explorance final paper

Strategic Marketing Planning Project

eXplorance Inc. Global Enterprise Feedback Management Systems: Targeting a New Market Segment

Marketing Planning

MRKT 357, Section 01

Professor Ron Duerksen

FORCE AGENCY

Marketing Solutions

Jessica Galarneau, 260378193

Christine Laberge, 260373309

Rebecca Shusterman, 260366256

J. Galarneau, C. Laberge, R. Shusterman

Force Agency - eXplorance

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Friday, December 7th

, 2012.

For M. Saab, CEO of eXplorance,

First and foremost, on the behalf of the Force Agency team, we would like to thank you for

giving us the opportunity of extending our knowledge to your field. We are very delighted that

you have trusted our expertise and experience in this new venture. Moreover, we would like to

thank you for being very collaborative with us throughout the semester; your help and guidance

has been very helpful and has enabled us to provide you with better marketing strategies.

As stated in the project description, the objectives of this marketing plan were to research the

North-American K-12 market and to develop a precise marketing plan. The following report will

evaluate the true opportunities of expanding the company’s offerings to this niche. It will also

relate the segmentation of the said market and detail the competitions’ products. Packaging and

pricing suggestions will be elaborated as the current offerings need to be adapted to potential

clients in the K-12 segments. Finally, we will recommend specific actions and strategies that will

need to be undertaken in order to successfully penetrate areas where our Agency believes your

services will be demanded.

We hope that this marketing plan will help you in reaching out to new markets and expanding

your already successful company.

Regards,

Jessica Galarneau, Christine Laberge and Rebecca Shusterman



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Table of Contents

Force Agency ................................................................................................................................................ 5

Our Client ..................................................................................................................................................... 5

Competitor Analysis ...................................................................................................................................... 5

Scantron ................................................................................................................................................ 5

Qualtrics ............................................................................................................................................... 6

Other ..................................................................................................................................................... 6

Market Research ........................................................................................................................................... 7

Initial analysis ....................................................................................................................................... 7

Public, Private, or Independent? .......................................................................................................... 7

Elementary versus Secondary Education .............................................................................................. 8

Establishing if there is a need ............................................................................................................... 8

Place .............................................................................................................................................................. 9

Product .......................................................................................................................................................... 9

Price .............................................................................................................................................................. 9

Alternatives ......................................................................................................................................... 10

Promotion ................................................................................................................................................... 11

Phase 1: Raise awareness through sponsorship ................................................................................. 11

Technology Summit ................................................................................................................................ 11

Ontario Catholic School Trustees’ Association ....................................................................................... 12

Canadian Association of Independent Schools ....................................................................................... 12

Phase 2: ............................................................................................................................................... 14

Phase 3: Advising the school for Implementation .............................................................................. 15

Future Recommendations .......................................................................................................................... 15

Conclusion ................................................................................................................................................... 17

References .................................................................................................................................................. 17

Appendix 1 .................................................................................................................................................. 20

Appendix 2 .................................................................................................................................................. 22

Appendix 3 .................................................................................................................................................. 23

Appendix 4 .................................................................................................................................................. 24

Appendix 5 .................................................................................................................................................. 25

Appendix 6 .................................................................................................................................................. 25



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Appendix 7 .................................................................................................................................................. 26

Appendix 8 .................................................................................................................................................. 26

Appendix 9 .................................................................................................................................................. 29

Appendix 10 ................................................................................................................................................ 31

Appendix 11 ................................................................................................................................................ 33

Appendix 12 ................................................................................................................................................ 35

Appendix 13 ................................................................................................................................................ 36

Appendix 14 ................................................................................................................................................ 39

Appendix 15 ................................................................................................................................................ 39

Appendix 16 ................................................................................................................................................ 41

Appendix 17 ................................................................................................................................................ 43

Appendix 18 ................................................................................................................................................ 43

Appendix 19 ................................................................................................................................................ 43

Appendix 20 ................................................................................................................................................ 47

Appendix 21 ................................................................................................................................................ 49

Appendix 22 ................................................................................................................................................ 50

Appendix 23 ................................................................................................................................................ 52

Appendix 24 ................................................................................................................................................ 52

Appendix 25 ................................................................................................................................................ 54



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Force Agency

Force Agency is a marketing consulting firm based in Montreal. Our mission at Force

Agency is to be “committed to providing goal driven marketing consulting to small and medium

sized businesses in a variety of industries by offering innovative solutions, unmatched expertise,

and a creative team”.

Our Client

eXplorance is a Montreal-based IT firm that was founded in 2003 (eXplorance, 2012).

The company has developed an expertise in Web-enabled software for enterprise-class feedback

management processes. In its nine years of business, they have quickly grown by creating a large

clientele globally. As part of their quest to reach out to new markets, eXplorance has requested

that we investigate the North American K-12 market. According to M. Saab, eXplorance’s CEO,

very few of the industry players have entered educational systems other than colleges and

universities. This report will establish a concrete marketing plan for eXplorance with a tentative

budget of $250,000, as specified by M.Saab. This will increase the firm’s knowledge about

potential opportunities offered in this large market and help them decide on their future

marketing strategies.

Competitor Analysis

eXplorance has a large range of competitors within a variety of industries. As previously

stated, their clientele is primarily made up of institutions providing higher education, thus their

main competitors are companies offering survey and course evaluation software systems.

Scantron

When entering the K-12 market, Scantron will be eXplorance’s fiercest competitor.



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Scantron provides assessments and survey systems to measure and improve effectiveness of

organizations. The company has penetrated the primary and secondary school market, with an

impressive 80 percent of schools in the United States using Scantron products (Scantron, 2009).

However, the majority of these products do not directly compete with Blue/Evaluations and

Blue/Surveys and their enterprise level feedback systems.

Scantron’s products are structured to give insight into students’ aptitudes and academic

success, rather than providing educational feedback. The company’s products range focus on

students’ achievement, based on learning objectives and educational goals outlined by teachers,

schools and school boards, and province or state standards. Product features enable users to

identify the student’s progress, or the progress of a distinct population of students. Scantron has

adapted its products to suit the K-12 market by creating district-wide assessments and solutions

thereby catering to school boards in the public school market.

Qualtrics

Qualtrics software provides online research, data collection, and analysis for a variety of

surveys and evaluations. The company’s objective is to make sophisticated research simple for

anyone to conduct. Qualtrics has a strong customer base, composed of many high profile

corporations. Although the company lacks the advanced technology and integration of

eXplorance’s system, institutions who are looking for a customizable survey option can adopt

Qualtrics for a fraction of the cost, at $1,500 per year for up to 4,000 respondents. Furthermore,

the training and adoption process is much more comprehensive.

Other

Another online competitor, Survey Monkey, allows customers to easily create surveys

and questionnaires to be distributed to a wide audience. It is another low cost option, appealing

primarily to individuals or small organizations.



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Finally, a threat in the K-12 market may be in-house surveys and evaluations devised by

individual schools. Many primary and secondary schools may not have the available funds

needed to hire an external company to formulate and review class evaluations, and have already

invested resources into creating their own survey system.

Market Research

Initial analysis

At the beginning of our analysis, we narrowed our market research to the Quebec

province for proximity reasons. Our first endeavour led us to conduct a short survey through

phone conversations with high schools from the greater Montreal area (Appendix 1). Although

only a small sample was surveyed, we concluded that most of Quebec’s schools do not operate

an enterprise-feedback system. Furthermore, the general cost of education is very low in this

province compared to the rest of Canada. Public schools are entirely subsidized, while private

institutions are partially supported by the government. As a result, tuition fees are very low

which leads us to believe that this province might not be the ideal place to start a new market

penetration for eXplorance products.

After communicating with our client, we redirected our marketing plan towards the

Ontario province. The main focus of our research will be concentrated on this province but our

recommendations will also apply to the rest of Canada and the United States. The Ontario K-12

market will instead be analyzed for its demand for enterprise feedback management processes

and a plan will be made to target this market.

Public, Private, or Independent?

Before establishing the foundations of our marketing plan, our Agency investigated the

Ontario educational system and found that three types of schools existed. Just like Quebec,

public schools are fully supported by governments and private schools can be partially funded.



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However, Ontario also has various Independent schools that are mostly entirely self-funded.

Needless to say, these institutions charge substantial tuition fees to their students and mainly

target children whose parents have high disposable income. We strongly believe that these

schools should be the primary focus of this market penetration along with private high schools

that represent a good market potential as well.

Elementary versus Secondary Education

Although a reasonable amount of independent and private schools offer elementary

education, Force Agency has concentrated their efforts on researching the feasibility of the

secondary sector. It is more beneficial for eXplorance to approach secondary schools first

followed by elementary institutions. This is because some elementary students will not be

technologically competent to use these surveys and evaluations. Although this system can be

used with other respondents other than students, schools that can use all of the functions will

have more demand for the product. Furthermore, since high schools are closer to university level,

they will likely be willing to pay more to prepare their students for higher education.

Establishing if there is a need

Force Agency’s exploratory data found that many parents and students would like to

evaluate different aspects of their school such as the teachers, courses, the school itself, and give

general comments and suggestions (Appendix 5). As well, 42% of respondents stated that they

chose the school based on the reputation (Appendix 6). Thus if eXplorance delivers a product

that can increase the reputation of the school, this can be a significant competitive advantage for

these institutions. It was also found that many of the respondents did not have many ways to

communicate to their school, other than parent-teacher meetings and a few stating parent-board

meetings and satisfaction surveys (Appendix 7). Again, this finding is particularly good as

eXplorance’s services provide communication and feedback solutions.



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Place

As a first penetration step, Force Agency recommends targeting schools in the Greater

Toronto Area (GTA), as they have the largest amount of private and independent schools (135

total) (Appendix 2a and 2b). Within the GTA, the distribution was further segmented by areas

(Appendix 3a and 3b), demonstrating that Toronto has the largest market. The average tuition

rates for schools in Toronto are also higher (Appendix 4), specifically for independent schools.

Based on this data, eXplorance should mainly focus on independent schools in Toronto, as these

institutions benefit from larger revenues and are likely more competitive than the other groups of

schools in other locations.

Product

In this marketing penetration, Force Agency believes that only Blue/Evaluations and

Blue/Surveys should be offered. Although Blue/Tests can be pushed to existing customers in the

future, we do not recommend that it be part of the firm’s sales presentations and selling pitches.

On the same note, Blue/Appraisals and Blue/360 do not formulate appropriate offerings for the

K-12 market as levels of technology and financial resources are often very limited.

Price

In terms of pricing, there are several factors to consider: number of students, average

tuition fee, number of surveys/evaluations administered, number of administrators. All of these

elements need to be considered in order for eXplorance to be able to offer solutions customized

to the school’s needs. Furthermore, both perpetual and yearly pricing should be offered, as well

as pricing with the course evaluations and surveys as a bundle, and separately.

For perpetual pricing, $10,000 is used as a base fee (comparable to eXplorance’s current

licensing fees) and a certain percentage is used depending on the number of students and the



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tuition that the school charges (Appendix 8a for pricing examples). This can be explained by the

fact that a higher amount of students will affect the quantity of surveys that are likely

administered (i.e., the more classes, the more evaluations), whereas tuition rates will show the

amount of income that the institution has (an assumption is made that a higher income will also

mean a higher disposable income). The perpetual pricing should be used as the primary pricing

method in order to “lock in” the consumer after the first year.

If, however, the schools would like to purchase based on yearly pricing, a percentage of

the base fee will be derived from the perpetual pricing formula so that the license is amortized

over 60 months, but with higher payments in the beginning (Appendix 8b for pricing examples).

Even though eXplorance will have higher license revenue with the yearly model, the revenue

stream is not guaranteed as the schools or school boards may decide they do not want the product

before the 5 years of amortization is over. This risk could be mitigated with contracts assessing a

minimum partnership of 5 years with the schools that prefer this payment method.

Alternatives

If schools are reluctant to pay eXplorance’s large fees, there are two alternatives. Firstly,

they could give a free trial for the first year, in order to increase trial, and thus future purchases

of the system. However, not all of the benefits of this system can be seen after 1 year, as

longitudinal analysis is one of the major benefits. Since not all of the benefits can be seen, if the

schools do not want to use the system after the first year, this would be very expensive for

eXplorance. This would cost between $1,000 for support and $9000-$35,000 for training and

installation, per school. Because these schools are relatively small, this would likely be on the

lower end, and therefore around $11,000. This leaves a total cost for the company of $12,000 per

school who receives a free yearly trial and an opportunity cost of around $20,000/school (using

the perpetual model).



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As opposed to giving these schools a free 1 year trial, a discounted rate for the first few

years could be used in order to increase trial. For example, as of now, the general cost for 3 years

for eXplorance is $14,000 ($11,000 for year 1, $1,000 for year 2 maintenance and $1,000 for

year 3 maintenance). If the company charges $8500 per year for 3 years, they will still make

$11,500 profit over the 3 years. Furthermore, once these companies have used these products for

3 years, the administrators that have used the system will be comfortable with it and they will

likely not want to switch. The student information will also be set up on their systems and it

could end up costing these schools more to switch than to pay eXplorance the regular price.

Furthermore, after using the system for 3 years, they will be able to see the longitudinal benefits

of the system and will be more likely to continue using the product.

The first option is not worth the cost, since the benefits of the product cannot be seen

after only one year. The normal perpetual pricing should instead be used for most consumers. If,

however, the school is reluctant to pay the high price,the option of giving a discounted rate to the

consumer of around 10% for the first 3 years should be used(based on the yearly model since it

is much less expensive the first year), then charging a regular yearly fee after 3 years.

Promotion

Phase 1: Raise awareness through sponsorship

Technology Summit The 3

rd annual Technology Summit is a two-day conference held on February 27-28,

2013 in Toronto. Representatives from all over Canada come to the conference (Appendix 9),

including individual schools and school boards. The sponsorship includes a 45-minute speaking

platform, where eXplorance can be the sole speaker to the audience and showcase the benefits of

the system through an interactive demonstration (Appendix 10 for current itinerary)(



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Carter,2012). Alongside the speaking platform, eXplorance would have a 10’ x 10’ exhibit

display on the tradeshow floor. The eXplorance logo will also be present on the conference’s

website, with a direct link to the company’s website. In addition, the logo will be placed on all

promotional materials for the conference, in front of the registration desk and in the conference

room for attendees to see (Appendix 11 for more detailed information). This costs $9,995, plus

the fees for 2 representatives (Appendix 12a for costs), giving a total of around $11,921. Of

course, we acknowledge that attending this event in 2013 will be a very difficult task as it is

approaching very quickly.

Ontario Catholic School Trustees’ Association The Ontario Catholic School Trustee’s Association offers many different sponsorship

opportunities. Last year, the conference attracted over 300 Catholic school board trustees, senior

staff, clergy and politicians (Gazzolo,2013). Early Bird Special for these sponsorship packages is

available until March 8, 2013. Force Agency suggests the “title sponsor” which is sponsoring an

OCSTA AGM & Conference and Annual Dinner, happening on May 2nd

and 4th

, 2013 in

Toronto. This package includes superior signage, special mention during the conference and

dinner, full-page ad and cover-page acknowledgement on the program, table top display option,

2 tickets to the dinner, eXplorance’s logo and corporate identity on many of the OCSTA

websites. This also includes a written profile which is distributed to many senior board

members. The event costs $6,000 to sponsor, thus giving a total cost (if 2 representatives were to

attend) of $7,926 (Appendix 12a).

Canadian Association of Independent Schools The Canadian Association of Independent Schools (CAIS) is a national network of

independent schools supporting initiatives in leadership, education, and governance (CAIS,

2012). CAIS strives for educational excellence and solicits corporate sponsors who will aid



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them in their endeavor. Their corporate sponsorship program provides visibility for businesses

and offers a flexible opportunity for business development.

eXplorance should sponsor the CAIS event called the Annual Heads and Chairs

Conference on Oct.17-19,2013 in Vancouver, BC at The Westin Bayshore Hotel. Our agency is

assuming that the cost to sponsor the event will be comparable to the same event that was held

this year in Toronto. Within this event, the company should sponsor the “New Heads, Board

Chairs, Mentors and CAIS Board Dinner” at the platinum level. The platinum level includes

many features such as a table in the Exhibit Hall, opportunity to speak 5-7 minutes at the dinner,

have the company logo on the dinner menu and many more marketing opportunities (Appendix

13 for more details). The cost to sponsor this event is $10,000. By adding other costs (assuming

2 representatives fly to Vancouver), this will be a total cost of $12,500 (Appendix 12b). If the

company has enough time to prepare, they should sponsor the reception dinner for the CAIS

Leadership Institute, hosted at Havergal College on March 6-7. This sponsorship is only at the

silver level of sponsorship and includes a table in the exhibit hall, eXplorance’s logo and website

in the Conference Program, the CAIS link on the eXplorance website and the name displayed on

their pre-conference to prospective and registered attendees (Appendix 13 for details). The cost

for this sponsorship is $2,500, with only one sponsor allowed. This gives a total cost ( for 2

representatives) of $4,426 (Appendix 12a).

Along with these sponsors, if two of the Canadian Accredited Independent Schools

(CAIS) use eXplorance products and write recommendation letters to CAIS, eXplorance can be

placed on the “Corporate Sponsors” page on the CAIS website (Campbell,2012). This page has

the description of the services/ products used (Appendix 14 for an example), and can give

eXplorance a large competitive advantage, as this page is extremely accessible and ensures trust

in consumers (shows that atleast two independent schools recommended the system).



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Phase 2:

eXplorance should continue with their direct selling approach when going into the K-12

market in Ontario. As direct selling is more effective than cold calling schools, one

representative should fly into Toronto and directly go to the top private and independent schools

in the Greater Toronto Area (Appendix 15a and 15b). eXplorance should demonstrate the system

at the first meeting or make an appointment within the next week in order to get schools to better

understand what is included in the services. Four schools should be targeted each day, two in the

morning and two in the afternoon (Appendix 16 for exact schools each day). It is important to

foresee that schools all have different work schedules and it might be difficult to get in touch

with the right people on the first visit. Since many schools will start reviewing their current

programs after the winter break, but before the end of the year, this direct selling should be done

in the beginning of February or March, so that appointments can be made before the end of the

school year. This will cost approximately $1,500 for the ‘Initial Contact’ phase that will extend

over four days (Appendix 12a) Force Agency assumes that eXplorance will be in a position to

build good ties with at least 4 or 5 schools out of the fifteen contacted during this four-day trip.

During this first visit, eXplorance should give the schools a package containing a short

one-page personalized opening letter that will describe who eXplorance is, states how they are

seeking to improve the K-12 school environment. Along with this opening letter, the package

will contain a brochure, which goes into more detail about the course evaluations and surveys,

and their advantages. Examples should be given about how eXplorance allows for the realization

of significant trends that can be seen across many years and that can have important impacts

when these tendencies are better understood. Moreover, it should also emphasize that email

triggers can be set when respondents submit their evaluations or surveys with answers that may

be alarming or need immediate attention to, further demonstrating how this is a system that is



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worth the cost. As well, a business card with the representative’s contact information should be

given in the package (Appendix 17 for our sample letter, brochure, and business card).

Phase 3: Advising the school for Implementation

eXplorance should target individual schools by emphasizing that the cost to implement

this system is (in most cases) less than the tuition for one student, demonstrating how its cost is

relatively inexpensive. Another way to phrase it would be to divide the customized price by the

number of students (i.e. only $20 per student for a school for XYZ school) which will give the

potential clients a different perspective on the price, and they will more likely feel as though the

system is affordable and well worth it.

If the school decides to implement this system, they should advise the parents through

email or letter, as this was the primary communication tool that was preferred based on Force’s

exploratory data (Appendix 18). Nonetheless, if eXplorance would like to have more data on

how schools should implement changes to their school, we suggest that more surveys are

distributed to parents whose children go to private school, as our sample was relatively small to

draw large conclusions.

Future Recommendations

Once eXplorance has reached out to private and independent educational institutions in

several markets, the company should address the Canadian public secondary schools. They

should approach the public school market by appealing to the district school boards as they make

the decisions based on budget expenditure and allocation. In order to infiltrate the Canadian

public school boards, we recommend that, as with the private school market, eXplorance first

approaches the Greater Toronto Area (Appendix 23 for list of school boards). Further, as



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previously mentioned, eXplorance should maintain the strategy of solely targeting secondary

schools.

eXplorance should determine their pricing based upon the Information Technology

budget of the various school boards. Potential pricing options have been calculated for two

school districts within the GTA. These take into account the IT expenditure, the number of

secondary schools and students, the percentage of secondary schools within the school board,

and more weight assigned to secondary, rather than elementary schools (Appendix 24). It was

determined that a reasonable pricing scheme would entail school boards spending between two

and five percent of their total IT budget and up to $10 per student. This represents a discounted

price from eXplorance’s standard pricing as public schools have a very limited budget and the

company is signing a large number of schools concurrently. In addition, eXplorance should

provide group training to administrators from multiple schools, as opposed to their current one-

on-one software training structure, in order for them to reduce their costs.

After approaching independent schools across Canada (Appendix 19), eXplorance should

look beyond the Canadian private and independent school market to private institutions outside

of the country. In the United States, 7 percent of students attend a private school (Bennett,

2011), however, roughly 25 percent of K-12 institutions are private (National Center for

Education Statistics, 2012). This presents a significant opportunity for eXplorance due to the

substantial size of the market, containing approximately 33,400 private elementary and

secondary educational institutions (National Center for Educational Statistics, 2011).

Upon researching the top American private schools (Appendix 20), it became evident that

they were primarily concentrated in Northeastern United States. Among all consulted lists, the

largest numbers of schools were located throughout the state of Massachusetts. Therefore, in

order to penetrate the American private and independent school market, Force believes that the



17

Massachusetts presents a viable entry point. We have compiled a list of ten of the most attractive

schools within the state (Appendix 21). From there, eXplorance should look to other private

secondary institutions extending throughout Massachusetts (Appendix 22), before branching out

across northeastern US.

Conclusion

As briefly mentioned in our last meeting, eXplorance stated that they would like to

change their logo. Force Agency has created multiple logos, as a potential starting point for their

future changes (Appendix 25).

In conclusion, eXplorance should start in the short-term by targeting independent and

private schools in the GTA. By sponsoring events, sending a package and then direct selling the

product, the brand will become better known within Toronto. The company should in the long-

term, target the rest of Canada, then the United States, by first targeting Massachusetts. In the

short-term, the total cost ( for the sponsorships) is $26,352, leaving a lot of extra room to change

the logo, target the US, and create the package including the brochure and introduction letter.

References Bennett, P. W. (2011, October 4). Private Schools vs. Public Schools: Why Do Private

School Students Achieve Better Results? Schoolhouse Consulting. Retrieved from

http://educhatter.wordpress.com/2011/10/04/private-schools-vs-public-schools-why-do-

private-school-students-achieve-better-results/

CAIS. (2011). CAIS Professional Development. Retrieved from

http://www.cais.ca/page.cfm?p=6

Carter,Scott ( personal communication November 26,2012)



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Campbell,Jan (personal communication November 28, 2012)

eXplorance. (2012). Corporate Profile. Retrieved from

http://www.explorance.com/company.asp

Gazzolo, Marino (2012). 2013 OCSTA Sponsorship Packages. Retrieved from

http://www.ocsta.on.ca/resources/1/2013%20AGM%20&%20Conference/General-

Prospect-Letter-2013AGMSponsorship-website.pdf

Laneri, R. (2010). America’s Best Prep Schools. Forbes. Retrieved from

http://www.forbes.com/2010/04/29/best-prep-schools-2010-opinions-private-

education.html

National Center for Education Statistics. (2012). Fast Facts. Retrieved from

http://nces.ed.gov/fastfacts/display.asp?id=372

National Center for Education Statistics. (2010) Private School Universe Survey (PPS).

Retrieved from http://nces.ed.gov/surveys/pss/tables/table_2009_02.asp

Peel District School Board. (2012). Budget & Financials. Retrieved from

http://www.peelschools.org/aboutus/budget/Pages/default.aspx

Qualtrics. (2012). Why Choose Qualtrics Survey Software. Retrieved from

https://www.qualtrics.com/why-survey-software

Reese, S. (2010). The Top Ten College Prep and Boarding Schools in the US. Retrieved

from http://voices.yahoo.com/top-ten-college-prep-boarding-schools-us-

6013386.html?cat=4

Scantron. (2012). Scantron Corporation. Retrieved from

http://www.scantron.com/company/

Scantron. (2009). Scantron Corporation: The Bridge to Knowledge (PDF document).

Retrieved from http://www.scantron.com/downloads/



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corporate_brochure.pdf

Survey Monkey. (2012). How it Works. Retrieved from http://www.surveymonkey.com/

The Learning Partnership. (2010). GTA School Boards. Retrieved from

http://www.employerregistry.ca/L/GTAen/P2P/TLP/GTASchoolBoards/tabid/599

/Default.aspx

TopPrivateSchools.us. (2011). Top Private Schools in the US. Retrieved from

http://www.topprivateschools.us/top25.asp

York Region District School Board. (2012). Financial Services. Retrieved from

http://www.yrdsb.edu.on.ca/page.cfm?id=BDF000111

Appendix 1

James Lyng

As like other public schools in the Montreal area, James Lyng is regulated by the Commission

Scolaire de Montréal. The secretary admitted that the school administration did not have a strong

power deciding what type of IT system should be implemented in their school; it is the duty of

the school boards to choose what system should be used and the government to specify what

budget should be given for this type of investment.

John F Kennedy

Although this school is also regulated by the Commission Scolaire de Montréal, the director

confessed that course evaluations and surveys for high school students would be very helpful for

teachers. His fear is that this software might be too costly for the benefit it could bring to a

school that is not allowed to make any important change in their structure and overall teaching

methods.

John Grant

As a school dedicated to students with special needs, John Grant does not use any course



20

evaluation or survey practices. The school’s general interest would be geared toward the current

experiences of graduated students; for instance, it would be helpful to know which exact part of

the special program they offer has been beneficial for the students. They do have extra budget to

account for different kinds of investments but this money is usually spent on activities for the

children and equipment for the courses.

John Paul I

John Paul I is known for its very multi-cultural student population. Similarly to the previous

schools interviewed, the administration is not in charge of choosing different evaluation methods

and practices as those are regulated by the school boards. Apparently, these unions already offer

various types of surveys as tools for their teachers, who, will also create and manage small

surveys on their own.

West Island College

Because most schools are not-for-profit organizations, the idea of investing thousands of dollars

for feedback-type software would be quickly dismissed at any school boards.

Hebrew Academy School

As a religious school, they have their own ways of assessing student and teachers feedback.

Their evaluations are geared toward the integration of the religion into regular instructions and

are produced and managed by their employees.

Loyola High School

The school members already encourage students and teachers to voice their opinions. Surveys

and evaluations are given out but no specific conclusion has been drawn from these practices so

far. The school is looking for ways to differentiate itself from other schools and they would

certainly like to have better tools to make concrete changes from students and teachers opinions.

Bialik High School

In their opinion, this kind of software is very expensive and not what their school is looking for

in type of investment geared toward improving the school.

Vincent Massey Collegiate

This school has a very large marketing budget and really strive to be one of Quebec’s top

schools. Even though they are interested in the idea of improving their methods and practices

through evaluation and surveys, they are looking for a solution that will not take up thousands of

dollars every year. Eventually, as the system is well implemented, they will invest more if they

have been able to concretely help the school with the help of those tools.

Collège Régina Assumpta

Surveys and evaluations are widely distributed in this high school. This system has been

implemented a few years ago and they pay a regular licence fee that allows them to keep the

software running. Although we were not able to get the name of the company they are using, our

assumption is that Scantron helps them in the survey area as well as the test area.

Académie Ste-Thérèse

They employ an in-house survey system for general-purpose surveys whereas the teachers will



21

initiate their own survey and evaluation practices. Scantrons are used in these cases to analyze

results faster. They admitted that this type of automated software would be very interesting but

not at any cost: a few thousands may be the maximum they are willing to spend.

Collège Jean Eudes

This school is one of the highest performing school in Quebec. They have their own IT

department that creates and regulates course evaluations and surveys. Before this department was

put into place, the school debate on whether or not they should outsource. They finally chose not

to invest into a third-party software for the main reason that they wanted their IT department to

be one of their competitive advantages. It was also confessed that the cost of doing these

evaluations was very high at the beginning but that in the long-run, their IT staff became very

efficient, which made the overall experience lucrative.

Collège Jean de Bréboeuf

They do already have an in-house system in place that deals with the course evaluations and

general usage of surveys but they are willing to consider outsourcing or buying a software it if

it’s beneficial for them. It is important for them to have an edge over their competitors so if this

product can help them improve their teaching methods, they would be willing to invest. They

also specified that the product would have to be easy to use and easy to customize.

Collège Saint-Sacrement

This school is still using paper evaluations and surveys. Even though it is one of the best ranked

school in the Quebec province, it is not equipped with an IT department capable of dealing with

the type of software eXplorance is currently offering. In the short-term they are considering

continuing to use the traditional paper methods but they are well aware that they will have to

switch to online in the future in order to get better analysis and keep up with the industry.

École d’éducation Internationale

Their school is really focused on international opportunities and languages. They constantly seek

to improve their program but not through surveys or evaluations. Teachers and students are

encouraged to share their opinions and speak with people that are in charge of adapting teaching

practices. In their point of view, evaluations and surveys were not personal enough to get very

good answers and feedback.



22

Appendix 2

Appendix 2a

Appendix 2b

55

29 9 17 10

116

0

20

40

60

80

100

120

140

Barrie London North Bay Ottawa Thunder Bay Toronto (andGTA)

Private School Distribution in Ontario

11

5

1 3 0

19

0

2

4

6

8

10

12

14

16

18

20

Barrie London North Bay Ottawa Thunder Bay Toronto (andGTA)

Independent School Distribution in Ontario



23

Appendix 3

Appendix 3a

Other includes: Oakville-2, Burlington-2, Etobicoke-3, Markham-1, Fergus-1

Appendix 3b

Other: London-1, Newmarket-1, Port Hope-1, Rosseau-1, St.Catherines-1, Thornhill-1,

Waterloo-1, Whitby-1, Aurora-1, Barrie-1, Belleville-1, Collingwood-1, Etobicoke-1, Hamilton-

1, King-1, Lakefield-1

80

12 10 5 9 0

20

40

60

80

100

Toronto Missisauga Scarborough Brampton Other

Private Schools in GTA

12

3 2

13

0

2

4

6

8

10

12

14

Toronto Oakville Richmond Hill Other

Independent Schools in GTA



24

Appendix 4

Independent Schools Toronto Tuition (top

schools):

Bayview Glen School $21,200

Branksome Hall $29,105

Crescent School $28,375

Greenwood College School $29,500

Havergal College $26,520

Royal St. George's College $27,700

St. Clement's School $24,875.00

The Bishop Strachan School $27,440

The York School $26100

Upper Canada College $28,575

Private Schools Toronto Tuition:

Arrowsmith school $23,000

Brighton School $22,185

Can-Aim High School $4800

FieldStone $18,910

Foundation $12,960.00

Ontario International College $13,980.00

Independent Schools (excluding Toronto):

Albert College $22,100

Appleby 32,990

Ashbury $ 20,200

Elmwood $20,400

Hawthorne $16,000

Hillfield $21,768

Holy Trinity $21,450

Lakefield, $28,330

Maclachlan $19,850.00

Pretty River Academy $ 16,030

*Appleby is an outlier

Private Schools (excluding Toronto):

Blyth Academy $10,200

Nancy Campbell Collegiate Institute

$13,600

Wellington Hall Academy $8000

Ottawa Jewish Community School $11,200

26,939

17,315.50

21,911.80

10,750

Independent SchoolsToronto

Private Schools Toronto Independent Schools(excluding Toronto)

Private Schools( excluding Toronto)

Average Tuition Fees For Schools



25

*For our purposes, we have defined independent schools as ones that are part of the Canadian Accredited

Independent Schools (CAIS), however there are some schools that are not part of this association. These schools are

completely independent from the government, and must meet the CAIS standards. Private schools, however, do not

have specific standards, but are also independent from government funding.

Appendix 5

Appendix 6

25

39

33 28

3 05

1015202530354045

Courseevaluations

Evaluateteachers

Evaluate theschool

Give generalcomments on

the school

Other, pleasespecify:

How would you like to evaluate the school?



26

Appendix 7

Other: general evaluation about the school- was random though and not everyone was chosen

With principal

Calling or emailing individual teachers

Meetings with the head of the school

Surveys were random and part of strategic planning. We were able to request meetings

with Guidance Staff, VP and Principal Meetings with the head of the school

Appendix 8

Examples of pricing using the independent schools seen below:

Independent/Private

Schools Tuition Ranking Grades Students

Bayview Glen School

$15,400-

21,200

Preschool-

12 1000

Branksome Hall

$27,105-

$29,105

JK-12 880

Havergal College $26,520

top 25

( in Canada) JK-12 920

Royal St.George's College $27,700

grades 3-12 426

St.Clement's $24,875

top 25

( in Canada) grades 1-12 450

The Bishop Strachan School $27,440

JK-12 900

The York School $26,100

JK-12 560

Upper Canada College $28,575

top 25

( in Canada) K-12 1020

Crescent $28,375

top 25


Toronto French School

$11,710-

$28,120

top 25




27

Crestwood Preparatory

College $19,800

grades 7-12 375

De La Salle Oaklands $9,900

grades 5-12 700

St.Michael's College $12,800

grades 7-12 1080

University of Toronto

Schools $20,875

top 25


Appendix 8a

PERPETUAL

MODEL Evaluations-

year 1

Surveys-

Year 1

Bundle-

Year 1 Year 2 Year 3

Bayview Glen School

$11,368.50

$11,368.50

$17,490.00 $4,000.00 $4,000.00

Branksome Hall

$13,124.48

$13,124.48

$20,191.50 $4,000.00 $4,000.00

Havergal College

$

12,867.40

$

12,867.40

$

19,796.00 $ 4,000.00 $ 4,000.00

Royal St.George's College

$

12,455.30

$

12,455.30

$

19,162.00 $ 4,000.00 $ 4,000.00

St.Clement's

$

11,935.63

$

11,935.63

$

18,362.50 $ 4,000.00 $ 4,000.00

The Bishop Strachan School

$

13,020.80

$

13,020.80

$

20,032.00 $ 4,000.00 $ 4,000.00

The York School

$

12,317.50

$

12,317.50

$

18,950.00 $ 4,000.00 $ 4,000.00

Upper Canada College

$

13,398.13

$

13,398.13

$

20,612.50 $ 4,000.00 $ 4,000.00

Crescent

$

12,940.53

$

12,940.53

$

19,908.50 $ 4,000.00 $ 4,000.00


$

12,073.43

$

12,073.43

$

18,574.50 $ 4,000.00 $ 4,000.00


College

$

10,848.50

$

10,848.50

$

16,690.00 $ 4,000.00 $ 4,000.00

De La Salle Oaklands

$

9,340.50

$

9,340.50

$

14,370.00 $ 4,000.00 $ 4,000.00

St.Michael's College

$

10,400.00

$

10,400.00

$

16,000.00 $ 4,000.00 $ 4,000.00


Schools

$

11,384.43

$

11,384.43

$

17,514.50 $ 4,000.00 $ 4,000.00



28

Appendix 8b

Yearly Fee

(Bundle) Year 1 Year 2 Year 3 Year 4 Year 5

Bayview Glen School

$

10,121.50

$

8,372.50

$

8,372.50

$

7,498.00

$

5,749.00

Branksome Hall

$

11,067.03

$

9,047.88

$

9,047.88

$

8,038.30

$

6,019.15

Havergal College

$

10,928.60

$

8,949.00

$

8,949.00

$

7,959.20

$

5,979.60

Royal St.George's College

$

10,706.70

$

8,790.50

$

8,790.50

$

7,832.40

$

5,916.20

St.Clement's

$

10,426.88

$

8,590.63

$

8,590.63

$

7,672.50

$

5,836.25

The Bishop Strachan School

$

11,011.20

$

9,008.00

$

9,008.00

$

8,006.40

$

6,003.20

The York School

$

10,632.50

$

8,737.50

$

8,737.50

$

7,790.00

$

5,895.00

Upper Canada College

$

11,214.38

$

9,153.13

$

9,153.13

$

8,122.50

$

6,061.25

Crescent

$

10,967.98

$

8,977.13

$

8,977.13

$

7,981.70

$

5,990.85


$

10,501.08

$

8,643.63

$

8,643.63

$

7,714.90

$

5,857.45


College

$

9,841.50

$

8,172.50

$

8,172.50

$

7,338.00

$

5,669.00

De La Salle Oaklands

$

9,029.50

$

7,592.50

$

7,592.50

$

6,874.00

$

5,437.00

St.Michael's College

$

9,600.00

$

8,000.00

$

8,000.00

$

7,200.00

$

5,600.00


Schools

$

10,130.08

$

8,378.63

$

8,378.63

$

7,502.90

$

5,751.45

Equation for: Bundle Price = 10,000(base fee)+0.3(tuition)+2(number of students)+1,500(per

each additional administrator over 1)



29

*0.3 was chosen because the higher the tuition, the more disposable income the school likely

has. However, we did not want to make this number too high since we don’t want the prices

to be too discriminatory.

*2 was chosen because the number of students that the school has is a large indication of the

number of surveys that will likely be administered. As well, the more students, the more

potential for glitches and more surveys, and therefore the more customer service that may be

needed.

-we did not take into account the 4,000$ maintenance fee in year 1 because we don’t want the

cost to be too high and we want to instead lock in the school. The $4000 maintenance fee is

instead the only price charge after year 1 , using this model.

2) Evaluations and Surveys = 0.65*Bundle Price

*0.65 because buying both evaluations and surveys should be more expensive than the bundle

*The base fee is amortized over 5 years, as it was stated that the product is usually amortized over 4.5 years.

Because the company cannot buy the product for half a year, 5 years was used. More emphasis was placed on the

first few years in order to ensure higher revenue at the beginning.

Appendix 9

Attendees 2012

Count of Company Name

Company Name Total

TDSB 28

Centennial College 6

Toronto District Christian High School 4

Memorial University of Newfoundland 4

1) Year 1=0.35*Bundle Price + 4000

2) Year 2=0.25*Bundle Price + 4000

3) Year 3= 0.25*Bundle Price + 4000

4) Year 4= 0.20*Bundle Price +4000

5) Year 5= 0.10*Bundle Price + 4000

6) Year 6 and on= 4000

* Prices for consumers who only want to buy surveys or evaluations should be these

numbers multiplied by 0.65. However, after year 5, the price should be $4000/year.



30

Bruce-Grey Catholic District School Board 4

Seneca College 4

Renfrew County Catholic District School Board 3

CECCE 3

Algoma District School Board 3

Limestone District School Board 3

Renfrew County Catholic District School Board 2

College Sainte-Anne de Lachine 2

Vancouver Talmud Torah School 2

Calgary Board of Education 2

MindShare Learning 2

Confederation College 2

Turning Technologies 2

George Brown College 2

Yellowknife Catholic Schools 2

King’s Christian Collegiate 2

Lester B. Pearson School Board 2

Shawnigan Lake School 1

British Columbia Institute of Technology 1

District School Board of Niagara 1

Fleming College 1

Ryerson University 1

Fujitsu Canada - Imaging Division 1

Thorvin Electronics Inc. 1

Algonquin College 1

Waterloo Catholic School Board 1

Government of Yukon, Department of Education 1

Rowntree Montessori Schools 1

Grant MacEwan University 1

Selwyn House School 1

Havergal College 1

Crescent School 1

Holy Name of Mary College School 1

Trent University School of Education and Professional

Learning 1

Canadian Memorial Chiropractic College (CMCC) 1

University of New Brunswick 1

King's University College 1

Fanshawe College 1

Lakeland College 1

Collingwood School 1

Lambton College 1

Royal Roads University 1

Absolute Software 1

School District #71 (Comox Valley) 1

CCNB 1

Aerohive Networks 1



31

Lloydminster Public School Division 1

Sir Sandford Fleming College 1

Loyalist College 1

Tenet Computer Group 1

Medicine Hat College 1

Discovery Education Canada 1

BenQ Canada Corp. 1

Trinity Christian School 1

Bishop’s College School 1

University of Alberta 1

OKI Printing Solutions 1

Durham College, Student Academic Learning Services 1

Pearson Canada 1

Elliot Lake Secondary School 1

Queen's University 1

Regina Catholic Schools 1

(blank)

Grand Total 129

Appendix 10

Below are some highlights of agenda so far for this year’s conference:



32

Day One – Tuesday, February 26th

8:30 AM Case Studies: York Region District School Board & OISE

Develop a Practical Roadmap to Integrate Education Technology into Your Classroom

10:00 AM Mid-Morning Networking Break

Interact with conference speakers and fellow attendees. Secure important new business contacts

and talk about crucial developments in your field.

10:30 AM How to Use Analytics with Current Education Technology to Improve Teaching

and Learning

1:15 PM Case Study: Calgary Science School

Evaluate the Budgetary Decisions and Criteria Behind a Technology Implementation

Strategy

2:45 PM Mid-Afternoon Networking Break

Interact with conference speakers and fellow attendees.

3:15 PM Case Study: Algonquin College

Day Two - Wednesday, February 27th

10:30 AM Cloud Computing

Maximize Your Investment in Education and Benefit from Cloud-Computing Technology

4:00 PM K-20 Panel

How Can Education Technology Bridge the Gaps between K-12 and Post-Secondary

Education



33

Appendix 11

Thank you for your interest in our upcoming 3rd

Annual Education Technology Summit. This

two-day event will be held on February 27th

and 28th

, 2013 in Toronto.

During our discussion you mentioned to me some key components to what the Mcgill University

and its Partner would consider to be a successful sponsorship opportunity.

1) Speak and educate an audience of key target market delegation about Mcgill University

and its Partner’s latest student survey technology

2) An exhibit booth to showcase one on one the benefits of the new application and to aid in

the networking and lead generation initiatives

3) Augment Mcgill University and its Partner’s initiative to capitalize on and broaden brand

awareness and market presence primarily to the Ontario market. To aid in the marketing

of their new online content.

We are excited to provide you with solutions that can help you achieve all of these objectives. By

partnering in this executive-level event Mcgill University and Partner will benefit in these ways:

1) SHOWCASE McGILL UNIVERSITY AND ITS PARTNER’S LATEST PRODUCTS:

Utilize our summits educational style format to further promote and showcase the

organizations knowledge and expertise within educational technology.

A 45 minute speaking platform will allow Mcgill University and it’s Partner to send a senior

executive to showcase his/her expertise in the subject area, while highlighting the features,

advantages and benefits of Mcgill University and its Partner’s suite of solutions and products.

As the sole presenter of the session, Mcgill University and its Partner will have the undivided

attention of the audience, maximizing your opportunity to showcase your leadership and

expertise.

A case study format is highly encouraged and welcome. We would be happy to work together to

draft a session title, description and speaking points that best fit your needs, as well as the

content quality we always strive to maintain. The audience is often most receptive when the

session is anchored by best practices, tips and advice. This is an excellent way to help educate

and advance the knowledge of educational technology professionals, while at the same time,

allow the excellence of your people, products and services to shine through.



34

2) PRODUCT/BRAND SHOWCASE: Demonstrate your solutions and foster unique

business relationships one on one with your potential clients and networking partners at a

designated booth for the Mcgill University and its Partner.

To further the Mcgill University and its Partner’s objective to connect with your target audience,

we also include a 10 x 10 exhibit display booth or tabletop display on the trade show floor

limited to seven to eight participants.

We offer a number of high-impact on-site networking functions and an exhibit area designed to

be the heart of the event. Our booths are set up in the same area as where breakfast, breaks and

lunches are held to make sure you get the best traffic flow. This ensures you are able to have as

many one-on-one conversations with the 80-100+ attendees at this event.

3) BRAND EXPOSURE: Augment the Mcgill University and its Partner’s initiative to

increase brand awareness to aid in the goals to increase market awareness of the

universities new online content to primarily the Ontario market.

We help maximize and enhance your brand exposure leading up to the event, as well as onsite at

the summit.

Your logo on SI website with a direct link to your website. In addition to the biweekly

email campaigns done internally, our conference website is also promoted by our

partners.

Logo placement in all promotional materials including any advertisements in industry

publications.

Your logo on the conference signage, which is placed right upfront at the registrations

desk as well as in the conference room. This will be seen by all of our attendees as soon

as they walk in.

Your Investment: $9,995

I have attached our detailed agenda with confirmed speakers. This conference brings together

exactly the executives you want to connect with. The attached attendee list will highlight the

attendees from our last Education Technology Summit.

We look forward to your involvement at this exciting event!

Kind regards,

Scott Carter



35

Sponsorship Manager

[email protected]

1-866-298-9343 ext.229

Appendix 12

Range of Prices: $102-$139, Source: skyscanner.com

Average Price for each month = 118.5 (February) and 121 (March)

Average Price = 120 (rounded) / flight

Cost = $240 + tax (around 145%) =$588

Appendix 12a

Technology Summit, Ontario School Board Trustees Association, CAIS and cost for targeting schools

in Toronto

Prices per person:

-food $50/day

-hotel $150/night for 2 people

-flight $588/person

Appendix 12b

CAIS Price per person:

-flight- $750

-all other costs the same as Appendix 9a



36

Appendix 13



37



38



39

Appendix 14

Example of the Sponsor shown on the CIS website

Appendix 15

Appendix 15a

Toronto schools (top schools)

Top Schools in Toronto Address Phone Number

Bayview Glen School 275 Duncan Mill Road, Toronto, ON,M3B 3H9 (416) 443-1030

Branksome Hall 10 Elm Avenue , Toronto ,ON, M4W 1N4 (416) 920-9741

Havergal College 1451 Avenue Road, Toronto, ON M5N 2H9 (416) 483-3843

Royal St.George's College 120 Howland Avenue, Toronto, ON M5R 3B5 (416) 533-9481

St.Clement's 21 St Clements Avenue, Toronto, ON M4R 1G8 (416) 483-4835

The Bishop Strachan School 298 Lonsdale Road, Toronto, ON M4V 1X2 (416) 483-4325



40

The York School 1320 Yonge Street Toronto, ON M4T 1X2 (416) 926 -1325

Upper Canada College 200 Lonsdale Road, Toronto, ON, M4V 1W6 (416) 488-1125

Crescent 2365 Bayview Avenue, Toronto, ON, M2L 1A2 (416) 449-0952


306 Lawrence Avenue East, Toronto, ON M4N

1T7 (416) 484-6533


College 217 Brookbanks Dr, Toronto, ON M3A 2T7 (416) 391-1441

De La Salle Oaklands 131 Farnham Ave. Toronto, ON M4V 1H7

(416) 969-

8771

St.Michael's College 81 Saint Mary St, Toronto, ON M5S 1J4 (416) 926-1300


Schools 371 Bloor Street West, Toronto, ON, M5S 2R7 (416)978-3212

Appendix 15b

Outside of Toronto (top schools)

Top 25 in Canada (outside

Toronto) Address Phone Number

Appleby College (most expensive

in Canada)

540 Lakeshore Road West, Oakville, ON

L6K 3P1 (905) 845-4681

Lakefield College

4391 County Road 29, Lakefield, ON

K0L 2H0 (705) 652-3324

Ridley College

2 Ridley Road, St. Catharines, ON L2R

7C3 (905) 684-1889

St.Andrew's College

15800 Yonge Street, Aurora, ON L4G

3H7 (905) 727-3178

Trinity College School

55 Deblaquire Street North, Port Hope,

ON L1A 4K7 (905) 885-3217



41

Appendix 16

Day 1:

Start at Toronto French School (A), Crescent (B), Bayview Glen School (C) and Crestwood Prep

(D).

Day 2:

Start at St.Clement’s (A), Upper Canada College (B) , Bishop Strachan School (C) and De la

Salle Oaklands (D).



42

Day 3:

Start at Branksome Hall (A), The York School (B) and then Havergal (C).

Day 4:

Start Royal St.George’s College (A), University of Toronto Schools (B) and then St.Michael’s

College (C).



43

Appendix 17

Appendix 18

Question that was asked to parents: If any changes that are being made to the school, which

could possibly change the tuition, how would you like to be notified?

Appendix 19

List of Canadian Accredited Independent Schools

Toronto

Bayview Glen School – K-12

Branksome Hall – K-12

Crescent School – 3-12

Greenwood College School – 7-12

Havergal College – K-12



44

Montcrest School – K-8

Robbins Hebrew Academy – K-8

Royal St. George’s College – 3-12

St. Clement’s School – 1-12

TFS-Canada’s International School – Age 2-Grade 12

The Bishop Strachan School – K-12

The Rosedale Day School – K-8

The Sterling Hall School – K-8

The York School – K-12

Upper Canada College – K-12

Ontario (outside of Toronto)

(School Name: Location – Grades)

Albert College: Belleville – Pre K-12

Appleby College: Oakville – 7-12

Ashbury College: Ottawa – 4-12

Elmwood School: Ottawa – K-12

Hawthorn School for Girls: North York – K-12

Hillfield Strathallan College: Hamilton – Jr. K-12

Holy Trinity School: Richmond Hill – K-12

Kempenfelt Bay School: Barrie – K-8

Kingsway College School: Etobicoke – 1-8

Lakefield College School: Lakefield – 8-12

MacLachlan College: Oakville – K-12

Matthews Hall: London – Jr. K-8

Pickering College: Newmarket – K-12

Pretty River Academy: Collingwood – K-12

Ridley College: St. Catherines – K-12

Rosseau Lake College: Rosseau – 7-12

St. Andrew’s College: Aurora – 5-12

St. John’s-Kilmarnock School: Waterloo Region (Breslau) – K-12

St. Mildred’s-Lightbourn School: Oakville – K-12



45

The Country Day School: King – K-12

TMS School: Richmond Hill – K-12

Toronto Waldorf School: Thornhill – K-12

Trafalgar Castle School: Whitby – 5-12

Trinity College School: Port Hope – 5-12

Alberta

Calgary Jewish Academy: Calgary – Nursery-Grade 9

Lycee Louis Pasteur: Calgary – K-12

Rundle College: Calgart – Pre K-12

Strathcona-Tweedsmuir School: Okotoks – 1-12

West Island College: Calgary – 7-12

British Columbia

Brentwood College School: Mill Bay – 9-12

Collingwood School: West Vancouver – Jr. K-12

Crofton House School: Vancouver – Jr. K-12

Fraser Academy: Vancouver – 1-12

Glenlyon Norfolk School: Victoria – Jr. K-12

Island Pacific School: Bowen Island – 6-9

Meadowridge School: Maple Ridge – K-12

Mulgrave School: West Vancouver – K-12

Queen Margaret’s School: Duncan – K-12

Shawnigan Lake School: Shawnigan Lake – 8-12

Southridge School: Surrey – K-12

St. George’s School: Vancouver – 1-12

St. Margaret’s School: Victoria – Preschool-Grade 12

St. Michaels University School: Victoria – K-12

West Point Grey Academy: Vancouver – K-12

York House School: Vancouver – Jr. K-12

Manitoba

Balmoral Hall School: Winnipeg – K-12

Gray Academy of Jewish Education: Winnipeg – K-12



46

St. John’s-Ravenscourt School: Winnipeg – K-12

New Brunswick

Rothesay Netherwood School: Rothesay – 6-12

Newfoundland

Lakecrest St. John’s Independent School: St. John’s – K-9

Nova Scotia

Armbrae Academy: Halifax – Preschool-12

Halifax Grammar School: Halifax – Jr. K-12

King’s-Edgehill School: Windsor – 6-12

Sacred Heart School of Halifax: Halifax – Jr. Primary-Grade 12

Quebec

Academie Solomon Schechter Academy: Montreal – Jr. K-6

Akiva School: Westmount – K-6

Beth Jacobs: Outremont – K-12

Bishop’s College School: Sherbrooke – 7-12

Centennial Academy: Montreal – 7-CEGEP

Ecole Maimonide: Ville Saint-Laurent – Jr. K-12

Hebrew Academy: Cote St. Luc – K-12

Hebrew Foundation School: Dollard des Ormeaux – K-6

JPPS-Bialik: Montreal – K-11

Lower Canada College: Montreal – K-12

Miss Edgar’s & Miss Cramp’s School: Westmount – K-11

Selwyn House School: Westmount – K-11

St. George’s School of Montreal: Montreal – K-11

Stanstead College: Stanstead – 7-12

The Priory School: Montreal – K-6

The Sacred Heart School of Montreal: Montreal – 7-11

The Study: Westmount – K-11

Trafalgar School for Girls: Montreal – 7-11

Saskatchewan

Athol Murray College of Notre Dame: Wilcox – 9-12



47

Appendix 20

Appendix 20a

America’s Best Prep Schools – Forbes

School Name Rank State City

College Preparatory School 17 CA Oakland

Harvard-Westlake 12 CA North Hollywood

Hopkins School 19 CT New Haven

Deerfield Academy 20 MA Deerfield

Groton School 15 MA Groton

Milton Academy 16 MA Milton

Noble and Greenough School 18 MA Dedham

Phillips Academy Andover 3 MA Andover

Roxbury Latin 5 MA West Roxbury

The Windsor School 10 MA Boston

Phillips Exeter Academy 6 NH Exeter

St. Paul's 8 NH Concord

Lawrenceville School 14 NJ Lawrenceville

Collegiate School 7 NY New York

Horace Mann 2 NY Bronx

The Brearley School 4 NY New York

The Chapin School 11 NY New York

The Dalton School 13 NY New York

The Spence School 9 NY New York

Trinity School 1 NY New York



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Appendix 20b

Top 25 Private Schools in the US

School Name State City Enrollment

Chapin School NJ Princeton 314

Choate Rosemary Hall CT Wallingford 850

Collegiate School VA Richmond 1545

Commonwealth School MA Boston 151

Dalton School NY New York 1306

Deerfield Academy MA Deerfield 630

Groton School MA Groton 372

Harvard Westlake School CA Studio City 1597

Hopkins School CT New Haven 681

Horace Mann School NY Bronx 1781

Hotchkiss School CT Lakeville 595

Lawrenceville School NJ Lawrenceville 815

Middlesex School MA Concord 375

Milton Academy MA Milton 975

Noble and Greenough School MA Dedham 591

Phillips Academy MA Andover 1109

Phillips Exeter Academy NH Exeter 1000

Roxbury Latin School MA West Roxbury 294

St. Mark's School MA Southborough 337

St. Paul's School NH Concord 537

The Brearley School NY New York City 695

The College Preparatory School CA Oakland 350



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The Spence School NY New York City 690

The Winsor School MA Boston 429

Trinity School NY New York City 992

Appendix 20c

Top Ten College Prep and Boarding Schools in the US

School Name State City Enrollment Tuition

Phillips Exeter Academy NH Exeter 1062 $29,920-38,720

Phillips Academy Andover MA Andover 1100 $31,100-39,900

Deerfield Academy MA Deerfield 630 $30,060-41,900

The Hotchkiss School CT Lakeville 595 $35,700-41,885

Lawrenceville NJ Lawrenceville 795 $34,680-42,350

St. Paul's School NH Concord 535 $42,900

Middlesex School MA Concord 375 $36,870-42,900

The Groton School MA Groton 375 $35,090-46,790

The Taft School CT Watertown 575 $32,500-43,775

Kent School CT Kent 560 $35,900-45,300

Appendix 21

Massachusetts Schools:

School Name

Number of

Appearances** City Enrollment*

Tuition*

(Day/Boarding)

Commonwealth School 1 Boston 151 $36,169

Deerfield Academy 3 Deerfield 630 $30,060/41,900

Groton School 3 Groton 372 $35,090/46,790

Middlesex School 2 Concord 375 $36,870/42,900



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Milton Academy 2 Milton 975 $36,100

Noble and Greenough School 2 Dedham 591 $35,400

Phillips Academy 3 Andover 1109 $31,100-39,900

Roxbury Latin School 2 West Roxbury 294 $24,300

St. Mark's School 1 Southborough 337 $37,450/$46,900

The Winsor School 2 Boston 429 $34,025

*This information may be helpful in determining pricing

Appendix 22

Complete List of Private Secondary Schools in Massachusetts

According to the National Association of Independent Schools (next page)



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School Name City State School Name City State

Austin Preparatory School Reading MA Middlesex School Concord MA

Bancroft School Worcester MA Milton Academy Milton MA

Beaver Country Day School Chestnut Hill MA Miss Hall's School Pittsfield MA

Belmont Hill School Belmont MA Newton Country Day School of the

Sacred Heart Newton MA

Berkshire School Sheffield MA Noble and Greenough School Dedham MA

Boston College High School Boston MA Northfield Mount Hermon School Mount Hermon MA

Boston Trinity Academy Boston MA Notre Dame Academy Worcester MA

Boston University Academy Boston MA Phillips Academy Andover MA

Brimmer and May School Chestnut Hill MA Pingree School South Hamilton MA

British School of Boston Boston MA Riverview School East Sandwich MA

Brooks School North Andover MA Saint John's High School Shrewsbury MA

Buckingham Browne & Nichols

School Cambridge MA School Year Abroad Lawrence MA

Buxton School Williamstown MA St. John's Preparatory School Danvers MA

Cambridge School of Weston Weston MA St. Mark's School Southborough MA

Cape Cod Academy Osterville MA St. Sebastian's School Needham MA

Catholic Memorial School West Roxbury MA Stoneleigh-Burnham School Greenfield MA

Chapel Hill-Chauncy Hall School Waltham MA Tabor Academy Marion MA

Commonwealth School Boston MA Thayer Academy Braintree MA

Concord Academy Concord MA The Academy At Charlemont Charlemont MA

Cushing Academy Ashburnham MA The Governor's Academy Byfield MA

Dana Hall School Wellesley MA The MacDuffie School Granby MA

Deerfield Academy Deerfield MA The Rivers School Weston MA

Doctor Franklin Perkins School Lancaster MA The Roxbury Latin School West Roxbury MA

Eagle Hill School Foundation of MA Hardwick MA The Williston Northampton School Easthampton MA

Falmouth Academy Falmouth MA The Winchendon School Winchendon MA

Gann Academy Waltham MA The Winsor School Boston MA

Groton School Groton MA Ursuline Academy Dedham MA

International School of Boston Cambridge MA Walnut Hill School for the Arts Natick MA

Landmark School Prides Crossing MA Waring School Beverly MA

Landmark School - High School Prides Crossing MA Wilbraham & Monson Academy Wilbraham MA

Lawrence Academy Groton MA Willow Hill School Sudbury MA



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Appendix 23

School Boards in the Greater Toronto Area

Peel District School Board

Dufferin-Peel Catholic District School Board

Toronto District School Board

Toronto Catholic District School Board

Durham District School Board

Durham Catholic District School Board

York Region District School Board

York Region Catholic Schools

Conseil scolaire de district catholique Centre-Sud

Conseil scolaire Viamonde

Appendix 24

Appendix 24a

Peel District School Board: 2012-2013 Budget Predictions

Total Number of Schools: 248

o Total Number of Students (JK-12): 143,401

o Averages 578.2 students/school

Elementary Schools (JK-8): 203

o 99,598 Students


o 203/248 = 81.9% of schools

o 99,598/143,401 = 69.5% of students

Secondary Schools: 45

o 43,803 Students


o 45/248 = 18.1% of schools

o 43,803/143,401 = 30.5% of students

Total Estimated Expenditure: $1,554,440,691

o Represents a 1.5% decrease from 2011-2012

Learning Technology Support Services (LTSS) Budget: $26,010,104

o Demonstrating a 16.1% increase from 2011-2012

Lexington Christian Academy Lexington MA Worcester Academy Worcester MA



53

o $181.38/student

o $104,879.45/school

*Allocating Learning Technology Support Services Budget 60-40% in favour of

Secondary Schools (per student)

o Elementary Schools:

[(0.695*26,010,104) + (0.4*26,010,104)]/2 = $14,240,531.94 Elementary School

LTSS Budget

o Secondary Schools:

[(0.305*26,010,104) + (0.6*26,010,104)]/2 = $11,769,572.06 Secondary School

LTSS Budget

$11,769,572.06/45 = $261,546.05 LTSS budget per school

$11,769,572.06/43,803 = $268.69 LTSS budget per student

If eXplorance charged $8/student: $350,424

$350,424/$11,769,572.06 = 2.97% of Secondary School LTSS Budget

$350,424/45 = $7,787.20/school

Market it as either $8.00/student, $350,000 for the school board, or as

3% of their Learning Technology Support Services budget

Appendix 24b

York Region District School Board: 2012-2013 Budget Predictions

Total Number of Schools: 201

o Total Number of Students: 121,351


Elementary Schools: 170

o 81,185 Students


o 170/201 = 84.6% of schools

o 81,185/121,351 = 66.9% of students

Secondary Schools: 31

o 40,166 Students

o Averages 1,295.7 students/school

o 31/201 = 15.4% of schools

o 40,166/121,351 = 33.1% of students

Total Estimated Expenditure: $1,214,828,000

o Represents a 1.7% increase from 2011-2012

Total Information Technology (IT) Budget = $17,054,783

o IT – Equipment Supplies and Services Budget = $6,455,000

o Equipment, Supplies, and Services (ESS) represents 37.8% of IT Budget

o Inconsequential increase from 2011-2012

Budget Breakdown

o Total IT Budget: $140.54/student, $84,849.67/school



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o Equipment, Supplies & Services Budget: $53.19/student, 32,114.43/school

*Allocating IT – Equipment Supplies and Services Budget 60-40% in favour of

Secondary Schools (per student)

o Elementary Schools:

[(0.669*6,455,000) + (0.4*6,455,000)]/2 = $3,450,197.50 Elementary School

ESS Budget

o Secondary Schools:


ESS Budget

$3,004,802.50/31 = $96,929.11 ESS budget per school

$3,004,802.50/40,166 = $74.81 ESS budget per student

If eXplorance charged $7.50/student: $301,245

$301,245/$3,004,802.50= 10.3% of Equipment, Supplies, & Services

Budget $301,245/31 = $9,717.58/school


Total IT Budget

$301,245/$7,939,001.46 = 3.79% of Total IT Budget

Market it as either $7.50/student, $300,000 for the school board, 10% of Equipment,

Supplies, and Services budget or as 3.8% of their Total IT budget

Appendix 25

Logos – All creative work is available in high resolution upon request



55



56

Small version of the logo

Business Cards



57

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Documents

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