Starting this month, Martial Arts Professional introduces “The Four Keys to your Future.” In an unprecedented, yearlong series of feature articles, you will learn how to benefit from the new era of the martial arts industry that is upon us.During each quarter of the year, Martial Arts Professional will focus on one of the four key concepts that will guide you toward a future of amazing growth in enrollments, retention, renewals and student quality.This month, the series begins with the first of the Four Keys: developing an exit strategy for your career and/or business. Quite simply, you must know where you’re going, if you expect to reach the finish line.

Think of each Key as your means to open another door to your future. It’s a progression of steps—from developing an end goal for your career/business—to building value in your business—to implementing systemization and economies-of-scale methods, to transform the average martial arts school into a highly desirable, marketable asset that will dramatically boost your personal wealth when you sell it.

For many years, and now as the publisher of Martial Arts Professional, Stephen Oliver has brought a sharper clarity to what the future of the martial arts industry will be, and what current instructors and school owners and those who will open schools must do to be a part of that future. His Mile High Karate franchise system is already bringing that future to an ever-growing group of school owners who want the best a martial arts business has to offer.

He has repeatedly stated that, first and foremost, you are faced with a fundamental decision: to hold fast to the school model of the past or join those who are already benefiting from the new model, and create a thriving martial arts business for yourself.

Although there will always be room for volunteer and part-time instructors, cultural and economic forces are coming to a head. Industry leaders and more and more school owners are finally realizing that a martial arts school is an outstanding business opportunity—one that has been largely unnoticed for decades. This has led to the development of a serious business model that is increasingly becoming the norm.

The pioneers of the new era are those school owners who have already made the transition from part-time and/or low-performing schools to high-grossing businesses. The much higher student quality they’ve achieved (as well as skyrocketing revenues) proves that the “selling out” concept is also old history. Many traditionalists have been able to develop synergistic business models that accommodate both the traditions of their arts and the highest goals of business.

As the martial arts industry transitions to this new era, there are no real impediments to move from where you are today to where you want to be—except, frankly, those in your head.

Building equity in your business, the second of “The Four Keys to your Future,” will be the theme of the next major article in this series, scheduled for the May 2009 issue of Martial Arts Professional.

The First Key to Your Future: Developing Your Exit Strategy

Begin with the End in Mind

Of all the concepts that have been communicated to a universe of entrepreneurs, business owners and franchisees in a flood of books, CDs, DVDs and seminars, none may be more important than the advice of Dr. Stephen Covey in his best-selling book, The Seven Habits of Highly Effective People—Begin with the end in mind.

Beginning with the end in mind is the fundamental first step—to everything! This concept is so universal that it applies to all of life, not just owning and operating a business, and benefiting from its productivity and value. Years of effort can be wasted or misdirected if this concept is not applied to reaching your final goal. In fact, Dr. Gene Landrum, author, educator and developer of the Chuck E. Cheese system, explains, in his interview with Lee Milteer, NAPMA Success Coach, on page 38, how he uses this concept when he writes a book—he writes the last sentence first.

It only makes sense to know where you’re going, before you start. Of course, many of you reading this article have already “started”; you are currently operating a school or program, and you may or may not have an end in mind. In fact, frankly, Martial Arts Professional and the Mile High Karate franchise system have noticed that many of today’s instructors and school owners certainly know why they teach their students to achieve excellent outcomes; but those same instructors and school owners haven’t thoroughly planned excellent outcomes for themselves. In a business context, beginning with the end in mind, means developing an exit strategy for your career and/or business. If you haven’t seriously developed an exit strategy, then, fortunately, it’s never too late to take action: consider today the first day of your journey and finally and formally decide what end, or goals, you are working to achieve in your career, business and life.

That is your fundamental first step if you expect to reap the massive rewards of a highly successful martial arts business; and this article will focus your thinking on this concept and motivate you to take action on your future.

Talk to Yourself

As a school/small business owner, it wouldn’t be unusual for you to have never seriously considered how you would want to end your career and/or close or sell your school. Traditionally, martial arts instructors and school owners have often found themselves operating a school because their instructors presented them with the opportunity. It wasn’t necessarily a serious, carefully planned life or business decision, but a “natural” progression from martial arts student to Black Belt to assistant instructor to instructor to chief instructor to new school owner.

Nothing strange about young adults (including young adult martial arts instructors) being focused on today, instead of tomorrow; however, it dawns on them, eventually—and, unfortunately, later than sooner, in too many cases—that developing an exit strategy is a core, life task.

If you haven’t already done so, then you must have that serious discussion with yourself (in fact, continuous discussions) about your future, which includes not just your career, but also BIG life issues, such as choosing to raise a family, lifestyle, retirement, long-term financial goals, etc.

You will find it rather difficult to lead any kind of “successful” life, without developing a plan to end your career and enjoy your later years.

Why You Need an Exit Strategy

If you currently operate a martial arts school or plan to do so, and have not developed an exit strategy, then you should move that task to the top of your to-do list today. You may have decided to run a school “to create a job for yourself,” by continuing to operate according to the “traditional” martial arts school model, and you’re free to make that decision. If you rely on your school for all or part of your personal income, however, then you should be aware that the industry is moving forward.

Martial Arts Professional and Stephen Oliver have seen the future of the industry, and operating a school somewhere in the middle (the traditional model)—between the hobbyists and the high-grossing entrepreneur school owners—will become increasingly difficult.

If you find yourself in that middle position today, then developing an exit strategy is even more critical, as the traditional school model becomes less commercially viable and unable to generate even the basic revenues you require. The other option, of course, is to join the high-grossing entrepreneur school owners, which will increase the value of your business when you decide to exit your career.

You may be a member of another large group of today’s school owners, who really do want a business, not just a school. You are trying to be an entrepreneur, but your results have been mediocre. An exit strategy is just as critical for you because you are trying to build something of value; and developing an exit strategy may just be the “boot to the rump” you need to direct and focus your efforts on specific future goals that will improve your school’s inconsistent performance.

Developing an exit strategy is a good idea simply because life is full of surprises. There are numerous lifestyle changes that can literally occur overnight, possibly forcing you to sell your school. These include the death of a family member, spouse, business partner, etc; a divorce; health concerns; and a need for cash to address other financial challenges.

Another life surprise, specific to martial arts instructors, is training and/or teaching injuries, or the development of debilitating physical ailments, such as arthritis, chronic back pain, etc. As much as you enjoy teaching your students and owning a business, you shouldn’t be surprised if you wake one morning and decide you want to pursue an entirely different interest, career or business opportunity. It happens! That transition will be much easier if you have already planned your exit.

Finally, you can’t avoid the reality that many small businesses fail, and not necessarily as the fault of the owners. It’s a reality you must consider when developing your exit strategy.

It doesn’t take much of an Internet search to discover that all the studies and research about small business failure rates prove that there is no consensus. To give the researchers their due, however, most small businesses are privately held and reliable data about their success and failure rates are incomplete and statistically unreliable.

The best theory that many business experts accept is the “rule of thirds.” This rule states one-third of small businesses turn a profit, another third break even, and the last third never make a profit. A U.S. Small Business Association study revealed that only two-thirds of all small business startups survive the first two years, but less than half are still in business at the four-year mark. Whatever the correct failure rate, developing an exit strategy is even more necessary when you are faced with these odds. Ultimately, an exit strategy is a bit like a security blanket. It doesn’t guarantee that you can sell your business totally on your terms, especially if one of those life surprises drops from the sky, but whenever you have a plan in place to deal with future events, it’s more likely the outcome will be beneficial to you.

Your Wake-Up Call

This first article in Martial Arts Professional’s yearlong series is meant to be a wake-up call, to compel you to take action about your future; but we don’t just want to awaken you, we want to give you some tools and point you in the right direction.Think of “developing an exit strategy”
as “setting a goal,” similar to the goal-setting concept you teach your students, but you don’t stop there; you also teach your students how to reach their goals. That is the purpose of the other three “Keys to your Future”: To show you how to build equity in your business, implement total systematization and apply economies-of-scale, so you can also reach your goal.

Where do you start?

First, you can schedule that important discussion with yourself if you have no clear plans about your future; and, even if you do have “an end in mind,” then this is a great time to review the exit strategy you’ve developed.

Don’t hesitate to expand your discussion with yourself to others in your life: parents, spouse and other family members; your attorney and accountant;
or local businesspeople that you may have come to know through your community activities, or as a member of a business group. Understanding and implementing these Four Keys is why being a member of a mastermind group, such as NAPMA’s Inner Circle or Peak Performers, is so important because these are just the kind of big, life-defining concepts that are best discussed among a group of school owners facing the same challenge.

Probably nothing is more helpful when major decisions are required than the opportunity to learn from like-minded school owners/entrepreneurs
that are working toward the same future as you; so an obvious action you can take “to develop an exit strategy” is to join one of NAPMA’s mastermind groups. Learn more at NAPMA.com/InnerCircle.

Second, you can read and study “The Four Keys to your Future,” as they are published in Martial Arts Professional throughout 2009, as well as seek additional information on these concepts from independent sources.

Third, you can take everything you’ve learned and commit it to paper in the form of a plan; after all, developing an exit strategy is much like writing a business plan. Instead of a formal business plan (which is just a bit too corporate for most entrepreneurs), consider creating “an informal action-oriented plan with specific strategic goals, tactics and timetables, instead of a 30-page document that collects dust on the shelf. In other words, step away from ‘corporate stripes’ and learn to behave like a true small businessperson.”That advice comes from the president of a successful franchise system that created just such an “action-oriented plan” for its franchisees. It’s a simple three-step plan that you can easily use to develop your exit strategy and start to take action on it.

Adapting this franchise system’s strategic plan as your own is also a great example of “not reinventing the wheel,” a concept you’ve often read in the pages of Martial Arts Professional. This strategic plan is a “wheel” that has already proven to be rolling in the right direction. That is an underlying principle of entrepreneurship: learn what others have done to plan and accomplish the same or similar goals, and then follow one of the paths they’ve blazed. Don’t waste your time “reinventing the wheel,” just climb on board and spend more of your valuable time making your business valuable and your future bright.

The three steps of the action-oriented plan are:

• Mission, vision and values
• Goals
• Control Book

Think about each of these elements as you shape your plan, or exit strategy.

Mission, Vision and Values

Write a mission statement that clearly states your mission in fewer than 15 words. Determine the ultimate destination of your business and record it as your vision. Choose words that describe the values by which you will govern yourself as you strive to achieve your goals.

Goals

For goals to be meaningful, they must be clear and concise. Make your goals specific to each area of your business and set a date for when they will be accomplished. For most martial arts schools, those areas are marketing or prospecting, sales, curriculum, staff and training, finance and operations. Of course, each has various sub-categories.

For example, your community involvement, and the publicity it generates,
is part of your marketing program. Write your long-term goals for each area, and then set the mini-steps you’ll accomplish during the next year on a calendar.

Control Book

The Control Book is where you organize all your thoughts and information.

It includes your mission, vision and values and your goals, but it does not stop there. It also includes key information used in the management
and accomplishment of your goals, and organizes them by the same functional areas of the business (marketing, sales, curriculum, etc.). For example, the finance section should include current financial statements and the staff section should include a current organization chart. For most businesses, one three-ring binder can hold almost all of this information.

The president of the franchise system reports that the results of its strategic plan for its franchisees have been impressive.

• Franchisees are developing a vision for what they want to accomplish on their own terms. Once they have clarified their vision, mission and values they tend to be happier with the direction of their businesses.
• They are taking ownership of clearly defined goals. They know what they need to accomplish to stay on course. Just as importantly, they see more clearly and avoid obstacles that might prohibit them from accomplishing their plans.
• They are making better decisions because all things are considered in the light of the plan and the ultimate goal.
• There have been a number of positive comments on the quality and clarity of the overall plan from lenders. A confident, well-informed lender is an important ally for a small business owner.
• The plan has served as a vehicle for the franchise member to communicate his direction to employees. As a direct result, the employees who have participated in this process tend to feel more empowered and informed. This, in turn, has resulted in those employees working better together to achieve the goals of the franchisee.
• Once people begin to see the possibilities of what they can accomplish, and gain confidence in their ability to achieve those possibilities, they start to expand their visions. They set bigger goals, make bigger commitments of time and energy and pursue them more aggressively.
• Ultimately, the strategic planning process has resulted in a stronger approach “to run the business by the numbers,” for the specific purpose of achieving the goals of the franchisee. This directly and positively affects the value of the business. In the strategic planning process, both value and satisfaction count. Franchisees who have established a strategic plan have significantly increased the value of their businesses, and because it was their plans and their accomplishments, they are also more satisfied.

The primary result of this franchise system’s strategic plan (see italic text above) proves that developing an exit strategy is a critical first step toward accomplishing your goals. Those results also reinforce the value of a franchise as the one system that can maximize student excellence, stable growth and financial security.

Because the martial arts business lends itself so well to the franchise concept possibilities of what they can accomplish and gain confidence in their ability to achieve those possibilities, they start to expand their visions. They set bigger goals, make bigger commitments of time and energy and pursue them more aggressively. and Stephen Oliver have encouraged all current and future instructors and school owners to consider a Mile High Karate franchise opportunity as your best and most direct route to building equity in your business and benefiting from the exit strategy you develop. The Ultimate Key to your Future can be found at MileHighFranchise.com.

The Reality of Small Business Value

Somewhere between “developing an exit strategy for your career/business” and “building equity in your business,” is the task of determining the value of your school/business, and how that value is calculated.

It doesn’t make much sense to develop an exit strategy today that assumes you can retire on the proceeds from the sale of your school/business, if you don’t know how much it will be worth. You must know today, with as much certainty as possible, that your exit strategy is possible.

Ultimately, the external marketplace will set the value of your business, and it will be based mostly on the future potential of your business, and much less on its record at the time of sale.

Small businesses are notorious for being less valuable to a future buyer than their owners perceive them to be. That only makes sense, since the typical small business owner is so dedicated to his vision, and serving his customers. Most small business owners are personally fulfilled by the freedom of owning a business; but that fulfillment (or other “psychological attachments”) is not really calculable or transferable, when determining the value of your school.

No doubt, you have a “deep” connection with your school, thinking it to be highly valuable, considering its purpose is to change people’s lives. More power to you!
That’s what makes the martial arts industry so special.

Ultimately, the external marketplace will set the value of your business, and it will be based mostly on the future potential of your business, and much less on its record at the time of sale.

Nonetheless, when you are ready, or compelled, to exit your career or business, the cold, hard marketplace will probably have more bearing on the end-value of your business than your “feelings” about your school. Granted, you may find a younger entrepreneur or instructor who shares your vision, and is willing to pay more for your school because that is exactly what he or she wants, but that’s not likely.

Various sources for this article offered a range of business-value methods and advice; however, the “typical” method is to apply a numerical multiplier to the business’s current profits. In other words, if your balance sheet shows that your school generates $100,000 in annual profits, for example, then you can multiply that profit number by one, two, four or more times to determine a value that someone will pay.

Remember the time-tested truth, however, that the price of anything is, in the final analysis, determined by how much someone would pay for it, not the results of a formula.The first source suggested that you select one of a number of statements that best describes your business.

Two of those seem to apply to many, if not most, martial arts school businesses.

• “An established business with no significant competitive advantages, stiff competition, few hard assets, and heavy dependency upon management’s skills for success.” (Multiply current profits by a factor of two, three or four.)
• “A small, personal-service business where the new owner will be the only, or one of the only, professional- service providers.” (Multiply current profits by a factor of one.)

Another source, a member of the business-valuation industry, warned that multiples are a very dangerous way to value a business. She emphasized that those who might be interested in buying your business only care about its future economic benefits; and are likely to place less value on the “facts” on your current balance sheet.

She claims that the method used in her industry to place a value on the future benefits of owning your business is to set a discount rate for its specific situation. That discount is usually 20 to 30 percent. That discount rate is determined by going beyond financial statements and learning more about the stability of the business and how much the current owner has planned for the future. This could relate to how many contracts are in force and for how long, the business’s dependence on a few large clients or a narrow market of prospects, and how the business owner determined his projections of revenues, expenses and the need for more space, staff and equipment.

She is adamant that the multiplier method should be avoided because there are too many factors (as stated above) that aren’t quantifiable. A president of a business services company said that if your business can be described as a niche business that serves a specific market with specialized products or services, then it could be more valuable than what standard valuation methods might determine. This probably only applies to a small number of martial arts schools, however.

A franchise professional, who ran a major retail ice cream franchise, recommends that two-thirds of annual sales is a good rule-of-thumb, when determining the future resale value of a franchise business. Interestingly, he was answering the question of an entrepreneur who was doing his homework before deciding to invest in a franchise opportunity. This entrepreneur was certainly “beginning with the end in mind” and knew he needed an exit strategy before he opened his new business! That is the kind of mindset and foresight you must adopt to enjoy the maximum benefits of a martial arts business.

This variety of advice about how to calculate your business’s end-value only reinforces why you need an exit strategy—you simply must know what your school is worth today and at any point in the future, so you’re prepared to exit your career and close your school on the best terms for you.

What would you do if someone walked into your school tomorrow and offered to buy it, and asked you how much it was worth? If you haven’t determined its value and can’t provide the prospective buyer with a good answer, then a golden opportunity may walk out the door.

What you don’t have in common with professional football, baseball and basketball stars is their annual, multi million dollar incomes; yours is most likely a fraction of a fraction.

Sang Koo Kang, a Miami-area school owner and private lessons expert, thinks that because you don’t have a professional athlete’s mindset and image in your community, and you’ve severely under valuedy our self and over looked an opportunity to create massive wealth.

“If you believe you are a professional martial artist and you’ve been doing this for 20, 30 years, then you should be making millions and millions of dollars,” said Sang. “I was always thinking big. I don’t want to make $120,000; I want to make $5 million, $10 million, just like a professional athlete. I’m now making that kind of money because I raised my standards very high. That’s how you have to do it.”

Master Sang shared some of his insider’s secrets with attendees at the recent NAPMA Extreme Success Academy; and, now wants to reveal all of them to you—when you qualify for NAPMA’s Special Peak Performers/Master Sang TNT Membership. Visit NAPMA.com/TNT, today!

First, you’ll experience the life-changing opportunity of being a NAPMA Peak Performers member—meeting and interacting with a like-minded group of growing school owners who have decided to become successful businesspeople—plus all other NAPMA benefits.

During this limited offer, you’ll also become part of Master Sang’s TNT program—you’ll learn Master Sang’s proven systems to grow highly profitable schools and earn what can only be described as amazing, over-the-top profits from private lessons. Master Sang and his staff will guide through every step with comprehensive support materials, continuing education and professional consultation.

No doubt, your mind is overflowing with many questions and images of how dramatically your life could change if you started teaching private students. Your learning starts with this article, which will answer a few of the basic questions, and then visiting NAPMA.com/TNT for the opportunity to see “behind the curtain.” Then, you must work on yourself to change your image to that of a professional athlete and an excellent teacher who shouldn’t exclude “the elite” from receiving the benefits of your instruction—and paying handsomely for it.

Who are the people who will pay for private lessons and where do you find them? Master Sang’s private-lesson students tend to be professional people, CEOs, company presidents, physicians, attorneys, politicians and investors, who have the wealth to pay yearly tuitions of $10,000 to $20,000 (and more)—and pay it up front.

Master Sang readily admits that if your school is located in an upscale community, then you do have an advantage because the area is likely to have a fair share of
wealthy individuals and families. He quickly adds that your location is less of a factor, however, if you have an excellent product and service, which you should already have in place. Master Sang also advises that just because your school is in a moderate or even low-income area doesn’t mean there aren’t professional people and large business owners in the neighborhood who will pay for private lessons.

Identifying and penetrating the elite market is one of Master Sang’s secrets to his success. You can learn to profit from his methods when you ask to become a part of the NAPMA Peak Performers/Master Sang TNT Program. See Master Sang’s ad on page 59 and visit NAPMA.com/TNT for more information. According to Sang, another secret is to be observant. If you notice a walk-in prospect or someone who’s made an appointment for an intro arrive in an expensive car or wear expensive jewelry, watches or clothing, then think of them as a potential private student first.

“The difference between my martial arts school and most others is that my instructors and me are always looking for private lesson students, while the average school owner thinks every new prospect should be enrolled in regular classes,” added Sang.

“How do I market to potential private-lesson students?”

Aggressive publicity and self-promotion is another of Master’s Sang secrets to attract high-paying, private-lesson customers. He is constantly contacting local newspaper and magazine editors and radio and TV producers with story ideas about himself and his school, so he can maximize his exposure in the media.

“I strongly believe that publicity is the most important factor,” said Sang. “If you haven’t created a name for yourself as the best martial arts instructor in your community, then you can’t expect people to pay $16,500 or more for your private-lesson program. Youmust promote yourself every day and every single moment, with every opportunity presented to you.” All media outlets need stacks of materials to fill their publications and airtime; and, now, with the proliferation of 24-hour cable TV channels and radio talk shows, there are even more opportunities to create an image as THE martial arts celebrity in your community.

“That’s what I’ve been doing for the last 10 years. I’ve been in every newspaper and magazine in South Florida and had many demonstrations on TV. That’s the key; you must build an image that you are the number one martial arts teacher in your community,” said Sang. “When you can do that, people will come to you and be willing to pay private-lesson tuitions.”

“You must create a unique story about yourself and present that to the media. They won’t do a story for you,” added Sang. “For example, maybe you teach a free senior citizen class on the weekends or provide scholarships to students whose parents can’t afford to pay your regular tuition. The mayor of your town or other local officials may train at your school. You can write a press release about how the mayor relieves stress with your conditioning program.

Creating your “celebrity” image and developing media contacts do take time, but once you’re known in the rather small world of local media, you’ll be the first martial arts professional writers, editors and producers will call when they have a question or a story idea that needs the input of an expert.

What do you teach private students?

What is the curriculum?

Master Sang has developed a custom curriculum for his private students that he calls P and T, which is a combination of Taekwondo, boxing and Muay Thai. It’s a rather simple curriculum because he has learned what private students want.

“They’re not young kids and most are 35 and older; although, I also provide private lessons to entire families,” said Sang. “It’s not about traditional martial arts and uniforms and belts. These people want an exciting workout and conditioning that challenges them. They don’t want to become fighters. These people
want to lose weight, be in shape and decrease stress.

“I make the techniques very easy to learn,with simple movements. They like to hit something, so we do focus mitts, pads, kicking and punching combinations. When they are really good at it, we do some jumping kicks, spinning kicks, elbow, knee, front kick and roundhouse kick.”

Master Sang’s average private student trains three times a week, with each class 45minutes long.He said, however, that some students are really committed and will train five times a week and even twice a day if they are the super-wealthy, with the money and time.

Master Sang is quick to point out that although the curriculum of private lessons is rather easy on the instructor, you must be willing to make a long-term, even life-long, commitment to your students. As he said, “My private students seldom drop out because I’m on the phone with the mall the time. I go see them sometimes; there is a relationship with the students. Martial arts becomes their life, their routine; they cannot live without it. That’s how we develop a solid rapport with these students.”

“What tuition can I charge private students?”

During a recent year,Master Sang was teaching private lessons to approximately 50 students a week.He charged, on average, $115 per session, and most students trained three times a week, which is an annual tuition of $16,500.At twice a week, he was still making $11,600 annually.Most students sign for oneyear programs, others for six months or as much as two years.

“I provide incentives because I prefer up-front payments. Approximately 50% of my private students pay up front, another 25% make two or three payments and the other 25% pay every month,” explained Sang.

Upgrade programs are just as important for your private students as regular students who enroll in your Black Belt or Masters Club or Leadership Program.

Master Sang relates a story of one family that upgraded to a lifetime program for $250,000 (and that is not a misprint)! “I have one particular family that has been training with me for a number of years, paying $70,000 a year for the whole family: husband, wife and five kids,” said Sang. “After paying that amount for three years, I told the husband that I didn’t want to ask him for money every year. I just wanted to concentrate on teaching his family. I offered him a deal to pay me $60,000 a year for three years in advance, or $180,000. I happen to know money is no object for this guy.

“He didn’t take that offer because he paid me another $70,000 for the year. Then, I offered a lifetime contract. I told him that I want to teach him and his family everything I know, and that I will take care of him and the rest of the family as long as I’m running my martial arts school school. He agreed to a one-time payment of $250,000 for a lifetime, private lesson program for his family.”

What kind of revenues can private lessons generate?

In Master Sang’s case, he is generating more annual revenue than most large martial arts schools. In fact, in a recent year, the total was almost $600,000!

Master Sang has the same opinion as Stephen Oliver and many other leaders in the industry; and that is too many martial arts schools don’t charge enough tuition; their standards should be higher, so can they charge what they deserve for changing students’ lives.

“Many school owners are operating schools with 300, 500 and even 1,000 students, but they work very hard. They must hire instructors, a manager and a program director and pay many expenses,” said Sang.

“How much can you really make?

If 1,000 students pay $100.00 a month, then that’s only $100,000 month or $1.2 million a year. Private lessons are a much more economical way to generate that much revenue and more. You must enroll and retain approximately 15 regular students at $119 month to equal one private student. Fifty private students are the same as 750 regular students. Those 50 private students require much fewer staff members, overhead and an elaborate curriculum.”

“Can I implement a private-lesson program and produce similar results?”

As this article reveals, you already have many of the pieces in place; the most difficult piece for most martial arts school school owners, however, is dramatically modifying their self-image and self-worth. Unless you are willing to commit deeply to the idea that you deserve the income of a professional athlete, you are unlikely to become a highly paid, private-lesson instructor.

Fortunately, NAPMA has brought Master Sang Koo Kang and his story to your attention, so you don’t have to reinvent the private lesson system.He is ready to show you his insider secrets and help you start a private-lesson program that could fit your personality and teaching style much better than the 60, 70 or more hours a week you must commit to grow a typical, high-profit school. The first steps starts with you—becoming a NAPMA Peak Performers/Master Sang TNT member—visit NAPMA.com/TNT for this limited-time offer!