Loading...
Answers
MenuCan someone offer advice on business models and marketing for a tutoring agency?
I'm looking to speak to someone experienced in running a tutoring agency. I need advice on business models and marketing. Can anyone recommend anyone?
Answers
I regularly help franchisees in this industry. Send me a message with some of your questions and I'll let you know if I can help in a call.
Cheers
David
Depends on what tutoring might mean.
You might use fridge magnets + postal route mailing or paid traffic from somewhere like Outbrain/Taboola/Gemini.
Tough to say with out extreme detail of tutoring you're offering.
Might be best for you to scan Clarify + hire people to assist you designing your marketing flow.
This is a great assignment. As a marketeer and designer who is also a teacher and professor, I would be excited working with you. I have helped different companies in education, from providers to in-company training to universities who would like to set up competence centers to serve businesses.
As a tutoring agency you have got two target groups. The customers who are looking for tutors, and the tutors themselves. You could simply create a promotional website explaining how to help both groups, or you could develop a more sophisticated business plan that evolves around presentation of the tutors in the best possible way, establishing initial contact via your site, streamlining the selection of the tutor and offering the business context for the tutors, setting up pay-out principles, charging and pricing models and the role of social media, reviews, et cetera. Perhaps you want to provide means for tutors and pupils to communicate with each other in between classes, share files, or give and look up excercises, marks and comments? And how about a planning tool for the classes and meetings?
Your business model and your business plan could be as comprehensive as you want it to be. And your marketing and online presence will follow suit.
For the design of your business model, we could have a short workshop; one hour is enough after which I we can collaboratively write a business plan. I will be guiding you, and the software I work with (Liveplan, it's paid but we can use my license) will help you a great deal as well.
Most of your marketing will happen online and it is up to you how you will further utilize the website to drive business (see my first ideas above). Depending on your decision how to go ahead online, I could stay involved and develop your web presence.
Anyways, you've got to be great for your tutors so you attract the best. This will - in the long run - give you the best business.
Let me know if you want to get in touch! A first call is for free.
Best of luck with the (future) business!
Rogier
Related Questions
-
How does one raise funds for a business subsidiary without selling ownership of the "brand" identity?
In my experience, every step you take to complicate your company's structure and ownership rights reduces the likelihood of investors providing your venture with seed funding. To attract seed funding, investors expect a single-minded laser focus on the entrepreneurs' assessment of his or her best path to validating their business and growing it into a very large business as quickly as possible. So the very idea that you are reliant or considering taking multiple paths to success is likely to act as a red flag for most experienced early-stage tech investors. Also, until there is significant traction achieved, an investor is expecting to own everything generated by the business. There are rare occasions where a particular asset, brand, domain or other component of the business can be spun-out (usually in the case where it's a distraction from the core business but there's inbound demand from a buyer), but when I say rare, I mean this happens so infrequently that it's not anything that should be reasonably expected in the course of planning. Speaking candidly, this entire strategy creates a perception (accurate or unfair) that you are undecided on a number of the key questions you need to be sure of before you have a good chance of raising seed funding. I'd be happy to talk to you about what you're doing and help provide some clarity based on what I hear. I encourage you to review my references as I have been helpful to many other Clarity members on these types of issues.TW
-
How do you get your first customers for a consulting business?
Back when I started LinkedIn wasn't as huge as it is now. I wish it was. I didn't have a large network and those networking sessions NEVER brought me any clients. I used to go to all sorts of them hoping to get clients. There were a couple of nibbles here and there, but never anything serious. The only thing that helped was reaching out DIRECTLY to people in my target market. That meant cold calls and cold emails. I'd sell myself while thinking about their needs. Once I got a few bites I'd build good rapport by keeping in touch, asking questions, repeating back what they were saying so that they knew I was on the same page and kept my promises. If I said I'd call them back next Tuesday at 2:15 I'd do so. Eventually I built trust with them without having a network, or an insane amount of experience. Oh and the most important thing about consulting is to LISTEN. When those first clients notice that you're truly listening and you're not selling the cookie cutter solutions everyone else is trying to sell them that's when you got them hooked. You start to understand their problems, fears, and see through their eyes and not just yours. A network will help, but in the beginning just good 'ol salesmanship will get the ball rolling.JC
-
When do I release my product?
Regardless of your launch date - keep calm. Having a competitor or twenty is all but a certainty in our new business environment. It has never been easier to discover a problem, validate a solution, build a product and reach customers. But that goes for everyone. I'd urge you to consider a few questions: 1. Competitive Intelligence: If this competitor's offering is very similar to yours - what can you take away from a year (nearly) of their operations? Can you use this intel to modify your own product or approach? What have they learned in a year that you can use as a shortcut? Have they shown success in a particular vertical? If so, can you also focus there? This isn't an exhaustive list of questions on this topic - just pointing out that there is likely a silver lining to this cloud of competition. 2. Product The question of "is this ready to release?" "should I do it now, or later", "if later, how much later, when is the right time to launch" is one I field more than once a week. My opinion always skews to the "as close to now as practical." Watching founders struggle over knowing exactly when to launch as if it's a ribbon cutting ceremony for a bridge is painful for me. There is always a minimum level of development, engineering or design required to get your product into the market - but it is usually well below the perceptions of the founder. Take a minute to step back and ask yourself what will happen between now and whatever arbitrary time period you've determined is "ready". What features will you be adding? Do they matter to your users? If you said yes, how do you know - did you ask users? A lot of them? If not - you may be adding bloat before you even launch, or worse, doing what I call "building a better Yeti trap". Make sure your efforts are driven by the actual, and not perceived, assumed, or gut intuitions about what they need. Conclusion A competitive entrant is always a bit unnerving - but remember that being first to market isn't the race you need to win - that's just the start. Turn this into an advantage by drafting off their momentum. Chances are, your product is ready for some level of use right now, and that users will derive some benefit from it, and that you'll learn a lot from their usage. So, for my 2 cents, I'll borrow from my stiff upper lipped ancestors from across the pond - and suggest that you "Keep Calm, AND Launch Now" Cheers, Ryan RutanRR
-
Why do certain people effortlessly raise large amounts of money to start a business, while other people struggle and wait for years?
Hi This is a very broad question on: 'what makes someone a successful entrepreneur?' and 'how to raise seed funding?' Entire books have been written on how this is done, so any attempt to give you a professional answer in just a few lines would be unprofessional. Nevertheless, I will say that there are numerous factors that affect an entrepreneurs ability to raise early stage funding, among them are (in order of importance): 1. The team (how long they've been together, their skills, their past experience, their passion)/ 2. existing customers / practical market research: how many existing users/clients are there. If your product/service doesn't exist yet, then how many people showed that they would buy the product/pay for the service (you can check this without actually having the product/service). this information is very important to investors (just throwing out potential numbers doesn't cut it). 3. The idea - yes, the idea only comes 3rd, as in most cases you will pivot (change the idea) at least once or twice before reaching the final version of the product/service. 4. Your connections / the amount of investors you approach. 5. Timing / luck. If you give me more specific information (such as the type of product/service, the market, the team etc..basically your 'deck'), I will be happy to try advise you on the best way to raise money. For example, for a product, you should try avoid crowdfunding platforms unless you already have the entire manufacturing process and selling/shipping process ready. If not, you will be seeing 'fake'/copied versions of your product even before you hit the market. Good luckAB
-
Pitch Decks: What do investors think of comedy in pitch decks?
Instead of calling it "comedy", aim for humor. Humor that supports a key discovery helps to anchor that insight in the investor's mind. I've coached many pitches, and find that when presenters are nervous they try to go for an improvised laugh, thinking it will cut the tension. However, in most situations, it comes off as just that: improvised and cheesy. Which confims to the audience that the presenter is nervous and unsure. Humor an advanced communication skill which requires strategy, planning and practice. The best humor is subtle and smart. The goal is not to get a laugh, but to get a knowing smile.DG
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.