Contract formation

Following verification of the correct terms of the contract by the parties, and the signing of the contract for a chartered chartered union and the payment of the corresponding fees, the parties formally entered into a branding partnership in accordance with the terms of the contract。

2. Site selection assessment

Following the conclusion of the branding partnership, the "smoke" headquarters recruitment department is responsible for providing suitable sites or sites to participate in the association, making reasonable assessments and making proposals for the construction of schools。

3. Renovation design

Upon completion of the site, the headquarters engineering department, which provides detailed renovation programmes designed on the basis of the physical door shop, including the door shop impact maps, construction plans and reasonable offers, will finalize the construction。

4. Staff recruitment

The campus has entered the renovation phase, supported by recruitment by the "smoke" personnel department, which mobilizes headquarters personnel resources for recruitment. The recruitment is subject to mutual consent。

5. Staff training

New entrants are trained by their counterparts at headquarters (market, teaching, operations, personnel, finance) to meet the requirements of their posts and export them to the corresponding school district for normal work。

6. Purchase of materials

Once the renovation programme has been determined, and depending on the size of the campus and the classroom division, a reasonable material distribution list is provided by the "smuggle" headquarters procurement department, which pays contributions after confirmation of amounts and amounts are not disputed, and when the payments are completed, the procurement department distributes them。

Environment creation

One month before the new school renovation was delivered, the campus environment creation programme was provided by the tutorial department of the "smuggles" headquarters, and seven days were set aside by the chief arts officer to lead the environmental creation work with the staff of the corresponding campus。

Viii. Equipment

Once basic school conditions are in place, the new school budget is drawn up by the department of "smuggles" operations, and the budget plan is validated jointly by the head of headquarters and the new school as a work plan for the year。

Web outreach

From the moment the contract was signed, the "smuggle" network operating department took over the new school network extension, which was processed by the new school director or associate and provided the corresponding documents, licences, etc., and shared the headquarters network resources for network promotion and maintenance。

10. Market activities

Once the basic conditions are in place, the new pre-academic programme, the opening programme and the market activities programme are developed by the market department, which is implemented by the new school team。

Operational management

Since the opening of the new school, all school districts have been under the unified administration of the operational department of the "smuggles" headquarters, with equal rights and common obligations, whether associated or direct. Headquarters is obliged to exercise strict supervision and control over each school district, which is obliged to perform the tasks set by the headquarters and to comply with corporate rules and regulations, including performance, participation in regular corporate meetings and training in the market and teaching。

Created in 2018 as a young art institution, it is committed to bringing the concept and quality of its services to the second and third-line cities, so that more families enjoy high-priced experiences without discrimination. As a start-up enterprise in a young children's art training industry, based on a combination of factors such as the current state of the industry, team capacity, brand concept, social environment, the objectives of the establishment can be divided into the following:

Business objectives: at present, there are many brands of children's art training institutions in the market, with varying levels of learning and infrequentity, and with the development of the industry and the adjustment of the market, it is inevitable that they will prevail. On this occasion, we have injected fresh blood into the industry, seeking to occupy the country's second- and third-line cities within five years, bringing the number of shops to 100. In the seventh year, we began to lay a front-line city, occupy the national market for 10 years, ensure the establishment of a direct camp flagship shop in each of the major cities, and expand brand-union shops around them to 500 national sizes。

Industry objectives: as a training institution for children's fine arts, it will adhere to the quality of teaching and services as the focus of its products, create innovative lifestyle closed loops through diversified teaching methods and family value-added services, enhance customer vis-à-vis brands and become community-based platforms。

Social objectives: to develop and encourage the individual development of students through branded ecological chains, with the ultimate focus on children's fine arts, becomes a useful resource for society and has an independent and brilliant vision of life。