note from the chairman
allow me to introduce myself. My name is Mark Smith and
I am the Chairman of Smith's School of English Franchises.
I'd like to take this opportunity to explain our business
I wake up every morning in Japan I ask myself, "Why can't
I drive a fire engine here, be a policeman, or do any
number of other jobs?" It's because by law, foreigners
like me are not allowed to do very much. The most common
vocation is English teacher, and thousands of us work
as such. Yet, all you have to do is look around your neighborhood,
and you'll see that virtually all of the schools are owned
and operated by Japanese companies. If native speakers
of English are basically limited to teaching, then don't
we really need to ask ourselves why aren't we running
the show instead of just performing in it?
asked myself this question. I realized I didn't know the
answer, and decided to find out for myself if we could
indeed run the show. The reviews are in, and the results
speak for themselves. Today, Smith's School of English
owns schools throughout Japan and has franchised many
more. Yes, we can run the show and are doing it successfully.
franchisees make more money faster, work less hours, contribute
positively to their communities and enjoy their lives
with those they love here in Japan. That's what we're
know many of you who are reading this still don't know
who we are. That's because, until recently, we were a
quiet company. It was only recently that we took our first
steps towards getting the word out about our franchises.
Now, we are moving forward aggressively.
Why franchises? Well, consider this: If you are a teacher
at one of the brand-name schools, you are merely a business
expense, a disposable asset. An outsider. A "gai-jin".
And management, secretaries, and salespeople at those
schools have seen so many bad examples of foreign teachers
that more likely than not they've already attached those
negative stereotypes to you.
Why would anyone work in an environment where they're
disliked and not given even the most basic respect? Why?
Is that the price of a person's dignity?
me give you a real-life example of how things are
different at Smith's. Recently, one of our newer franchisees
opened a new school. Did he have to slave away? He taught
four days a week for a total of 17 hours per week. That's
only 68 hours for the month. Did he have to teach noisy
little kids, sullen high-schoolers, or apathetic university
students? Not at all. He taught young and vibrant professionals
who were eager to learn.
According to my calculations, total earnings for English
teachers at the big, name-brand schools in the Kansai
area are somewhere in the neighborhood of US 80 million
dollars a year (100 yen to the dollar and assuming a base
pay of 250,000 yen/month). A rough estimate of their schools'
total sales comes in at around 700 million dollars, which
means teachers get about 10 percent. The rest goes elsewhere.
We at Smith's feel the teachers should be getting the
school that you are working for thinks this is a bad business
philosophy. We're proving them wrong. By numbers of schools
and student enrollment alone we are the largest monthly-tuition
English conversation school in Japan. When we first started,
we were ranked 169th among those schools that advertised.
Of those schools, only 48 are left. What happened to them?
recent years, Japanese-owned English schools in Japan
have gone through recession, bankruptcies, closures, and
mergers. In the middle of difficult times for others,
we have grown. In size, in capital, and in influence.
But more important to me is that a strong sense of dignity
exists among our franchisees and employees whether Japanese
after I asked myself why I couldn't run my own schools,
I am now asking you another question: when will you? Contact
us, and let's talk about franchises, your dreams,
and your future.
School of English