But they are not easy to answer, because of, among other things, the great range of situations present within Kumon North America (KNA). The extremely variable expansion plans and policies from branch to branch are only one aspect of the differences of experience for the franchisee across KNA.

These differences would also affect how Kumon franchise owners would feel about recommending the Kumon franchise to individuals seeking an opportunity within KNA.

Interestingly enough, there was a survey given to franchisees in the fall of 2008 about their personal experiences of success in their businesses, and I seem to remember that one of the questions was if we would recommend Kumon as a franchise. It would be helpful if such a survey were to be done again and the answers contrasted with the previous, for then I could give you an up-to-date and accurate answer to your question instead of a subjective guess.

What I can say for sure from speaking to many franchisees all over the world is that the Kumon program itself is viewed by Kumon franchisees as something very special and I would say most are highly loyal to the program, seeing the positive results it brings to our students in academic and other ways.

In the IAKF we add to that belief in the program a belief that working together as franchisees and with KNA will continue to make the Kumon franchise in North America a better opportunity.

This is not a blind belief but one based on significant positive advances in KNA especially over the past few years in terms of the training and professional development which is increasingly available, the improvements in the paper and computer resources for our businesses and the increasing awareness of the need for a successful and profitable business model.

Best wishes,

Nicole

In your opinion, would most Kumon franchise owners recommend the Kumon franchise to individuals seeking an educational business opportunity in the US or Canada?

Good questions!

Kumon requires a lot of work for the franchise owner on a daily, weekly and monthly basis besides running the centre, especially in the first years while the on-going training requirements take a lot of one’s time. At all times, there is planning and preparing the students’ files, communicating with prospective and existing parents, marketing, professional development and other work.

The trouble that many franchisees have is keeping the workload down to a comfortable forty hours or so a week, I assure you, not trying to find things to do with their spare time!

You are right that franchises cannot have other activities to offset the rent and that can be very challenging in high rent areas like NYC. But rent is only one of the three major expenses of a Kumon franchise – the other two are royalties and staff.

Right now, Kumon is on a curve of rapid expansion, especially in some areas. Potential franchisees would be wise to speak to franchisees in the area they are planning to open to understand what expansion plans have been typical of the area, how many new franchises have opened lately, and how those franchises are doing in terms of growth and profitability.

Feel free to contact us if you need more information,

Best of luck in your investigations,

Nicole,
President, International Association of Kumon Franchisees.

- Kumon is only open for a few hours a day for a few hours a week. What are franchisees expected to do the rest of the time ?. I heard elsewhere that franchises cannot have any other activities conducted in the same space…. bummer. What do people do in really pricey realestate markets like NYC where just the rent could be 95% of the expense ?

- I am aghast that Kumon does not provide any form of territory protection. So potentially if I open up one, I can have another one cropping up in a few days around the corner. Yikes!!

Like you, I have been following the Toyota story with great interest.

Notice how Akio Toyoda has been distinguished in many press articles:

“When Japanese companies run into deep trouble, the chief executive officer often resigns with a bow and public apology, as Haruka Nishimatsu did during the recent collapse of Japan Airlines.

“Toyota Motor Corp. is different. The chief’s family name is on every car, and Toyota is a flagship. Japan, too, is different, and what happened to Akio Toyoda in Washington this week wouldn’t have happened in Tokyo.

“To many Japanese, Mr. Toyoda’s treatment by U.S. lawmakers at a widely-watched hearing in Washington would have seemed rude. Rather than demanding he step down from the helm of his grandfather’s company to take the fall for the auto maker’s massive recalls, many industry officials and analysts in Japan and Canada are rallying behind him after his handling of the congressional hearings.” http://www.theglobeandmail.com/report-on-business/fears-rise-about-a-return-of-japan-bashing/article1483437/

Why the rallying? Well, he seems to be facing up to his responsibilities.

“The Japanese executive testified before a U.S. congressional committee and answered often-testy questions from lawmakers. By undergoing the public scrutiny himself, he said he is “trying to protect [American Toyota workers], but in the end when I met them in person and had an opportunity to talk to them face to face, I realized it was the other way around. It was every one of those 200,000 people who work for Toyota that was protecting me,” he said.

“When that realization came, perhaps America doesn’t understand it but my heart was overwhelmed with emotions, and I cried.”

http://blogs.wsj.com/chinarealtime/2010/03/03/tracks-of-his-tears-why-akio-toyoda-choked-up/

This most recent quote to assuage fears in China is very interesting too. Toyoda said: ““Mapo tofu in China, Japan and the U.S. is still called mapo tofu, though the taste is somewhat different. To compare cars to food is probably not the best example, but we hope everyone can understand that when we make cars, we factor in regional differences in road conditions, consumer habits and usage criteria.” http://blogs.wsj.com/chinarealtime/2010/03/02/toyoda-on-mapo-tofu/

It is a wonderful quality of franchises to recognise the need for adapting the product to local needs and many successful franchises do this to great effect.

The IAKF board looks forward to our next meeting with KNA’s CEO to see how he will respond to the many questions that have been asked by Kumon franchisees since our last meeting.

Regards,

Nicole

What good is buying a Franchise when Kumon can arbitrarily change the 5 year renewable contract. The contract is non-negotiable. Other instructors had no choice but to sign it. Years later they were forced to close because their centers do not fit that perfect Kumon Center Profile current management wants them to have. And since management changes over time, so does the profile. With this change out goes the old. When will it stop?

Kumon management is too rigid, it has become too greedy. The corporate culture has got to change.

Feel free to contact us should you have any further questions. And I too would very much like to hear your impressions of that seminar.

Best wishes,

Nicole,
President, International Association of Kumon Franchisees (IAKF)

http://www.unhappyfranchisee.com/kumon-franchise-owner-complains-of-overexpansion/#comment-18293