What was the problem? According to Melia, the previous owner of the nursery had, like many others, been caught up in the day-to-day running of the setting and had not put anything back into the business. Not enough attention was being paid to the tasks of marketing and accounts.
How did she turn it around? By investing in quality. The nursery now employs enough staff so that the manager and assistant are not counted in staff-to-child ratios. This leaves them free to focus on levels of service and build a rapport with parents, which brings in more business. Additional staff were employed to focus on administration, accounting and marketing. Also, savings were made through tough negotiating with suppliers for food and other resources and cutting back on what is not considered essential.
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