3M third party liability)
Accountant/Lawyer’s fees: approx. $1,000 per year
Payroll Service Initial Setup fee (for small business of 1-15 employees): $250 one time
Payroll service fees (for 1-15 employees): $60 per run (semi-monthly)
Payroll monthly total: approx. $3,500 to $4,500 depends on month (10 to 12 employees)
Employees’ training costs: approx. $600 per year
Utility costs (electrical, water, natural gas, gasoline, vehicle maintenance, etc.): approx. $400 per month
Communication costs (business phone, SOHO Internet, cell): approx. $270 per month
Office supply: approx. $200 per month
Photocopier maintenance: $100 per 6-month (including free toner cartridges as many as I need)
Others:
Certified Fire Extinguishers: $100 per year
Certified First Aid Kit: $100 per year
Annual Students’ Award Ceremony and special events: $800 per year
Employees’ events (twice a year): $300 per event
Travel costs: $400 per year
Advertising costs: approx. $2,000 to $3,000 per year
* I advertise on Yellowpages at $65 per month, my own website included in the Shaw SOHO Internet package in the above, sopnsoring local sports team at $500 per year and local papers ads at $1,100 (3 times a year). Main ad is ‘word of mouth’.
Addition to the above, you may need to purchase students’ tables and stools, instructors’ station tables and chairs, office equipment (photocopier, phones, computers, printers), file cabinets, worksheet cabinets, furnishing for parent’s waiting area, etc.). My suggestion for office equipment – don’t lease them. Just purchase them to save your monthly costs.
Owner must work hard… I don’t ask anyone to clean-up my office and classroom – I do (once a week). Classwork/Homework preparations – I only have one assistant to help me but only 4 hours per week. I don’t advertise a lot – if my reputation is good, word of mouth is the best advertise forever in the small town.
Congratulations on your plan to “Change the world One Child at a Time”!
It is a challenge to start from scratch to build a new centre. Nonetheless, for someone with great business acumen and willingness to do all to succeed, it is possible.
A better alternative is to seek out a successful centre where the current instructor may be planning to retire. Such centre would already have a strong student base and community goodwill established. The ideal centre would have reached “critical mass”. The high cost of doing business, particularly in a commercial location, requires more than academic and educational skills; it requires good business management abilities.
To determine the economic feasibility of an afterschool learning centre, it is necessary to look into the school population within a 5-10 mile radius from the centre. The best prospective market is the kindergarten to early primary school children population. In a community of 20,000 of these children, a Kumon centre with 300 students has tremendous growth possibilities. Conversely, a centre with 400 students in a community of 2000 of these students may have reached its growth potential. If this is within a well-established family community with hardly any new high density residential development, long-term prospects will be grim. The life of any educational institution is in the flow of new students. (Children grow old, graduate, and leave for university.)
A learning institution like Kumon must therefore plan not only for “attracting prospective students” but for natural attrition – they will terminate enrollment – regardless of the instructor’s hard work and ability.
It is good to research average student enrollment, expenses and profit margins but it is critical to know about:
1) School population in the community (current market prospects)
2) City planning for community growth (future market prospects)
3) Average age of students in the centre (target enrollment)
4) Enrollment retention and student attrition (average level of stay in the program)
5) Fixed cost (rent, utilities, printing, supplies, telephone, advertising. marketing)
6) Variable cost (royalty, salaries, taxes, etc.)
These are some of the things you may wish to bring to your discussion with the Kumon branch office in your prospective location.
Hi everyone, I find this very interesting and thank you for sharing your experiences. I also currently interesting in becoming a Kumon franchisee. As you know, when you all started you also had a lot of questions whether this is a good choice in terms of making money. At the moment I am kind doing my research… Can someone tell me with your experience, which choice to open franchise would better succeed: a) open in local neighboord with a 15min drive with a median income of 88k, population of 10k, 700student registed in town; b) a 35 min drive, $80k median income, 26k population, 1700 reg. stdent: c)a 40 min drive, 84k population, , $50,6k median income, 5k reg. students. this town has an existing kumon already, and they are allowing to open another one in other area of the town. Any other suggestion that I have to look into? I will appreciate your help.
After repeatedly making all of the compelling, rational arguments to Kumon for the corporation to change its wicked ways, I have run out of patience. There is simply no way of making these people see sense, short of sending a few dozen ninjas on a paradigm shift mission to Osaka .
That is why I am looking around for a franchise that is not so hidebound, authoritarian and blind to the fact that a small business needs to be a good financial proposition. At the moment, the figures just do not add up . Could there be any greater indictment of a franchised math method than this?
I hate to throw in the towel but enough is enough. The only way Kumon will learn is when instructors like me start stampeding to sign up with the competition . If we get nostalgic, we can always watch old episodes of ‘Tenko’ on the Internet to remind ourselves of why we left.
Kemal, you will appreciate that credit to Kumon’s success in North America goes directly to those early pioneers who brought only their passion for the Kumon method of learning when they first established centers – with their own capital, hard work, and love for children.
However, 25-30 years later, corporate Kumon has developed more extensively to support its network of instructors. Revision of worksheets (to address NA social/educational particular needs) is continuing. Indirect measures to improve enrollment like instructors’ incentives (Elite Club Benefits), branding, database management systems, Facebook page, etc. have been introduced.
There are signs that the road to equilibrium (or “equal partnership”) is slowly getting paved. Along the way, there are many bumps and potholes. Change is happening albeit in snail pace. Unfortunately, “old customs and traditions” are the hardest to dislodge particularly in an organization influenced by oriental culture. When confronted with difficult issues, corporate management is often seen with its hands crossed – a visual expression of the sentiment – “hands are tied”.
If change is desired, instructors (franchisees) must be actively involved in the process. “There are no masters where there are no slaves” goes the saying. Paradigm shift does not happen on a “one-way street”. It comes from a proactive multi-lateral movement. And that is the difficult process. In spite of a valiant effort by a few dedicated individuals, no instructors’ organization in North America has garnered majority support from its colleagues, often due to perceived retribution, real or imagined.
The Kumon Method is an outstanding concept in leading children to discover their great potential. When corporate hurdles are removed, look for phenomenal expansion in student enrollment rewarding those centres persevering through the bumps and potholes along the way.
Kumon managers are always talking of this or that initiative but the truth of the matter is they dispose of vast resources and staff but do very little of any value for franchisees. A ‘Facebook’ page is hardly a scintillating achievement for a multi-national, multi-billion dollar corporation. I believe that any smart 13-year old can do the same, quicker, better and for zilch.
Another quibble I have with Kumon is the unbelievable sloth with which it puts new ideas into action (for which one might also be grateful, given that many of them are bad). I imagine it is because reaching any kind of decision becomes a game of ‘Chinese Whispers’ with Osaka. Decision-making in Kumon may be a sublime art form on a par with Japanese flower-arranging but it means nothing in the hard, fast-moving world that franchisees live in.
I take the point that franchisees can expect ‘bumps’ and ‘potholes’ along the road to profitability. Unfortunately, things are much worse than that—our path is strewn with tank traps lovingly crafted by Kumon management and paid for from royalties.
You have a colorful description of your sentiments and I smile. Dr. Covey, (7 habits) advocates looking at both sides of a coin as there are always two sides to an argument.
It is always easier to transform a 7-11 convenient store into a large grocery store. And that process could take just a few months. To transform the grocery store into a huge multi-divisional chain store, however, could take years. Prospects of huge revenues are often accompanied by an equal element of risks. Hence, the motivation to explore, expand, and innovate is often tempered and balanced with great prudence, caution, and care to avoid exposure to great risk.
I share and understand many of your frustrations. Most instructors with years of experience would probably agree with you. That is one side of the coin.
The “other side” of the coin does not deal with a 7-11 convenient store dilemma. it deals with a multi-billion dollar project. It is not concerned with building enrollments from 135 to 200 or 450 to 600 (even if they may say so). It is concerned with increasing its market share in a multi-billion dollar supplemental education industry. That takes incredible vision and ingenuity. Because of its relative success with “status quo”, it moves like a German tank – slowly but surely. It does not fly like a supersonic stealth.
That could be frustrating for many of us because we are at the front-line in a battle. Our survival depends on our ability to dodge bullets and move in the right direction. The generals in protected dungeons are looking at maps; they coordinate the overall assault. They gather intelligence from communication with the front-line men/women.
That, unfortunately, is the sore spot. Instructors have been mostly subservient and silent, content on toiling super-human hours to run their centers with nothing but love and devotion to their vocation. If enough “intelligence-gathering” is conducted and the “front-men” would candidly “tell it like it is”, perhaps the Kumon generals could be swayed to change course.
It is either that, or pray that a Kumon Steven Jobs would appear in the horizon.
I’m also considering taking over an existing Kumon franchise. However, I see that they have a clause in the contract that they will not open another franchise withing a 1km radius of another Kumon franchise. I feel that in order to protect my biz, I cannot agree to this stipulation. Has anyone successfully negotiated on this aspect of the contract yet?