Rulebreakers English Studios — Business Model & Budget

RBES creates value in two ways:

1. Creative English outcomes — students rapidly improve fluent, expressive English through institutional performance art.
2. Studio-born products — sub-studios release IP, media, and experiences that make the world more beautiful and lovable.

These map to two value engines:

• Tuition (recurring) — target: upper / upper-middle-class Thais (youth paid by parents; adults self-pay).
• Studios as profit engines — the school co-owns sub-studios and participates in venture upside.

How We Model It

We show the economics three ways: per student → per studio → whole school.

✏️ All figures below are baseline, editable assumptions for the pilot year. Change the numbers right in this file and re-build.

A) Per Student (Tuition Engine)

• Monthly tuition (THB): 10,000
• Learn-by-doing format: studios produce real outputs → high motivation → faster acquisition
• Illustrative annual revenue per student: 120,000 THB

Notes: price point targets the Bangkok upper/upper-middle market and can later tier by cohort, time-of-day, or studio prestige.

B) Per Studio (Venture Engine)

• Ownership logic: RBES holds a negotiated equity / rev-share stake in each substudio’s outputs.
• Baseline net to school, per active studio (pilot year): ~200,000 THB (after production costs / partner splits)
• Examples:
  • Unicornworld Imagineering → paid installations/licensing
  • Mean Babies Talent Mgmt → IP options / content deals
  • Clownpump Press → ad / sponsorship / print cycles
  • Experience Worker → content + partner revenue
  • Channel 99 → format licensing / venue tie-ins
  • TMT Bottega → prints/editions/commissions

Metric to watch: hit rate of studio releases (e.g., 1–2 breakout products per 6 active studios).

C) Whole-School (Pilot Year) — Baseline Scenario

Scale (pilot): 1 storefront, 3 teachers, 2 staff
Cohort size (avg in learning pods): 60 students
Active studios (shipping at least one product): 6

Revenue (THB)

• Tuition: 60 students × 10,000 × 12 → 7,200,000
• Studio profit-share: 6 × 200,000 → 1,200,000
  Total Revenue: 8,400,000

Costs (THB)

• Rent (storefront): 120,000 × 12 → 1,440,000
• Teachers (3 × 70,000 × 12) → 2,520,000
• Staff / Ops (2 × 50,000 × 12) → 1,200,000
• Equipment & build-out (one-time) → 400,000
• Marketing / community → 300,000
• Admin / legal / utilities → 240,000
  Total Costs: 6,100,000

Illustrative Operating Margin: ~2,300,000 THB
(8.4M – 6.1M; excludes contingency; update as reality dictates.)

Ramp Logic

RBES ramps beyond pilot when BOTH are true:

1. Proof of coverage: Tuition + studio revenue ≥ total run-rate costs.
2. Unmet demand: waitlist threshold hit (e.g., 30+ qualified students) or studio backlog > 3 releases.

Levers to scale:

• Increase cohorts (80–120 students) / add time blocks
• Open 2nd storefront or mall “showroom studio”
• Spin out highest-performing studios into dedicated P&Ls

Cost Structure (Editable Categories)

• Rent — mall unit / high-footfall adjacency
• People — teachers, GM/ops, studio leads, part-time creators
• Equipment — cameras, lights, audio, edit rigs, fabrication
• Marketing — launch events, partnerships, creator seeding
• Admin — legal, accounting, utilities, insurance
• Contingency — 5–10% buffer (add as line item if desired)

What Success Looks Like (12 Months)

• Learning: measurable English gains; portfolio of studio artifacts per student
• Business: positive operating margin; 1–2 studio hits; growing waitlist
• Brand: RBES recognized as the creative English path in Bangkok

TL;DR

RBES = School + Studio Ecosystem.
Tuition keeps the lights on; studio IP turns the lights into a stage.
When the stage is crowded (waitlist + hit-rate), we scale.