Interview Li Nai Hong
Company: Garderie l'Abri
1. Company Background
Garderie l'Abri subsidized daycare located at 1250 Fleurs Est. its obejective is to provide a safe,
nurturing, and healthy environment for the children , the daycare has served its community for
several years before being bought by my mom. L'Abri is a name that is befitting of its goal to be
a protective and supportive place where children can learn and grow. The daycare operates
under the government of Quebec's educational program for early childhood,
As a subventioned facility, Garderie l'Abri receives funding from the Quebec government, which
allows it to offer spaces to parents at a reduced, fixed daily rate currently $9.10. This makes
quality early childhood education affordable while requiring the business to follow strict
government regulations
2: What is the nature of the business and your role
She said:Well, we take care of children, from babies to five-year-olds. But it's more than just
babysitting. We follow an educational program to help them develop. She does everything.
She's the boss, the accountant, the person who hires and trains the educators, and the one who
talks to all the parents. She makes sure that the place is clean and safe, and that we are always
following the government's rules.
3: Do you do business locally only or ?
"for now expending is sort of hard but we want to go internationally one day “
4: Do you outsource any part of your business
"Yes. I have a lady who comes in every evening to do a deep clean of the kitchens and
bathrooms. I also have an accountant who handles the official taxes and financial reports. It's
too much for me to do on my own."
5: How has e-commerce and social media changed the way you do business
When I started looking for a daycare to buy, the first thing I did was look online. Now, if you don't
have a website that looks professional, parents will think you are not a serious daycare. We also
have a private Facebook group for the parents. We use it every day to post pictures of the kids
playing, to send reminders, and to share news. It makes the parents feel connected and
involved, especially when they are at work.
6: How has your industry changed over the last 5-10 years
Mom: The rules are always changing. The government is adding more spaces, which is good for
parents and the [Link] from that nothing much but we learn and improve over time
like our teaching methods became less about sitting down and learning ABCs and more about
learning through play. There's a big push for kids to play outside, even in the rain, and to let
them take little risks, like climbing, so they learn their own limits. Everyone is also much more
aware of food allergies and different cultural needs.
7: What is the competitive landscape like
There are many daycares around here, both public and private. Our biggest challenge is that
parents put their name on ten different waiting lists. So we have to be better. We have to be the
one they choose when a spot opens up. We do that by having great educators and by
communicating really well with parents. If they trust us, they will wait for us.
8: What are the main outside factors that shift your strategy and focus
Government: is the main one. If they change the funding or the rules, I have to change
everything in my budget and my planning.
Economy: If the price of food goes up, it hurts our budget. We have to find a way to still give the
children healthy meals without spending too much.
Parental Want: parents ask about organic food and if we use eco-friendly cleaning products. We
have to adapt to [Link] activities and equipment like toys.
9: What are the main challenges you experience as an owner
Finding good people is the hardest part. It's a tough job and the pay isn't always high, so I need
to find educators who are here for their heart, not just the money. Also, the paperwork from the
government is endless.
10: How is Corporate Social Responsibility integrated into your company
Li nai hong:We try to be good citizens. We recycle everything we can and teach the children
about it..We always try to help families who are going through a hard time, maybe by being
flexible with payment if someone loses their job. It's just about being a good person in the
community and it's about helping society and raising the children.
11: What are your thoughts on the characteristics of a good leader
A leader has to be strong but also kind. You have to listen to your staff and the parents. You
have to be fair and make tough decisions without being mean. Most of all, you have to
[Link] get into arguments all the time and you'll have to be the one to manage that and
not offend either while trying to make the two reconcile and work better.
12: What is the most rewarding part of your work
"The children, of course! Seeing a child who was shy and scared on their first day become
happy and confident. When they run to give me a hug or when a parent tells me their child is so
happy here .That is why I do this."
13: If you could change one thing about the daycare system, what would it be
"I would cut the paperwork in half.I would make it easier for daycares to get the funding they
need to pay educators more. If we pay them better, we can keep the best people, and that is
what the children truly deserve."
3. Analysis and Future Outlook
The early childhood education industry in Quebec is defined by its tension between public
good and private operation. The future will likely see continued government intervention to
create more spaces, intensifying competition among daycares. The daycares that will thrive
will be those that can successfully build a strong brand reputation centered on trust and
quality, as parents' choice in a saturated market will hinge on these factors.
Going forward, I think technology will become even more important for managing day-to-day
tasks. Also, as people become more aware of mental health, daycares will need to focus even
more on the emotional and social well-being of the children, not just their physical safety.
4. Managerial Recommendations for Growth and Profitability
[Link] Life Easier for the Staff: I would look for a simple computer program to handle the
waiting list, daily reports, and menus. This would free up my mom and the educators from so
much paperwork, giving them more time to focus on the kids. Happy and less-stressed
educators provide better care, which makes parents happier and more likely to recommend
[Link] since the programs out now are super expensive and inefficient.
2.I would start a small welcoming program. We could host a free seasonal event, like a summer
lemonade stand or a winter craft morning, for families in the area, even if they aren't on our list
yet. This builds a strong local reputation and makes us more than just a daycare. We will sorta
become a community hub. This ensures our waiting list and reputation stays positive which will
be easy of the family already knows us
The competitive advantage will lie with daycares like Garderie l'Abri that can offer a distinct,
high-quality education while keeping strong and clear relationships with families.
Also to add If hired as a manager for Garderie l'Abri, my focus would be on strategic
improvements within the constraints of the subvention model, as direct profit increases through
fee hikes are not possible.
add a Premium Program: Introduce optional, fee-based programs that fall outside the
subvention.
:Specialized music or yoga classes taught by an external instructor paid directly by parents who
opt-in
Offering high-quality, branded merchandise with the Garderie l'Abri logo.
This generates revenue without compromising the core subsidized service.