Feedback on the business plan draft submitted

Innovation in health care in many ways

These are my comments regarding the business plan draft submitted last Saturday.  Thank to all those who did their best to comply.

1. The drafts are still work in progress. Most are only 30 to only 40% done.  A lot more work has to be done to put flesh into the business plan. As we say that MDs are scientific and evidence based, the BP has to be buttressed with more information (clearer information) that the concept will work

2.  There are those who subscribe to other BP formats. There are about several thousand business plan formats. But for our purposes, the business plan format that shall be graded only shall subscribe to this format and which was published in the web site:

Notes on business plan submission

3.  Required parts of the business plan and their weights/points system of grading:

Contents of a business plan and their weights in grading

1. Business concept and business model                                             10 points
2.  Executive Summary                                                                        5 points
3. Business Objectives -  VMOKRAPI                                                  10 points
4.  Organization  Technical, Financial and Middle Management                 5 points
5.  External Environment:  Macro and Micro Market                               10 points
6.  Product Customer                                                                            5 points
7.  Sales projection                                                                              10 points
8.  Operations (how to produce the product or service                            10 points
9.  Strategy         SPATRES    (enterprise delivery system                     20 points
10   Financial Projections                                                                   10 points
11. Compliance with regulations and exit strategy                                  5 points 

Writing my own business plan draft for turning around a regional unit bank

Innovation in health care in many ways

Ateneo Professional School
Makati City
July 27, 2016

I tried doing a bp myself. I am doing this for a rural bank which was just acquired and I was asked for advice on how to turn this around.  The BSP requires a BP too:

I started getting the inputs Monday, I attended their informal meeting yesterday. I started working on this this morning and was done by 12:30

3 days from input to output of a draft   5 hours to draft  What am trying to say:   You can do it YOU CAN SUBMIT THE DRAFT

I  Background:

The San Francisco bank  was recently acquired from its former owners recently, (March)   It was established on December 11, 1959 as the 235th rural bank to serve then the growing QC area area.  It has because of its managementand owners  kept up with the times.  It stopped lending for a time, has only about 1.300 depositors

It has been acquired by CBC group headed by dynamic business woman CBC who is engaged in construction, real estate, luxury goods trading and lending investor.

Its management team and Board of Directors:  include:

1.  Mr. AG   President and Director former head of a chemical petrochem plant, and now heads the first solar manufacturing plant in the PHL

2.   Mr EV  - VP and Director, formerly from from two large commercial bank

3,  Mr. EMR -  Manager of Operations, formerly cluster head and Senior Manager at a Universal Bank

Its financial is as follows (as of June 30, 2016)  

  Total Assets:   101,071549

   Total Loan Portfolio  net                 54, 630,154

Total Deposit                                     67,601,975

Total Stockholders Equity                31,447,315

PNL for the first 6 months of 2016

Income                                               4,788,013

Expenses                                          5,072,846

 Income/Loss                                        264,883

II  Opportunity Scanning:

Macro:

1.   Increasing Philippine Population 

     This will be the driver for increased consumption (salary loan) and other businesses

2.  Political  (more peace and order)

    The new President is intent on crushing drugs and criminality, and corruption.  The peace and order will usher in more investments and business activity.

    The govt wants to lift the poor from poverty (we can not legislate that you get out of poverty.  You have to work yourself  - Duterte)

3.  Social

    The poorest of the poor about 70% of the population, the CDE segment are short of cash.  They get financing from Bombay, and pawnshops where they get 2 to 4% rate per month on the average.

   This segment of population need micro insurance, microfinance and other services.

    Consumerism is on the rise and even the poor want to have aspirational products and gadget

4.  Environmental  (business)

    1.  Many banks have closed  due to various financial crisis further upping the demand for financial services

    2.  Most U Banks and Kbanks are serving the upper and middle market and neglecting the lower market.   They have neglected and left out the small lower market being not cost effective.

(We cant quantify these yet)

Business Plan Draft - Hoobrah by Entrepreneur Dr Dominic Velasco

Hoobrah a Telehealth Company for Diabetic Patients

By: Dominic N. Velasco, MD

I.               BUSINESS CONCEPT

Hoobrah is a telehealth concept that gives consultations to patients diagnosed with insulin dependent or non-insulin dependent diabetes mellitus 24/7. A smartphone app is the line of communication between patient and healthcare provider. Patients can use a messenger app embedded in the software or interact via video call directly to the health care professional through voice over internet protocol which is also available on the app. They can also log in their blood test results and daily blood sugar monitoring for assessment. A healthcare professional - nurse, diabetologist or endocrinologist will be by their side 24/7.

Hoobrah is also an online pharmaceutical retailer of important hypoglycemic agents that is necessary for these patients. It will ensure cost effective and readily accessible anti-diabetes drugs to its customers.

<rationale for choosing this: passion, economic engine or competency>

II.              BUSINESS MODEL

<where is the innovation?>

3. EXECUTIVE SUMMARY

4. VMOKRAPI

Vision: In 2022,  grow Hoobrah into  a leading telemedicine service provider and retailer of hypoglycemic agents for diabetic patients in Central Luzon  with an annual sales of P60,000,000.

Mission: Hoobra will provide diabetic patients in the Philippines accessible and affordable telehealth care via advanced electronic communications and telecommunication technologies and medicines as a means to provide profit to its business partners.

Objectives

1. To be the Philippines' leading telemedicine service provider for diabetic patients.
1. To provide diabetic patients accessible, and cost effective diabetic care.
2. To deliver affordable hypoglycemic agents to patients.
2. To have happy customers and realize the value of Telemedicine with high quality medical consultations.
3. To make a profit for its owners.
4. To make Hoobrah's employees feel that Hoobrah is the best company to work for.

Key Result Areas / Performance Indicators

KRA	PI
	2017	2018	2022
1.a. Number of diabetic patients users nationwide.	10,824	12,989	18,714
1.b. Sales volume of medical consultations.	P19,899,792	P26,267,625	P59,876,460
1.d. Market share Nationwide.	0.10%	0.12%	0.18%
2.a. Survey ratings from customers.	2.5/5.0	3.5/5.0	4.0/5.0
2.b. Percentage of repeat customers.	35%	50%	65%
2.c. Percentage of controlled diabetes mellitus patients.	60%	80%	99%
2.d. Percentage of customer morbidity secondary to diabetes mellitus after availing of service.	19%	15%	10%
2.e. Percentage of mortality secondary to diabetes mellitus after availing of service.	25%	22%	15%
3.a. Amount of net profits for the next 5 years.	(P85,208)	P3,638,487	P23,420,928
3.b. Payback Period	3.21 years
3.c. Return on equity.	(1.42%)	60.6%	390%
3.d. Return on Investment.	(0.47%)	18.6%	88.7%
4.a. Employee turnover rate.	5 out of 20 per year	4 out of 20 per year	1 out of 20 per year
4.b. Compensation and benefits are above par.	5% above industry standard	8% above industry standard	15% above industry Standard
4.c. Number of job applicants.	10% more job applicants	20% more job applicants	30% more job applicants

Items to be taken up tomorrow July 16, 2016

Innovation in health care in many ways

Ateneo Professional School
Makati City
July 15, 2016

I plan to take up the following with the class on Medical Entrepreneurship the following:

1.  Report/feedback on learning on last Saturday's Medical Innovation fourm:
     1.  medical science and technology
     2. innovation
     3.  entrepreneurship and strategy

2.  Final 4 weeks schedule

3.  Report by group leaders on progress of member's business plan

4.   Missing parts:

       A.   Product and customers

      1.  Product  - relate to the main value proposition

      2.  Features especially the unique features, advantages

      3.  Price Delivery Quality

      4.  Competitive analysis   (say in relation to #3)

      5.  Brief description of:

           Parts, bill of materials

           How to produce this

      6.  Customers   -   (PTM)

           Demographics

           Pyschographics

           Profile

     8.  Customer bond and link

          Link:   channel, placement, promotions media

          Bond - customer service, crm, advocacies

Business Plan Draft - Rosalyn P. Donato

Business Plan Draft

MedEntrep

Entrepreneur: Rosalyn P. Donato

Business Plan

Cabanatuan Seniors' Holistic Center

Draft Business Plan

I.               THE BUSINESS

A.     Business Concept

Cabanatuan Seniors' Holistic Center  is envisioned to be housed inside the hospital compound of the Good Samaritan Health Systems, Inc. located along Burgos Avenue, Cabanatuan City. The center will be a venue where consultation on the holistic quality of life care management for older adults and/or others facing ongoing health challenges. Seniors who have just been discharged from a medical facility after a medical "incident" have special needs wherein the family is usually not prepared for. Professionally trained Quality of Life Care Managers (QLCM) will be at hand in providing guidance and a comprehensive care plan that will lead families to actions and decisions that ensure quality care and optimal life for loved ones. The QLCM's will coach, coordinate and facilitate the care plan to alleviate worry/stress of family caregivers.    

On the other hand, we also have a special subset of seniors, who upon reaching the age of 60 and onwards, do not give us the image of old and weak people but rather they behave like they are at the prime of their lives.  They have more time and money in their hands but they have very little things to do. This group of people are the active seniors. Now that their children already have their own lives, a lot of them get bored at home and would also like to be productive. They also want to spend time and do something together with people of  the same mindset and same generation. This center is to provide them a venue for worthwhile activities wherein there will be scheduled classes with different interests like arts, exercise, yoga, computers, etc. The center can also organize/coordinate field trips, seminars, dances, pilgrimages and retreats for senior clients. The CSHC will be a one stop shop, where they can make good use of their time doing worthwhile/ learning activities as well as build meaningful friendships and relationships among their peers.

It will be a hub for seniors catering to their well being and special needs.

B.    Business Model

      

<Organization?)

C.     Business Goals

Vision: To be the first Seniors' Holistic Center in Cabanatuan City in one and a half  years time and to achieve return of investments in three years' time.

Mission: To provide a consultation venue for a holistic quality of life care management in caring for older adults or others facing ongoing health challenges. The center will also be an affordable, safe and fun center for active seniors who still have all the time, energy and money  but  with little space in the "young world".

Objectives:  

1.     Customer Outcome

Clients:

a. To provide a consultation venue for families seeking a comprehensive quality care program for an older adult loved one who has just been discharged from a medical facility needing specialized plan of care.

b. To provide a consultation venue that will link the services/suppliers in caring for the special needs of older adults especially those coming out from a medical "incident".

c. To provide for a safe, affordable, fun and convenient club       like center for active seniors offering different in house activities and coordinating out of center physical,social and  spiritual activities.

2.     Market Outcome

To increase market demand for families seeking assistance in caring for aging loved ones and active seniors looking for worthwhile activities. To meet at least 90% customer satisfaction from start of operations onwards;

3.     Financial Outcome

     a. To generate revenues from the different activities offered in the center as well as brokerage fees in coordinating services offered (home health nurses/caregivers matching, home health contraptions  sales, travel agencies,legal services,etc)

     b. To generate revenues from consultation in developing a comprehensive quality care plan either as a one time deal or retainers fees for prolonged home medical care of aging seniors needing specialized care.

   c. To generate revenues from nursing/caregiving schools who need training oppoturnities for the practicum of their students.

    d. To generate revenue from the affordable membership dues of active seniors who will frequent the center.

4.     Job Generation and Employment

     a.To provide employment to the many unemployed nurses and carevigers as alternative venue to hospitals.

     b.To provide employment to freelance individuals with specialized skills for activities offered in the center.  <when you have done the financials, you have to have the # Dra.>

    

Key Result Areas

1.   Highly trained Quality of Life Care Managers who are adept in medical, nursing care as well as the psychology of the dynamics of families going thru health crises. The professional should also be able to coach,counsel,coordinate and align services needed by the clients.

2.   Close coordination with the doctors and nursing service of the Nueva Ecija Good Samaritan Health systems,Inc. as well as other hospitals in the city who will refer clients to the center.

3.   Coordination with Office of the Senior Citizens Affairs Office of the Local Government.

4.   Various interesting activities offered in and outside the center for active seniors organized and managed by competent and compassionate staff.

5.   The Center should be equipped and decorated in such a way that it creates a comfortable and cozy ambience that will encourage the stay and enjoyment of the patrons.

Performance Indicators

D.   Business Offering and Justification 

II.             EXECUTIVE SUMMARY

III.           BUSINESS ORGANIZATION

The Proponent: Type, Capabilities and Contribution 

IV.           PRIMARY TARGET AND MAIN VALUE PROPOSITION

       Primary Target Market

1.  Families who are caring for older relatives and those caring for younger adults facing challenges of disability or serious illness.

2.  Seniors who are still active and looking for worthwhile activities catering to their well being and special needs

Main Value Proposition

1.  Offers Professional Quality of Life Care coaching and assistance to families who are caring for aging loved ones who emerged from medical "incidents" with special needs.

2.  Provides venue for worthwhile activities designed for active seniors and coordinate in house and out of center activities for the same.

      

V.             THE BUSINESS OPPORTUNITY

Market analysis, Potential sales, Realistic sales, Market share, Estimate based on External analysis:

Macromarket - PESTEL

Micromarket (Industry) – Customer, Competition, Location

VI.           THE PRODUCT AND SERVICE OFFERING  (Dapat we have moved on this area. Malinaw na concepto Dra)

VII.         ENTERPRISE STRATEGY AND DELIVERY SYSTEM

VIII.       FINANCIAL FORECAST

IX.            COMPLIANCE WITH REGULATORS

X.              EXIT STRATEGY

Submission of outputs for business plan

Innovation in health care in many ways

Ateneo Professional School
Makati Philippines
June 13, 2016

This chair notes that some of the students have not submitted their business concepts, models, organization.  The next one to be submitted will be business objectives.

Our plan for the class is to have the students work on the BP during the semester, patak patak during the term every session. and submit the same at the end of the term. The cases and the SR are meant to illuminate the students on the BP making and submission  The business plan is 30% of the total grade and is a major requirement, and is a graduation skill needed for strama preparation.  At the end of the semester, I have only 7 days, as is required under the new rules to submit the grade.   If you do not submit, Inc will be given to you which turns into an F if 30 days lapse.  

So I encourage everyone to work on the business plan as is the plan in the syllabus. Otherwise, you will cram and face the possibility of getting  low grade.   Not a nice record

Business Plan - Hoobrah by Entrepreneur Dr. Dominic Velasco

Hoobrah a Telehealth Company for Diabetic Patients

By: Dominic N. Velasco, MD

I.               BUSINESS CONCEPT

Hoobrah is a telehealth concept that gives consultations to patients diagnosed with insulin dependent or non-insulin dependent diabetes mellitus 24/7. A smartphone app is the line of communication between patient and healthcare provider. Patients can use a messenger app embedded in the software or interact via video call directly to the health care professional through voice over internet protocol which is also available on the app. They can also log in their blood test results and daily blood sugar monitoring for assessment. A healthcare professional - nurse, diabetologist or endocrinologist will be by their side 24/7.

Hoobrah is also an online pharmaceutical retailer of important hypoglycemic agents that is necessary for these patients. It will ensure cost effective and readily accessible anti-diabetes drugs to its customers.

II.              BUSINESS MODEL