Business Plan For “Little Stars” Child Care Centre

Business Plan For “Little Stars” Child Care Centre Jeddah, Saudi Arabia


“Little Stars” childcare center will be the first international standard childcare center to be established in Saudi Arabia and will be located in Jeddah city. The owner estimates that she will require $53,000 in order to launch the operations of this business successfully. The owner will invest $10,000 in this project and she is seeking additional funding amounting to $43,000 from the Saudi Credit and Saving Bank.

1.1 The company

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“Little Stars” is going to be a limited liability company. The founder does not have prior experience in childcare but she has got a management degree and skills and some practical knowledge on childcare that will greatly support her in operating the business. She also plans to enroll in an online “childcare services” course to obtain formal qualification working with children.

1.2 services

The “Little Stars” childcare center is going to exploit an opportunity emerging from the increasing need for institutionalized childcare services in Saudi society and is going to provide the services to the residential community surrounding Al-Safa district in Jeddah.

1.3 Business/Market strategy

Market analysis confirms that the strategy of the proposed business will be successful. The elements of the company’s strategy include providing of offering sales discounts, promotions and advertisement of our services through various media.

1.4 Financial projections

The business projects $14,000 and $10,575 monthly revenues and expenses per month respectively, which are expected to remain constant during the first year. These figures are expected to give an annual gross profit of $41,100 and a positive cash flow of $68,073.


2.1 Name of the Business

The name of the business plays an important role for marketing purposes. Thus, after careful consideration, the childcare center will be known as “Little Stars”.

2.2 Ownership of the Business

 The business will be established as a limited liability company and owned 100% by the founder. There are no regulations in Saudi Arabia to establish a special entity for childcare centers. Thus, most of the operations will be carried out under generally accepted business rules.

2.3 Vision Statement

Little Stars is dedicated to becoming the leader in providing international level childcare services in Saudi Arabia.

2.4 Mission Statement

The mission of little stars is to provide quality childcare services to local and foreign residents of the Jeddah city where kids can grow smile and socialize. The organization aims at operating in harmony with parents and to excel in providing secure, reliable, demanding service in accordance with international standards in the Jeddah city.

2.5 Services

Little Stars will provide childcare services to the Jeddah residential community (Al-Safa district) located within 10 km radius of the proposed center location.

2.6 Business location and facilities

The proposed business location will be at a villa located in Al-Safa district in Jeddah, which is offered for lease. The property has necessary facilities including indoor and outdoor facilities with an area of 400 square meters of indoor space and 500 square meters of outdoor space.

2.7 Business registration

The registration of the business will take three main steps:

  1. The registration of the company via the Unified Registry/Ministry of Commerce and Industry
  2. Opening bank account with the Saudi credit and savings bank
  3. Signing the articles of association in witness of a notary public

The whole process may take up to 10 days to start the business.

2.8 Legal requirements

The business will be in compliance with the rules and regulations of the Safety department and Jeddah municipality. The owners will obtain the required operating licenses. Our preliminary investigation showed that currently, there are no strict regulations and formal license, specifically license for childcare services is not required. However, we anticipate that the government will take the necessary steps to regulate this industry upon an increasing number of providers.

2.9 Total set up costs

The following figure provides outline of the setup cost of the business. The property will be leased prior to the establishment of the business to install the furniture and reconstruct certain areas including toilets and kitchen for easy access and use by the children.

Table 1.0 Set up costs

Setup Cost at the Beginning of 2013  
Registration fee to open a child care centre $500
(Preliminary Expenses)  
Furniture & Equipment $20,500
Furniture $5000
Air-conditioning  Facilities $5000
Toys $3000
Computer & Printers $5000
Safety equipment $1500
Cleaning Equipment $750
Stationeries $250
Advance Rent $10,000
(Monthly Rent @$2000)  
Visa Processing fees to be paid to government to  
hire four foreign experts @3000 $12,000
Minimum Cash balance Required $10,000
Total Setup Cost $53,000
Investment by Owner $10,000
sInterest free loan from Bank $43,000
Total Long-term Capital $53,000

Little stars require capital of $53,000 in order to launch its operations successfully.

2.10 Business loan and terms

Out of the required capital of $53,000, the owner of Little Stars will invest $10,000 in this project and she is seeking additional funding amounting to $43,000 from the Saudi Credit and Savings Bank. This financial institution provides interest-free loan for small and medium enterprises with long term payment terms and conditions.



3.1 Market opportunity

Little stars child care is a business that is increasingly becoming necessary in Saudi Arabia. There has been a tremendous rise in the number of women joining workforce in the Kingdom, which has created an opportunity for the enterprising individual – childcare (Phillips, 2010). In a study conducted by American Debu, (2008) on Saudi women, they advised that they would highly welcome an opportunity to take their children to a facility that would take care of them during business hours. This opportunity has been driven by various developments in the Kingdom, recently. First, the Saudi government has established policies aimed at providing women with more opportunities to participate in the workforce.  Secondly, the government has established policies that make it more difficult for locals to hire foreigners to work as nannies or housemaids, including increasing visa costs for such persons (Santolan, 2011). As well, the government has been increasingly investing in large infrastructure projects and increased spending on the education and health sectors. Generally, there is no doubt that there is a room in the market for the growth of a childcare facility providing high quality services in Saudi Arabia.

3.2 Market growth

Saudi Arabia is an oil-rich country with the majority of the labor force employed in oil industries (International human development indicators, 2011).  The following figure provides key statistics for Saudi Arabia. As the figure shows the population of Saudi Arabia is increasing rapidly. The GDP per capita is very high compared to developing countries.

Table 2.0: Key Statistics – Saudi Arabia

Source: Lasalle (2010, p. 2)

The Saudi government has recently taken measures to increase the income of households. This included a large increase in civil service employment and wages. On average Saudi family earns around $5000 per month, (International human development indicators, 2011).

3.3 Target market

Little stars will be established in Jeddah city, Saudi Arabia. Jeddah is a commercial and industrial city and its economy remains very strong compared to other cities (Lasalle, 2010, p. 3). Gross Domestic Product (GDP) in the Makkah region, for which Jeddah and Makkah are the economic engines, is 217.5 billion SAR ($58 billion USD), the third-highest in the Kingdom. Jeddah’s economy has diversified around activities related to the Jeddah Islamic Port and to the global network of Islamic business (Jeddah Strategic Plan, 2011). It is expected that the economy of the Jeddah will grow substantially driving the household income to increase.

3.4 Target market Demographic Analysis

Jeddah’s total population is estimated at around 3,400,000 and by 2029 it is expected to grow to over 5,000,000 (CIA World Factbook, 2011). The current population is made up of 52% Saudi nationals and 48% Non-Saudi nationals, which demonstrates the city’s demographic diversity. The population is roughly equally split between males and females. The following is the approximate population structure in Saudi Arabia provided by CIA World Factbook (2011).

  • 0-4 years of age: 10 %
  • 5-14 years of age: 19.4%
  • 15-64 years of age: 67.6%
  • 65 years and over: 3%

The birth rate in Saudi Arabia is 19.34 children per 1000 population. The population growth rate is 1.536% (CIA World Factbook, 2011). The percentage of children in the kingdom is thus expected to increase with time, given the current trend. This same structure holds for Jeddah region.

 3.5 Competitor analysis

The customs and culture in the Saudi Kingdom require working mothers to either have a housemaid or a nanny to take care of children at home, (American Debu, 2011). A few daycare centers exist but are more like playgroups and they do not usually accept children below the age of two years. They also work for condensed hours such as from 8.00 hours to 1200 hours. Some childcare facilities are available in Western compounds where working expats live. Some regional shopping centers offer childcare while parents are doing shopping (American Debu, 2011).

In Jeddah, there is one childcare entre called Mommy Deb’s Day Care, located in Salamah District. It operates from 7 am until 3 pm every day except Friday, with some care available into the evenings (Deb’s Day Care, 2011). The facility provides care for children of all ages, including infants.

  • Strengths of Mommy Deb’s Day Care: It is already established in the area.
  • Weaknesses: limited hours of operation, the lower standard of services

3.6 Competitive advantages

From our market research, there are three distinct areas that little stars will have competitive advantages over the competitor. These are extended hours of operation, provision of services with international standards and employment of staff with high levels of knowledge in the childcare business.


4.1 Objectives

  1. Our strategic objectives will be as follows:
  2. To provide quality care
  3. To comply with international standards for childcare services
  4. To realize monthly revenue in the range shown in Table 4
  5. To maintain a good reputation in the community

4.2 Strategy

The market analysis shows that we can take advantage of an unexploited market niche in the targeted location, in Saudi Arabia. Little stars will be work to achieve and maintain a competitive edge, given that there is no competitor offering the targeted concept and quality of childcare services. We will work hard to maintain our strategy, business development, marketing, and fulfillment. In essence, our strategy will be focused on providing international standards of childcare services, to maintain flexibility in the hours that we offer our services and make sure that we always higher competent staff.

  1. Compliance with international standards

In order to provide quality childcare, we will abide by international standards. The following staff to children ratio has been identified feasible for our services.



Table 3.0:  staff to student ratio

Age of children Maximum Number of Children in a group Ratios
Toddlers (12-24 months) 10 1:5
2 – 3-year-olds (24-36 months) 14 1:7
3-5-year-olds (36-60 months) 16 1:8


As the table above shows, there will be three groups in the center including toddlers group, 2-3 years old and 3-5 years old. These ratios are found to be the standard in many developed countries around the world including the United States, Australia and the United Kingdom (Oberhuemer, Schreyer & Neuman, 2010, p. 313)

  1. Flexible services

Our services will be offered between 5:00 A.M to 21:00 P.M. from Saturday to Thursday. The center will be closed on Fridays and during the public holidays.  The centre will also provide services from 21:00 to 5 A.M with sleepover facilities. The major reason for offering the extended services is that most of the special occasions in Saudi Arabia occur after 9.00 pm and continue until 3-4 A.Ms in the morning due to hot weather conditions. Children are usually not allowed to attend together with parents.

4.3 Marketing strategy

In order to market our brand, we will depend on advertisements, offering free sessions and discounts to our customers

  1. Advertisement

Little Stars Child Care Centre will be promoted in various types of media. The business will heavily utilize internet advertising. Word of mouth advertising will be one of the key factors to expand the “Little Stars Child Care”. We are planning to advertise using this approach three months before the day when the center will be scheduled to be opened.

People are using the internet extensively as the internet search provides quick and comparable search results for services and products. The internet penetration in Saudi Arabia is very high (about 36% of population use the internet) and almost all internet searches are being carried out on Google search engine (Internet World Statistics, 2010). To capitalize on the use of booming internet services, we have taken the necessary steps to register two domain names.

Other advertising sources will include local newspapers such as “Okaz” and “Al-Madina” and distribution of flyers in the regional malls.

  1. Free Session

We will provide free one-day session for all children attending our childcare to asses our facility and sign up for our services.

  1. Discounts

We will provide discounts for parents who will utilize our services on a full-time basis for 5 days with discounts ranging up to 10%.

4.4 Management Plan

  1. a) General Manager

The owner of the business will initially be responsible for the overall management operations of Little Stars Child Care including the selection and retention of employees, as well as the expenditure of funds. She does not have formal experience in childcare but she has got a management degree and skills to that will help her to manage the business. She is also studying an internationally recognized MBA degree from La Trobe University, Australia.

She has gained practical knowledge in childcare during several meetings held with the staff of the La Trobe Child Care Centre and ABC Learning Centre in Bundoora. She is also planning to enroll in the online “childcare services” course provided by International Child Care College to obtain a formal qualification in providing childcare services.


b)     Other personnel

The following positions will also prevail in the care centre:

  • Director of the centre
  • Head of the toddlers group
  • Assistant to the head of the toddlers group
  • Head of the 2-3 years old group
  • Assistant to the head of the 2-3 years old
  • Head of the 3-5 years old group
  • Assistant to the head of the 3-5 years old

In total, the organization will have 9 employees including the owner of the business. All employees will be screened for the experience as well as a police check and formal qualification working with children. The organization will also consider employing workers from foreign countries in case there will be scarcity of suitable candidate locally. In that case, the hiring will be outsourced to the human resources companies in Jeddah city. The organization will also be training volunteers with the view to employing after gaining the required experience to work at our center. As the operations of the organization become increasingly complex in the future, future, the owner will appoint individuals from among the management to assist here in the management of the entity.



5.1 Revenues Forecasts

Revenues will be generated by providing reliable and quality childcare services. Full accounting records will be maintained by ‘Little Stars” Child Care. Initial enrollment is expected to be around 40 children. One of the reasons of full capacity forecast is the projected high demand for childcare services and the campaign three months prior to opening child care centre.

The financial projections are based on monthly revenues of $14,000 and are expected to remain at this level by the end of the first year of operation.  These projected revenues would give the company a gross profit of $41,100 and positive cash flow of $68,073 during the first year.

Detailed financial information is depicted below.

5.2 Yearly Break even Analysis

The organization will pass break-even point when it enrolls 19 children, based on the average figures of the first year for total sales and operating expenses:

No. of Children = Fixed Cost / Contribution Margin (CM) per Child.

CM per Child = Yearly service fees per student – Yearly Variable Cost per Child

Assuming that rent and depreciation are fixed cost and all other expenses are variable:

Total projected annual sales: $168,000

Yearly Fixed Cost:

Rent                            $24, 000

Depreciation                $12, 300

Total Fixed Costs        $36, 300

Yearly Variable Costs:

Wages                                     $48000

Utility                                      $12000

Food                                        $12000

Nappies                                   $9600

Insurance                                 $9000

Total Variable cost                  $90600

CM per Child= (168000-90600) / 40 = 1935

Break Even= 36300/1935 = 19 child

5.3 Income statement/profit and loss account

The projected revenues and the costs are brought together in the profit and loss account.

Table  3.  profit and loss account.

Items Jan Feb March April May June July August Sep. Oct. Nov. Dec. Total
Service Fees: 40 Childs @350 per month $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $168,000
Wages: 8 Workers @ $500 per month $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $48,000
Rent $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $24,000
Utilities bills $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Food $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Nappies $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $9,600
Insurance $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $9,000
Depreciation on Furniture @5% $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $1,025 $12,300
Total Expenses $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $10,575 $126,900
Profit from operation before taxes: $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $3,425 $41,100
Taxes (Zakat @2.5%) $86 $86 $86 $86 $86 $86 $86 $86 $86 $86 $86 $86 $1,028
Net profit $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $3,339 $40,073





5.4 projected cash flow statement

 The following table provides the data for the cumulative cash flow projection for one year.

Table 5. Projected Cash Flow Statement

Items Jan Feb March April May June July August Sep. Oct. Nov. Dec. Total
Beginning Cash Balance $10,000 $16,364 $22,729 $29,093 $35,458 $41,822 $46,186 $50,551 $54,915 $59,279 $63,644 $68,008 $10,000
Collection From Clients $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $168,000
Total Cash available $24,000 $30,364 $36,729 $43,093 $49,458 $55,822 $60,186 $64,551 $68,915 $73,279 $77,644 $82,008 $178,000
Payment to supplies:                          
Wages: 8 Workers @ $500 per month $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $48,000
Rent           $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $14,000
Utilities bills $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Food $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Nappies $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $9,600
Insurance $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $9,000
Zakat paid $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $1,028
Repayment of Bank Loan                       $4,300 $4,300
Total Cash Expenses $7,636 $7,636 $7,636 $7,636 $7,636 $9,636 $9,636 $9,636 $9,636 $9,636 $9,636 $13,936 $109,928
Ending Cash Balance $16,364 $22,729 $29,093 $35,458 $41,822 $46,186 $50,551 $54,915 $59,279 $63,644 $68,008 $68,073 $68,073


From the above figures, it is clear that cash inflows will start to exceed cash outflows by the first month of operation. Therefore, our maximum funding requirement will be $43,000 to assist in launching the operations of the business.


Table 6. Balance Sheet as at the end of the year 2011



Current Asset: $68,073
Cash $68,073
Fixed Assets: $8,200
Furniture & Equipment $20,500
Less: Depreciation $12,300
Preliminary Expense $12,500
Registration fees $500
Visa Processing fees $12,000
Total Assets $88,773
Liabilities: $38,700
Current Liabilities 0
Long Term Liabilities: $38,700
Bank loan $43,000
Less Repayment $4,300
Net Assets: $50,073
Owners Equity: $50,073
Capital $10,000
Retained Earnings $40,073



6.1 SWOT analysis

The following is an outline of the strengths, weaknesses, opportunities, and threats. At the moment our strengths and opportunities outweigh our weaknesses.

a) Strengths

  • First childcare center in Jeddah with international standards
  • Highly educated founder of the business
  • Location of the service
  • Extended hours of operation
  • Knowledge of the childcare business

b) Weaknesses

  • Limited number of professional staff locally. There may need to hire from overseas. This becomes a competitive advantage to the organization given that the competitors may not take similar move.
  • No experience of the founder in the child care business

c) Opportunities

  • Growing number of women at work
  • Tough regulations of foreign employees in Saudi Arabia to work as a maid and nanny in the household
  • The need for children to socialize at early stages of the development
  • Demand by students returning home from overseas with their children who attended western childcare facilities abroad

d) Threats

  • Tough government regulations
  • The entrance of big companies into the market. This will be solved through the expansion of little stars so that it will maintain a competitive edge in the face of competitors.

After subjecting this business to the most rigorous analysis, we conclude that the little stars childcare business can be viable under all realistic scenarios. We firmly believe that in this plan, we have identified a solid new business based on real and exciting opportunities. The conclusion from extensive marketing analysis is that our services will be unique and far much better from those of our competitors and this will assist us to maintain a competitive advantage against our competitors in the market.

Based on the analysis, we have established a solid strategy to outdo our competitors by providing international standards childcare services, maintaining flexibility in the hours that we offer our services, employing competent staff and enhancing an effective marketing strategy. We have aligned our organization in respect to our immediate needs and on this basis, established the management and other personnel requirements for the organization to run effectively. Our financial projections indicate that the business will be highly profitable, irrespective of the fat that they are a bit conservative. We believe that our performance will even exceed the projections by a wide margin.

We have examined the potential strengths, weaknesses, opportunities, and threats to the establishment and development of the business. We have realized that the number of threats and weaknesses are much less compared to the strengths and opportunities. In fact, some weaknesses are very manageable while some threats can be turned to our competitive advantage. Generally, this business plan provides a very opportunistic view and will consider adapting it by studying the environment more upon successful start in 2013 when I return to Saudi Arabia after I finish my studies.


American Debu, 2008, ‘Market opportunity: Day Care in Saudi Arabia,’ viewed, 19,

December 2011 from,

American Debu, 2011, ‘Saudi Arabia: Which Housemaids are Better?’ viewed, 19,

December 2011 from,

Deb’s Day Care, 2011, ‘our business’ viewed 19 December 2011 from,

Jeddah Strategic Plan, 2011 Jeddah Municipality, Viewed 1 November 2011 from,

International human development indicators, 2011, ‘Country Profile: Human Development

Indicators’ viewed 19 December 2011 from,

Lasalle, J. L. (2010), ‘Jeddah city profile,’ viewed 19 December 2011 from,

Oberhuemer, P., Schreyer, I. &  Neuman, M. (2010), professionals in early childhood education
and care systems, Barbara Budrich, London

Phillips, D. 2010. ‘Female unemployment rises, Business Management,’ Viewed 3 November

2011 from, 

e) Santolan, J., (2011), Saudi Arabia bans maids from Indonesia and the Philippines, Viewed 3

f) November 2011 from,

Internet World Statistics, (2010), ‘Internet Usage and Marketing Report – Saudi Arabia’ Viewed

3 November 2011 from,


Items Jan Feb March April May June July August Sep. Oct. Nov. Dec. Total
Beginning Cash Balance $10,000 $16,364 $22,729 $29,093 $35,458 $41,822 $46,186 $50,551 $54,915 $59,279 $63,644 $68,008 $10,000
Collection From Clients $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $168,000
Total Cash available $24,000 $30,364 $36,729 43,093 $49,458 $55,822 $60,186 $64,551 $68,915 $73,279 $77,644 $82,008 $178,000
Payment to supplies:                          
Wages: 8 Workers @ $500 per month $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $48,000
Rent           $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $14,000
Utilities bills $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Food $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Nappies $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $9,600
Insurance $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $9,000
Zakat paid $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $85.63 $1,028
Repayment of Bank Loan                       $4,300 $4,300
Total Cash Expenses $7,636 $7,636 $7,636 $7,636 $7,636 $9,636 $9,636 $9,636 $9,636 $9,636 $9,636 $13,936 $109,928
Ending Cash Balance $16,364 $22,729 $29,093 $35,458 $41,822 $46,186 $50,551 $54,915 $59,279 $63,644 $68,008 $68,073 $68,073



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What if I don’t like the paper?

There is a very low likelihood that you won’t like the paper.

Reasons being:

  • When assigning your order, we match the paper’s discipline with the writer’s field/specialization. Since all our writers are graduates, we match the paper’s subject with the field the writer studied. For instance, if it’s a nursing paper, only a nursing graduate and writer will handle it. Furthermore, all our writers have academic writing experience and top-notch research skills.
  • We have a quality assurance that reviews the paper before it gets to you. As such, we ensure that you get a paper that meets the required standard and will most definitely make the grade.

In the event that you don’t like your paper:

  • The writer will revise the paper up to your pleasing. You have unlimited revisions. You simply need to highlight what specifically you don’t like about the paper, and the writer will make the amendments. The paper will be revised until you are satisfied. Revisions are free of charge
  • We will have a different writer write the paper from scratch.
  • Last resort, if the above does not work, we will refund your money.

Will the professor find out I didn’t write the paper myself?

Not at all. All papers are written from scratch. There is no way your tutor or instructor will realize that you did not write the paper yourself. In fact, we recommend using our assignment help services for consistent results.

What if the paper is plagiarized?

We check all papers for plagiarism before we submit them. We use powerful plagiarism checking software such as SafeAssign, LopesWrite, and Turnitin. We also upload the plagiarism report so that you can review it. We understand that plagiarism is academic suicide. We would not take the risk of submitting plagiarized work and jeopardize your academic journey. Furthermore, we do not sell or use prewritten papers, and each paper is written from scratch.

When will I get my paper?

You determine when you get the paper by setting the deadline when placing the order. All papers are delivered within the deadline. We are well aware that we operate in a time-sensitive industry. As such, we have laid out strategies to ensure that the client receives the paper on time and they never miss the deadline. We understand that papers that are submitted late have some points deducted. We do not want you to miss any points due to late submission. We work on beating deadlines by huge margins in order to ensure that you have ample time to review the paper before you submit it.

Will anyone find out that I used your services?

We have a privacy and confidentiality policy that guides our work. We NEVER share any customer information with third parties. Noone will ever know that you used our assignment help services. It’s only between you and us. We are bound by our policies to protect the customer’s identity and information. All your information, such as your names, phone number, email, order information, and so on, are protected. We have robust security systems that ensure that your data is protected. Hacking our systems is close to impossible, and it has never happened.

How our Assignment  Help Service Works

1.      Place an order

You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.

2.      Pay for the order

Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.

3.      Track the progress

You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.

4.      Download the paper

The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.

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