MAM
Zoo Media launches DoyenOink Consulting
Zoo Media has launched DoyenOink Consulting, a transformation, and management consulting firm which leverages data intelligence, technology interventions, inventive strategic thinking and impactful communication to drive systematic solutions for business challenges across the spectrum.
DoyenOink Consulting will be led by director Priyal Sheth Kilachand who will be reporting into co-founder of Zoo Media and FoxyMoron Suveer Bajaj. Kilachand, began her journey with FoxyMoron in 2010, in the business development team and later headed the business development and strategy division.
She’s worked with over 50 brands such as Loreal, P&G, SAB Miller, Mahindra & Mahindra among others.
In 2015, Kilachand joined Sun Pharma, as a digital consultant, where she led campaigns for brands such as Volini, Revital, Suncros, and Pepfiz. Priyal has been working on building DoyenOink Consulting from the ground up since 2019.
Bajaj said “Digital Transformation today has become a necessity for business continuity or risk mitigation in today’s environment. Today, 70 per cent of Indian companies either have a digital transformation strategy or are working on one. Our goal is to empower organisations to adopt digital, deep within their DNA and help them address business challenges to achieve organisational excellence, meet customer satisfaction, and most importantly stay ahead of the competition. Our team of experts or as we like to call them ‘doyens’ are the best minds in their fields, be it technology, product customer journey planning, strategic brand communications, and business and operational strategy.”
Kilachand shared, “While we are a new consulting firm, we are thrilled with the response we've received so far. Currently, we’re working with clients across the sectors of education, consumer products, e-commerce & industrial trading. Our depth of services has spanned from brand position to operational excellence, all the way down to structuring the optimum sales channel mix. 2020 has been the year of accelerated digital adoption and we are confident that our expertise will be of immense value to our partners that are looking for deep and integrated solutions to address their unpredictable business challenges.”
DoyenOink Consulting services will be available across all Zoo Media offices pan-India i.e Mumbai, Delhi-GGN and Bangalore.
India’s early education sector is growing fast, making preschool franchises a profitable business option for new entrepreneurs. However, success depends heavily on clear budgeting and realistic financial planning in the first year. From initial setup costs to monthly expenses and expected revenue, every detail matters.
This guide breaks down the year 1 costs and explains how long it typically takes to reach break-even and start generating consistent profit.
Initial Investment Breakdown
The initial investment includes the key costs required to set up the centre and prepare it for admissions. For anyone evaluating a preschool franchise in Chennai, this breakdown helps explain where the money goes at the start and supports better financial planning during the launch stage.
Franchise Fee
The franchise fee is usually the first fixed outlay. It may include onboarding, training support, and access to the operating model. This amount should be separated from the premises budget, since it does not usually cover fit-outs, hiring, or local compliance.
Infrastructure Setup
Infrastructure setup often takes a major share of the budget. Interior work, child-safe flooring, washroom changes, classroom partitions, storage, and entry security can all affect the final figure. Costs may also vary depending on whether the property needs basic modification or a full fit-out.
Furniture & Equipment
This includes classroom seating, storage units, play materials, learning aids, outdoor play items, office furniture, and basic technology. A realistic estimate should separate essential purchases from items that can be added later, so the first-year budget stays more controlled.
Monthly Operating Costs
Monthly operating costs are the regular expenses needed to keep the centre running smoothly after launch. While reviewing the overall playgroups franchise cost, these recurring payments are important because they directly affect cash flow and the time taken to reach stable returns.
Rent
Rent is usually the most predictable recurring cost, but it can create pressure if occupancy grows slowly. A Year 1 plan should include security deposits, possible rent increases, and the risk of low enrolment in the early months.
Staff Salaries
Teacher salaries, helper wages, and administration support form the core of monthly expenditure. Payroll planning should consider the minimum staffing needed to run safely and consistently.
Utilities & Maintenance
Electricity, water, internet, cleaning supplies, repairs, sanitisation, and routine upkeep can add up throughout the year. A play school for young children must also plan for regular wear and tear. A small maintenance buffer can help cover these repeated costs.
Revenue Potential in Year 1
Revenue in the first year depends on how the centre earns from admissions and how quickly enrolment improves. A clear view of fee planning and student strength helps in understanding how soon the business may move towards operating balance.
Fee Structure
Revenue depends on how fees are structured across admission charges, tuition, activity components, and other school-related collections. It is equally important to map when payments are received, since cash flow timing can influence working capital during the first year.
Student Capacity
Student capacity plays a central role in the profit timeline. A centre may open with room for more children than it can initially enrol, so profitability often depends on how quickly seats are filled. Fixed costs begin immediately, while revenue builds gradually, which is why some centres reach monthly break-even earlier than others.
Conclusion
A good year-1 budget for a play school franchise should balance setup expenses, monthly commitments, and the likely pace of admissions. The key issue is not only the opening spend, but how long the centre can operate before enrolment supports recurring costs. When each cost item is mapped clearly, the profit timeline becomes easier to assess, and financial decisions become more measured from the outset.
