Pet-Assurance Project Plan

Pet-Assurance StrategicPlan 1 | P a g e
Pet-Assurance
Devon Hielsberg
BUS/475
13 June 2016
Professor Roger Sullivan

Table of Contents
Executive Summary………………………………………………………………………....6
I. Organizational Overview…………………………………………………………....7
II. Purpose of new company division…………………………………………………..7
a. Product service differentiation………………………………………………….7
b. Customer needs and competitive advantage…………………………………...8
c. MissionStatement (Differentiation)…………………………………………….9
d. Vision statement (Future Focus)………………………………………………...9
e. Value proposition (Guiding New Division Strategic Direction)………………9
f. Vision/Mission (Alignment With New Division and Parent)………………….9
g. Mission, Vision, Value of New Division Strategic Direction…………………10
III. Division's strategic direction……………………………………………………….10
a. Culture…………………………………………………………………………..10
b. Social Responsibility……………………………………………………………10
c. Ethics…………………………………………………………………………….10
IV. Business Projection………………………………………………………………....11
a. Overview………………………………………………………………………...11
b. Revenue………………………………………………………………………….12
c. Profit……………………………………………………………………………..12
d. Unit Sales……………………………………………………………………..…12
e. Return On Investment………………………………………………………….12
V. Market Position Statement………………………………………………….……...13
VI. SWOTT Analysis (Template)………………………………………………………….13

VII. SWOTT Synopsis…………………………………………………………………….…21
Internal forces and trends………………………………………………………………………21
a. Strengths …………………………………………………………………………………...…21
b. Weaknesses……………………………………………………………………………….…...21
External forces and trends ……………………………………………………………………...22
a. Opportunities………………………………………………………………………………….22
b. Threats……………………………………………………………………….......……………22
c. Trends…………………………………………………………………………………..……..23
VIII . Supply and Value Chain Analysis…………………………………………………………...…23
a. Leverage core competencies/resources…………………………………………………….23
IX. Change Adaptation……………………………………………………………………………...24
a. Parent firm’s example………………………………………………………………………24
b. Hownewdivision will adapt example………………………………………………..……24
X Major issues& Opportunities……………………………………………………………….…24
a. Hypothesis………………………………………………………………………………..….24
b. 5 Research Questions……………………………………………………………………….25
XI Major Assumptions……………………………………………………………………..……….25
XII Risk and Change Management Plan…………………………………………………………...25
XIII Summary of Strategic Objectives………………………………………………………………26
XIV Balanced Scorecard and Impact on Stakeholders…………………………………………….27
a. Shareholder value or Financial perspective……………………………………………..…….27
 Market share…………………………………………………………………………………….28

 Revenues and costs………………………………………………………………………………28
 Profitability………………………………………………………………………………………28
 Competitive position……………………………………………………………………….……28
b. Customer value perspective………………………………………………………………………..…28
 Customer retention or turnover………………………………………………………………..29
 Customer satisfaction…………………………………………………………………………...29
 Customer value……………………………………………………………………………….…29
c. Process or internal operations perspective…………………………………………………….……29
 Measure ofprocess performance………………………………………………………………30
 Productivity improvement………………………………………………………………....…...30
 Operations metrics………………………………………………………………………………31
 Impact of change on the organization………………………………………………………….31
d. Learning and growth (employee) perspective……………………………………………………….31
 Employee satisfaction…………………………………………………………………………...32
 Employee turnover or retention……………………………………………………………..…32
 Level oforganizational capability…………………………………………………………...…32
 Nature of organizational culture or climate……………………………………………….......32
 Technological innovation………………………………………………………………………..33
XV Potential risks and mitigation plan…………………………………………………………….33
a. Ethical implications ofsolutions…………………………………………………….…33
XVI Contingency strategy……………………………………………………………………………34
a. Contingency funding……………………………………………………………………34
XVII Communication plan template………………………………………………………………….34
XVIII Monitor and control your strategic plan………………………………………………………35
a. Howyou’ll use the Balanced Scorecard…………………………………………………...35

XIX Strategies/tactics to implement/realize objectives,measures and targets……………………36
a. Short term objectives……………………………………………………………………….36
b. Functional tactics……………………………………………………………………………37
XX Marketing and information technology strategiesand tactics……………………………….37
XXI Issues faced by the organization……………………………………………………………….38
a. Ethical……………………………………………………………………………………….38
b. Legal………………………………………………………………………………………....38
c. Regulatory…………………………………………………………………………………..39
XXII Corporate social responsibility…………………………………………………………………..39
References/Resources………………………………………………………………………….41

Executive Summary
The current pet insurance industry is worth $651 million dollars and has been growing in
double digits since 2009. Yet, only 1% of pet owners actually know that pet insurance is an
actual service. For those who do know that pet insurance is available, the number one determent
against purchasing policies is cost. Why? All existing pet insurance providers offer policies that
are reimbursement only, which means that the customer still has to pay the initial bill. Pet-
Assurance plans to change the market by offering the first ever pet insurance policy that operates
more like a human policy where owner’s pay a premium on a Pet-Assurance policy to ensure the
peace of mind that when they show up at the vet’s office, they can focus on the health and
comfort of their animal, not the cost of the bill. After all, pets are family, too and family sticks
together.
To reach the other 99% of the market yet untapped by other pet insurance companies,
Pet-Assurance will employ an aggressive ad campaign by utilizing the platforms that customers
spend the most time on today: YouTube, Google, Facebook, Twitter, and Instagram. Within the
first year, Pet-Assurance projects to take in $30 million with 20% profit margins and dividends
to shareholders of $.1 in the first fiscal year. These figures equate to 8.33% of the total market
share with the goal of 18.75% in three years with $67.5 million in revenue. Profit-wise, that is
40% profit margins amounting to $27 million.
Pet-Assurance will be the only pet insurance of its kind when it hits the market, the only
one to fully address the customer need of not having to worry about financing while deciding the

best course of treatment for a beloved pet. With affordable introduction policies and more
benefit-encompassing premium policies, Pet-Assurance will ensure that owners and their pets are
cared for and make the company the looked-to leader in the pet insurance industry.
I. Organizational Overview
In 1996, Dr. Marc Puelo founded PetMed Express, Inc, commonly called 1-800 PetMeds,
based on the principal that “with Americans spending more on companion animals overall,
they would welcome the convenience and discount of ordering medications and products for
their animals online” (PetMed Express, Inc., 1, 2016). Today, the company is looking to
branch out once again in the pet health industry by introducing its own form of pet health
insurance, called Pet-Assurance.
II. Purpose of new company division
A. Product/Service Differentiation
Pet-Assurance is unique for one very important reason. It contains the only plans that do
not operate on a reimbursement system; all other pet insurance reimburses clients for veterinary
expenses based on the type of coverage purchased. The twelve insurance companies as ranked
by ConsumersAdvocate.org, Healthy Paws, PetPlan, Trupanion, Embrace, PetsBest, Pet’s First,
Nationwide Pet Insurance, Pet Partners, ASPCA Pet Insurance, PetPremium , and 24 Pet Watch
all boast a variety of plans to customers with benefits ranging from comprehensive illness and
injury coverage, to the fewest restrictions on coverage, to free apps. The major area they all
lack is that they are reimbursement only. While reimbursement is pleasant, it is not the same as
having expenses already covered when a pet parent walks through the veterinary office door.

It bears mentioning the twelfth company, Banfield Pet Hospital, emphasizes that is
wellness plans cover routine care only such as shots, exams, and spay/neuter services and does
not account for accidents of illnesses. While included in the ConsumersAdvocate.org analysis,
the veterinary practice advertises they offer preventative care plans and work more akin to
“discount memberships” (Banfield Pet Hospital, 2016).
Pets are like children and sometimes they do really dumb things in which they get hurt in
a bizarre fashion, like digging up a hornet’s nest and then being allergic to the hornet’s sting.
Reimbursement does not help with the immediate decision a pet parent faces in a veterinary
emergency room of whether or not the parent has the funds available on hand to save the furry
family member’s life and wellness only plans do not cover needed services period. Many pet
owners admit to liking their pets more than a lot of humans they meet; Pet-Assurance believes
that pet parents should not have to be put through the heartbreak of saying goodbye to their furry
family members early if it can be helped.
B. Customer needs and competitive advantage
The dollar value Americans place on a pet and the companionship that pet provides
increases every year. InsuranceNewsNet.com states that “U.S. pet owners are expected to spend
$15.3 billion on veterinary care in 2014, representing an increase of 66% from the $9.2 billion
spent in 2006” (InsuranceNewsNet.com, np, 2016). Further, under the current reimbursement
system, “the total U.S Pet insurance market is approximately $651 million annually […] The
American pet insurance industry has experienced double-digit growth since 2009 (average
annual growth rate of 13.2%)” (InsuranceNewsNet.com, np, 2016).

These numbers are all for insurance plans that offer at their core the same services,
reimbursement after-the-fact. But the need, the main reason why people purchase pet insurance
is because they ‘Want to make decisions about my pet's health care without worrying about
whether or not I could afford the procedure."’ Pet-Assurance’s plans do it better and bridge the
gap other insurance companies have woefully overlooked.
C. MissionStatement (Differentiation)
The Pet-Assurance mission statement is simple: after all, pets are family, too and family
sticks together. Pet-Assurance gives pet parents the peace-of-mind that in an emergency their
pet’s well-being is our top priority. Pet-Assurance promises to take care of you so you can take
care of your pet.
D. Vision statement (Future Focus)
. Pet-Assurance seeks to prove the other pet insurance companies archaic.
Reimbursement is not enough and should not be the standard. Pet-Assurance plans to usurp the
standard and make all other pet insurance companies compete on its level, by providing
insurance plans that more closely mimic human HMO policies in order to try and alleviate some
of the heartache.
E. Value proposition (Guiding New Division Strategic Direction)
Pets continue to become increasingly more vital to the families they share their lives
with. They bring unmitigated love, loyalty, trust, companionship, and a sense of belonging.
Indeed, science has even found many health benefits to owning a pet. One cannot put a price tag
on these qualities. Yet as a society we do every day when it comes to pets. Pet-assurance will
help make sure the price tag assigned to a family’s pet will fit in the wallet.

Pet-Assurance StrategicPlan 10 |
P a g e
F. Vision/Mission (Alignment With New Division and Parent)
PetMed Express, Inc filled the pet pharmacy gap in 1996 with 1-800 PetMeds by
providing clients with a more affordable alternative to pet medication. It is now offering Pet-
Assurance a more affordable pet insurance plan so pet parents can have that peace-of-mind of
taking care of their loved ones now and hash out the billing later.
G. Mission, Vision, Value of New Division Strategic Direction
Families stick together and pets are family, too. The gifts they give their pet parents’ are
immeasurable. Ergo, Pet-Assurance is taking on the current, archaic way pet parents take
care of their animals in the pet’s time of need. Pet-Assurances insurance plans that actually
work like insurance, and not just a reimbursement plan.
III. Division's strategic direction
A. Culture
Pets are increasingly popular. As such, one in every three pets yearly will require
emergency care and owners face a bill of over a thousand dollars every 6.5 seconds, 45% of all
veterinary-recommended care is restricted by cost (InsuranceNewsNet.com, 2016). This is sad
when “91% of U.S. pet owners consider their pets to be family members and 81% consider their
pets as equal members of the family” (InsuranceNewsNet.com, np, 2016).
B. Social Responsibility
PetMed Express, Inc finds it abhorrent that the care of a family member is so cost-reliant.
The company understands that things come up. The puppy decided to eat a bag of jelly beans
after the family car had to have major repairs. Now the puppy needs an ER trip to have its

P a g e
stomach pumped. Pet-Assurance will make it so families from all walks of life will be better
equipped to save their pets.
C. Ethics
A loved pet should not have to be put down if it can be saved. The animal has done
nothing but shown love and affection for its family. The animal cannot make a decision on its
own well-being ergo its life is in the hands of its family. The family should choose in the best
interest of its pet, not on whether the procedure is too expensive.
IV. Business Projection
A. Overview
Pet-Assurance will function with plans. The most basic plan is the bronze plan. With this
plan, routine well-being care is completely covered and all other services a co-payment of 25%
of the veterinary bill will be required up to $10,000. The silver plan covers the routing well-
being care as well as blood work and allergy care with any additional services requiring a
copayment of 20% of the veterinary bill up to $10,000. The gold plan will cover everything the
bronze and silver plans cover as well as reduce the copayment to 15% up to $15,000. Finally,
the platinum plan will cover the aforementioned plans, with the addition of covering
illness/injury and any accompanying surgery up to $5,000. After the $5,000, the pet parent will
be required to pay a 15% copayment for any additional services. With all of the plans, pet
parents will be reimbursed 25% of any medications bought through the veterinary office or be
offered a 50% discount by purchasing online from the Pet-Assurance parent company, PetMeds
Express, Inc.

P a g e
All plans come with a yearly contract with the ability to upgrade at any time (though once
upgraded, the plan must stay in place until the original plan’s yearly contract is up). Payments
can be personalized as long as all payment is received in full at the end of the contract. Early
cancellation of a plan will result in any remaining charges becoming immediately due as well as
a 5% penalty for the plan’s total cost.
B. Revenue
PetMed Express, Inc saw cash flow at $32 million for the end of the fiscal year in 2015 for 1800
Pet Meds (Akdag, np, 2015). “The total U.S Pet insurance market is approximately $651
million annually” with twelve major companies currently providing service
(InsuranceNewsNet.com, np, 2016). As Pet-Assurance is new, it is projecting to take in $30
million in its first full fiscal year.
C. Profit
While $30 million may seem substantial for a new company, the other pet insurance
companies are projected to bring in more than 50 million dollars. Pet-Assurance anticipates a
20% profit margin with which some of the money will be reinvested into the company for
improvements and expansions of our veterinary directory while a portion the company expects to
give back to its stockholders.
D. Unit Sales
Pet-Assurance expects to sell over 63,00 pet plans. This is based on the average
Americans with pet health insurance spending approximately $471 yearly on pet insurance
(InsuranceNewsNet.com, 2016). $30 million in revenue divided by 471 yields approximately 63,
694 plans.

P a g e
E. Return On Investment
PetMed Express, Inc. is committed to giving back to its stockholders (Akdag, 2015). Pet-
Assurance will continue the tradition of giving back to investors. Currently, the intentions are to
pay a $.1 dividend per share; however, this may increase or decrease at the end of the fiscal year
as needed.
v. Market Position Statement
Reimbursement pet insurance does not work when a pet parent needs to make a snap decision
whether or not to save a furry family member. No family should be forced to make that
heartbreaking decision alone. Let Pet-Assurance ensure that your pet will be around for more
wet, sloppy kisses, more tail wags, more purrs, and more cuddles by allowing you to make sure
they get the care they deserve. Because they’re not just a pet to you; they’re family. Families
stick together.
VI SWOTT Analysis (Template)
Internal forces (Strengths and Weaknesses)
11 Internal
Forces &
Trend Factors
Strengths Weaknesses Opportunities Threats Trends
1 Strategy
-Pet-
Assurance
offers the only
non-
reimbursement
pet insurance.
-Pet-Assurance
cannot use any
pre-existing,
successful
insurance models
and human HMOs
fall under different
regulations.
N/A N/A N/A

P a g e
2
Organizational
Structures
-Pet-
Assurance
hires from both
the insurance
and veterinary
businesses in
order to best
take care of its
customers on
multiple fronts.
-Insurance
employees, while
finding some
crossover, will still
be in a new
environment.
-Having even a
small board of vets
to regulate
acceptable
veterinary offices
could be
expensive.
N/A N/A N/A
3 Processes &
Systems
-Calls will be
answered on a
first called, first
served basis.
-Detailed
journals will be
required of
every call
center
employee in
order to best
serve
customers.
-Calls will be
recorded
-Employees
will strive for
one-call
resolution.
-Employees will
have to receive
detailed training,
which increases
the cost of turn-
over.
N/A N/A N/A
4 Resources
-PetMeds
Express, Inc.
already has an
existing sales
network Pet-
Assurance can
use in its early
stages to help
grow business.
- Existing PetMeds
Express, Inc
customers may not
appreciate a new
sales pitch for Pet-
Assurance.
N/A N/A N/A

P a g e
5 Goals
-Pet-
Assurance will
become the
standard
example of pet
insurance.
-Other businesses
will copy Pet-
Assurances model
or implement one
similar in order to
compete.
N/A N/A N/A
6 Strategic
Capabilities
-Pet-
Assurance is
unique in
North America.
-The question of
whether to price
Pet-Assurance
plans to compete
with current pet
insurance plans, of
which it shares
little in common.
Or, to price Pet-
Assurance polices
slightly higher due
to providing a
superior service.
N/A N/A N/A
7 Culture
-Pet-
Assurance
plans to offer
employees
with pets
discounts on
their plans.
-Company pet
days or pet
picnics as
employee
incentives.
-Days off will
be
subsequent.
-Pet-Assurance
may have
difficulties making
sure employees do
not abuse the
discount.
-Call centers have
notoriously high
employee turn-
over rates.
N/A N/A N/A
8
Technologies
-Pet-
Assurance
wants to bring
in state-of-the
software and
top-rated
hardware.
-Getting the best of
any technology is
expensive,
requires training,
and has the
potential for bugs.
N/A N/A N/A

P a g e
9 Innovations
-Pet-
Assurance will
create a free
app to sign-up,
change
policies,
submit,
manage and
track claims.
-Pet-Assurance
needs to hire an
app designer that
will address and
anticipate
customer needs
while straying from
any potential
copyright
infringement from
other pet-
insurance
companies.
N/A N/A N/A
10 Intellectual
Property
-The Pet-
Assurance
App
-Discerning
whether or not Pet-
Assurance can
patent, trademark,
or copyright any
core ideas behind
its insurance plans
to help minimize
competition.
N/A N/A N/A
11 Leadership
Pet-Assurance
will have a
board mixed of
experienced
leaders from
PetMeds
Express, Inc
as well as
outside hires.
-PetMeds Express,
Inc. experienced
legal trouble
regarding the
medications it was
offering as well as
ethical dilemmas
concerning the
acquisition of the
medications.
-Mixing old and
new leaders may
lead to frustration
and
miscommunication.
N/A N/A N/A
External forces and trends (Opportunities, Threats & Trends)

P a g e
8 External
Forces &
Trend Factors
Strengths Weaknesses Opportunities Threats Trends
1 Legal &
Regulatory
N/A N/A -While not
technically
health
insurance,
other types of
property
insurance, i.e.
car insurance
cover up to a
set amount
without
requiring a
reimbursement-
based plan.
-The North
American Pet
Insurance
Association
(NAPHIA) is an
official industry
trade
organization
lending
credibility to
those who may
believe pet
insurance is a
scam.
-All twelve
existing pet
insurance
carriers are
accredited with
the BBB, again,
lending
credibility as
Pet-Assurance
will also be
accredited by
the BBB.
-Pet insurance
is not health
insurance. It
is regulated as
property and
casualty
insurance. The
company
needs to be
careful how
much it totes
Pet-Assurance
as a health
insurance to
avoid legal
troubles.
-The company
will need to
consider the
requirements
and
regulations of
home
countries if it
wishes to
outsource any
of its call
center needs.
-The FBI considers animal
abuse a Class A felony
and tracks its abuse. This
showcases the public’s
improved opinion on pet
care.

P a g e
2 Global
N/A N/A
-UK pet
insurance
policies are
more
expensive than
US policies.
-UK policies at
their core
operate
similarly to how
Pet-Assurance
would like to
operate so
cultural issues
will be fewer.
-Canadian
policies are
also
reimbursement-
based and
afford Pet-
Assurance a
similar
advantage it
has in the US.
-The UK and
Ireland already
have
approximately
23% of pets
covered by
health
insurance.
Their market is
much more
developed.
-Several
Canadian
firms have
lower priced
plans than US
firms.
-Different
countries have
different views
regarding the
treatment of
pets. These
views may not
coincide with a
US-based
company.
-Pet humanization is
growing in the US,
Europe, UK, and Japan.
As pet humanization
grows, so does the
amount people are willing
to spend on pets
(Euromonitor, 2014).
3 Economic
N/A N/A -California,
Florida, and
Texas have the
most pet
insurance
policies,
respectively
(PetInsurance,
Quotes.com).
These areas
provide good
starting areas
to launch Pet-
Assurance
since more
people have
heard of pet
insurance.
-The #1
reason people
don’t buy pet
insurance in
the cost.
-62% of owner
incomes are
greater than
$50,000/yr.
-Implementing
a tax on the
service due to
each state
having its own
taxes.
Economincally, the middle
class is shrinking.

P a g e
-Personalized
payment plans
and a low-cost
basic plan
should help to
alleviate
qualms about
cost.
4
Technological
N/A N/A
-Advancements
in veterinary
equipment and
practices make
pet care more
expensive,
ergo the market
for pet
insurance will
continue to
increase.
Advancements
in veterinary
equipment and
practices can
make pet care
more
expensive.
The company
will be faced
with covering
more
expensive vet
bills for longer-
lived pets.
-Veterinary advancements
allow vets more in-depth
testing, leading to catching
illnesses and genetic
deformities earlier as well
as safer/faster surgery
methods.
5 Innovation
N/A N/A -Other
insurance
providers
typically have
anywhere from
a two week to a
six month
turnaround time
on
reimbursement.
-Pet insurance
currently does
not cover
routine care
unless it is an
add-on service,
nor do any of
the current
companies
cover pre-
existing
conditions,
-The company
may
experience a
hard time
pulling current
policy holders
away from
their current
pet insurance
providers,
despite
innovations,
due to the high
rate of
satisfaction.
-Copycat
companies
may arise or
existing
companies
may change to
compete more
-Pet-insurance is a
growing industry, yet still
relatively unknown. The
growth will continue as it
continues to become more
well-known.

P a g e
which Pet-
Assurance will.
with Pet-
Assurance.
6 Social
N/A N/A
-Pet-Assurance
has the
opportunity to
open up the
market to a
more socially-
connected
generation.
-Certain breeds
of dogs are
more
genetically
predisposed to
problems than
others, ergo
owners would
be more likely
to buy pet
insurance.
-Only about
1% of pet
owners know
that pet
insurance is
available.
-Insurance
language can
be confusing
to the layman
and could be a
turnoff.
-Over half of
the people
who have pet
insurance
(62%) are over
the age of
forty. The
younger, more
socially
connected
demographic
is missing.
-Purebred and designer
animals, especially
popular dog breeds, are
becoming more and more
unhealthy due to
inbreeding of hereditary
illnesses and genetic
predispositions.
7
Environmental
N/A N/A -Tree/plant
pods give back
to the planet
while offering
owners
comfort.
-No
regulations
currently exist
for burying
your pet in a
plant pod.
-People are more
environmentally conscious
than ever.
8 Competitive
Analysis
N/A N/A - Trupanion is
the only
publicly traded
company in the
pet insurance
industry. As
PetMeds
Express, Inc. is
a publicly
traded
company, Pet-
-Twelve
companies
already exist.
-94% of
people who
have
purchased pet
insurance are
satisfied with
- Pet insurance has
experienced a 12% annual
growth over the past five
years and is projected to
be a billion dollar industry
by 2020
(PetInsuranceQuotes.com,
2016).

P a g e
Assurance as a
new division,
will be as well.
their current
provider.
VII SWOTT Synopsis
Internal forces and trends
A. Strengths
Pet-Assurance is unique in the pet insurance industry. This gives the company the
proverbial leg-up on the competition in better providing for the needs for its customers. Pet-
Assurance understands that working in a call center atmosphere can be draining and lead to hirer
turn-over rates. This is why it will offer pet policy discounts to all employees, arrange for
regular pet-themed fun days and company outings, as well as ensure subsequent days off.
Leadership will come from both within and outside the company in order to give the most well-
rounded approach to handling customers and growing the business. Lastly, Pet-Assurance will
have very detailed training and state-of-the art software and hardware in order to best equip our
employees for dealing with pet parents who may be distraught due to their pet’s condition.
B. Weaknesses
Providing extensive training, software, and hardware is expensive; the loss will be greater
should an employee end employment with Pet-Assurance. Call centers see higher rates of
anxiety and depression in employees, which leads to more turn-over. Pet-Assurance is also an
entirely new breed of pet insurance without any existing, successful business models making the
company’s start-up risk greater. Lastly, Pet-Assurance runs a higher risk of a slower start up as
part of PetMeds Express, Inc. due to the parent company’s previous legal and ethical trouble in
regards to medicine regulations. The company’s hope is that this new branch will grow PetMeds

P a g e
Express, Inc. and help regrow some of the business it lost to tougher regulations; however, Pet-
Assurance cannot ignore that the damage done to PetMeds Express, Inc.’s image may initially
have negative repercussions.
External forces and trends
A. Opportunities
The existing pet insurance companies are all BBB accredited companies, which Pet-
Assurance will be as well. This will lend credibility to Pet-Assurance as a new company. The
pet insurance industry experiences growth every year, yet is still relatively unknown to the public
at large. This can benefit Pet-Assurance as the business will continue to grow as public becomes
more familiar with the concept of pet insurance. Both attitudes in the US and globally show pet
humanization is on the rise, leading to pet parents’ willingness to pay vet bills to protect their
animals. The market need for specific breeds with poor genetics means a greater opportunity for
those customers to see a greater value in pet insurance. The Pet Pod idea will not only help the
environment but give grieving parents a balm to their pet’s death and increase the company
image. Lastly, Pet-Assurance will be one of two publicly traded pet insurance companies,
opening up the company to greater financial resources.
B. Threats
The individuals who currently have pet policies fit a specific demographic: over forty
years old with an income of greater than $50,000. Of those individuals, 94% are currently
satisfied with their pet health insurance. Those individuals make up about 1% of the pet owner
population; most people do not even know that pet insurance is a real thing
(PetInsuranceQuotes.com, 2016). This adds difficulty in breaking into the industry because
people do not even realize that a viable market exists and those that do are happy where they are.

P a g e
Pet-Assurance is faced with the challenge of exploding the market if it hopes to achieve its
vision.
Further, people are money conscious. Veterinary costs are on the rise and most people
and the middle class in the United States is shrinking. Pet-Assurance needs to impress so much
value on its potential clients that perhaps they do have to choose between a policy and other
monetary wants because their animals are worth it and vet costs without a policy are staggering.
C. Trends
Worldwide more and more people view their pets as part of their family and subsequently
are willing to pay more for their pets’ comfort. Pet insurance continues to grow at a double digit
rate. The market for Pet-Assurance is only becoming bigger; the company would be foolish not
to get in on it now.
VIII Supply and Value Chain Analysis
A. Leverage core competencies/resources
Supply chain at Pet-Assurance consists of potential buyers either researching online or
calling for information over the phone, applying for a policy online or over the phone, the
approval process, and being supplied with a policy number upon approval. The value of inbound
logistics will be handled by a call center staff comprised of phone operators and online operators
until 11pm PST. Operations will multi-faceted. It will be overseen on the most basic level by
team leaders, followed by team managers (every team manager is in charge of several teams),
followed by a shift manager. The shift managers report to the call center department heads, who
report to the call center director. The call center director is in charge of that particular call
center. Outbound logistics will also be covered by the call center staff with the occasional
manager stepping in for more difficult situations. Marketing and sales departments will work out

P a g e
of regional sales offices. Lastly, each call center will have basic service technicians with higher
level service technicians available at regional offices.
IX Change Adaptation
A. Parent firm’s example
PetMeds Express, Inc. saw a way to make medications for pets more affordable and make
a profit as well. This helped alleviated financial strain that vet visits and the care of beloved pets
put on families. The company is still around after twenty years and changes made in regards to
the distribution of medications. The company was criticized that it obtained its medications from
unethical vets looking to make a side profit. Further, that the company was distributing
medications that required a prescription without one. Laws regarding distribution of medications
were reformed several times, each time PetMeds Express, Inc adapted in order to remain in
compliance with those laws in order to provide its customers with freedom of choice where to
get their pet medications from (PetMeds Express, Inc., 2016)
B. How new division will adapt example
Pet-Assurance also sees the need to make pet care more affordable. Surprise vet visits
can amount to thousands of dollars out of pocket for pet families, but with Pet-Assurance, that
doesn’t have to be the case. Pet-Assurance polices also help alleviate the financial strain of vet
visits. By keeping up on regulatory laws concerning the care of pets and monitoring how pets
are classified and the wording language used in policies, Pet-Assurance can avoid the challenges
and drama PetMeds Express, Inc. saw in the late 1990s/early 2000s.
X Major issues & Opportunities
A. Hypothesis

P a g e
The biggest uncertainty surrounding Pet-Assurance at this time is cost effectiveness.
Will Pet-Assurance policies bring in enough money to offset the cost of paying out for expensive
pet procedures? Pet-Assurance believes its business plan is cost effective because the higher cost
of the more inclusive policies will offset the costs of routine care and smaller procedures.
B. 5 ResearchQuestions
1) How do other insurance firms make money?
2) What are their profit margins (per plan if possible)?
3) Is it acceptable to take a loss on some policies to get people to buy the plan and bring
them into the company because they can be upsold?
4) How much should the plans be priced at?
5) Will Pet-Assurance be able to compete with the other pet insurance companies if its plans
are more expensive than its competitors?
XI Major Assumptions
Pet-Assurance has its major assumptions in four areas: marketing, organizational,
technical, and resources (Githens, 2012). Pet-Assurance assumes that the market will respond
favorably to the new face of pet insurance and will attract owners who have never had pet
insurance before. The company assumes that competitive companies will be playing catch up to
create their own version of Pet-Assurance but Pet-Assurance’s head start will give it an
organizational lead. Pet-Assurance assumes that using new technology specifically for Pet-
Assurance instead of adapting existing technology borrowed from the parent company will long-
term create a more cohesive experience for both customers and employees. Lastly, Pet-
Assurance assumes with funds provided from the parent company, Pet-Assurance will be self-
sustaining within the PetMeds Express, Inc. after the first twelve months.

P a g e
XII Risk and Change Management Plan
Pet-Assurance recognizes that after launch, a distinct possibility exists that competitors will try
and create their own versions of the Pet-Assurance plans. In order to try and combat this, Pet-Assurance
is going to create a “Suggestion Spot” on its app and online webpage where customers can send the
company suggestions for improved service and products. Should the company choose a customer’s
suggestion for implementation, the customer will be rewarded with 5% off a monthly bill. Employees
will have a similar suggestions spot available through the employee portal in order to promote a smoother
experience addressing customer needs. Should Pet-Assurance use the suggestion, said employee will
receive a $20 gift card within the next two pay periods. In both scenarios, Pet-Assurance assessesthese
incentives will be more economical than customer churn and employee turnover.
XIII Summary of Strategic Objectives
The summation of Pet-Assurance’s strategic objectives will fall into eight basic categories:
market standing, innovation, human resources,financial resources,physical resources,productivity, social
responsibility, and profit requirements (Businessdictionary.com, 2016).
 For the first twelve months, Pet-Assurance desires one twelfth of the current pet
insurance market.
 Its innovation comes from the fact that no pet insurance policies exist in the US like the
ones Pet-Assurance provides and the company will reward customers and employees for
further innovative suggestions. Prospective employees will go through two interviews,
the first with HR and the second with HR plus a manager the employee will be working
under. Once hired, employees will go through a month of training in a mock classroom
and mentorship before released on their own.
 Initial financial resources will come from the parent company, PetMeds Express,Inc.
with the expectation that after twelve months Pet-Assurance will be able to sustain itself.

P a g e
 Physical resources will be a combination of new equipment and expanding upon PetMeds
Express, Inc. existing network.
 Productivity will be measured at each managerial level, with each leveled manager
required to send bi-monthly reports to superiors.
 Social responsibility will be handled in the form of the company will be a publicly traded
company and stakeholders receiving $.10 dividends the first year.
 Profit-requirements will be met when the company can sustain itself without assistance
from the parent company.
XIV Balanced Scorecard and Impacts
A. Shareholder value or Financial perspective
Quadrant
One
Shareholder
Value Or
Financial
Perspective
Balanced Scorecard For
Pet-Assurance
Measures Objectives Measure Target Initiatives Year 1 Year 2 Year 3
Market
Share
Increase
market share
% of market
share
18.75% of
market share
or more
-Introduce pet
insurance to
people who
didn’t know it
existed
-Make more
pragmatic for
potential
customers
8.33%
Market
Share
12.5%
Market
Share
18.75%
Market
Share
Revenues &
Costs
Increase
revenue 1.5x,
decrease cost
dollars
$67.5 million
revenue
Sell plans to
customers,
use latest
tech so won’t
have to
upgrade as
soon
$30 million
revenue
$45 million
revenue
$67.5 million
revenue

P a g e
Profitability
Increase
profit margin
to 40%
% profit
margin,
dollars
40% profit
margin
Increase
number of
policies and
level of
policies sold
20% profit
margin/ $6
million profit
30% profit
margin/
$13.5 million
profit
40% profit
margin/ $27
million profit
Competitive
Position
Leader in
market # of policies
143,312
policies sold
Open market
to untapped
targets
63,694
policies
95,541
policies
143,312
policies
 Market share: By year three Pet-Assurance plans to have 18.75% of the market share by
introducing pet insurance to those who previously did not know it existed and making it more
pragmatic for customers who previously were turned off by cost.
 Revenues and costs: By year 3, Pet-Assurance predicts $67.5 million in revenue based on a 1.5
increase in sales every year by enlarging the current target market.
 Profitability: Pet-Assurance anticipates a 40% increase in profitability by year three by increasing
the number and level of policies it sells.
 Competitive position: Pet-Assurance projects more than 143, 00 policies sold by opening up the
market to those who were unaware pet insurance exists.
B. Customer value perspective
Quadrant
TWO
Customer
Value
Perspective
BalancedScorecard
For
Pet-Assurance

P a g e
Customer
Retention
Or
Turnover Increase
customer
retention
# of
customers
that have
beenwiththe
company6
mos or longer
60% with
company
over 6 mos
-Track
customer
retention in
system
-Thank you
from
company at
every 6 mos
anniversary
25% 6 mos
or longer
40% 6 mos
or longer
60% 6 mos
or longer
Customer
Satisfaction
Satisfy
Customer
Needs
Rating on
Customer
Satisfaction
Surveys
95%
Customer
Satisfaction
Customersfill
out required
survey upon
signing up,
optional
survey upon
contact
thereafter
75%
Customer
Satisfaction
85%
Customer
Satisfaction
95%
Customer
Satisfaction
Customer
Value
Customer
regards
service as
indispensable
Percentage of
money
customer
saved on vet
bill 90% savings
Customers
receive data
on how much
saved on vet
bill with claim 70% savings 80% savings 90% savings
 Customer retention or turnover: Pet-Assurance is targeting customer retention of 60% or more in
year three by tracking the length of time customers have been with the company and sending
thank you’s and pet-appropriate treats every six months in recognition of their loyalty.
 Customer satisfaction: In year three, Pet-Assurance’s goalis 95% customer satisfaction. The
company will track this by requiring surveys to be filled out upon signing up and optional surveys
sent out upon the customer contacting the company for any reason thereafter.
 Customer value: Pet-Assurance targets 90% savings for its customers by year three. Generally,
customer file a claim within the first three years of purchasing a policy; Pet-Assurance not only
will provide excellent service but will send customers a comparison of the veterinary bill and the
amount the customer saved through a Pet-Assurance policy.
C. Process or internal operations perspective

P a g e
Quadrant
THREE
Process Or
Internal
Operations
Perspective
Balanced Scorecard
For
Pet-Assurance
Measure Of
Process
Performance Increase
process
performance
% increase in
callsperhour
25% increase
incallsper
hour
-Recordand
review calls
-Training,
coaching
sessions
10% increase
callsperhour
15% increase
callsperhour
25%
increase
callsper
hour
Productivity
Or
Productivity
Improvement Less worktime
betweencalls
Seconds
betweenwhen
employee
endsa call and
starts another
fromqueue
<30 seconds
betweencalls
Continue to
improve upon
ease of use of
ordering
systemand
journaling
system 120 seconds 60 seconds
30
seconds
Operations
Metrics Increase
efficiencyof call
resolution
# of callbacks
perone
customerper
situation
One call
resolution
Training,
team
management
coaching
sessions 2 callbacks 1 callback
<1
callback
 Measure of process performance: Pet-Assurance targets a 25% increase in calls per hour by year
by recording and reviewing calls, then reviewing calls with employees to coach them on the areas
they do well and the areas that need improvement.
 Productivity improvement: By year three, Pet-Assurance’s goalis a maximum of 30 seconds
between calls for experienced employees. This will be achieved with employee familiarity with
the Pet-Assurance work portal as well as the company’s continuous efforts to improve the ease-
or-use of the ordering and journal system employees are required to use.

P a g e
 Operations metrics: Pet-Assurance wants to increase the efficiency of call resolution so that by
year three a majority of calls are resolved on the first call. The plan for increasing efficiency
focuses on reviewing employees calls and coaching from team management.
 Impact of change on the organization: Ultimately, Pet-Assurance’s goalis to be an adaptive
company. Companies that do not adapt to new trends and needs of customers are doomed to
stagnate and die. One of the ways Pet-Assurance will keep abreast of change is with “Suggestion
Spots” available on the webpage and app for customers and on the work portal for employees; the
company will reward customers with 5% off of their next bill and employees with $20 gift cards
who submit suggestions that Pet-Assurance puts into use.
D. Learning and growth (employee)perspective
Quadrant
FOUR
Learning &
Growth
(Employee
Perspective)
Balanced
Scorecard For
Pet-Assurance
Employee
Satisfaction Increase
Employee
Satisfaction
% satisfied
employees
85%
Satisfaction
-Ease of call
process
-Random
satisfaction
surveys
60% Satisfied
Employees
70% Satisfied
Employees
85%
Satisfied
Employees
Employee
Turnover Or
Retention Lower
employee
turnover
% of
employees
leaving
company
27% or Less
Turnover
Rate
-Incentives
-Recognition
-Consecutive
daysoff
-Shiftbids
33% Turnover
Rate
30% Turnover
Rate
27%
Turnover
Rate
Level Of
Organizational
Capability Increase
organizational
capability
-score on eval
-Score the
equivalentof
B or better;
increase
everyyear
-hire outside
evaluators
yearlyto
come in and
grade
company Score B Score B+/A-
Score A-
/A

P a g e
Nature Of
Organizational
Culture Or
Climate
BuildHealthy
Organizational
Culture
-Score on bi-
weekly
employee
evals
(Outstanding,
Great, Good,
Keepat it,
Needs
improvement,
Unsatisfactory)
-%of
employeesat
eval level
90%
employees
obtaining
scoresof
“Good” or
better
-Managers
listenoncalls
and review
call/grade for
employee
75%
employees
score overall
“Good” or
better
83%
employees
score overall
“Good” or
better
90% of
employees
score
overall
“Good” or
better
Technological
Innovation
-Nomesscall
indirectory
-Easyto use
app
-%of callsthat
getredirected
-%increase of
app use
-10% or
fewer
redirected
calls
-15%
increase in
app use v.
call ins
-List
extensionsfor
different
parts of
customer
service
-Easyapp
access and
use
-25% calls
redirected
-5% increase
app use
-15% calls
redirected
-10% increase
app use
-10% calls
redirected
-15%
increase
app use
 Employee satisfaction: In three years,Pet-Assurance strives for 85% employee satisfaction by
continuing to streamline the call process for the employees and issuing random satisfaction
surveys weekly for employees, with no employee receiving the survey in back-to-back weeks.
 Employee turnover or retention: Pet-Assurance recognizes employee turnover is usually high in a
call center setting and strives for only 27% turnover at the end of three years by offering
employees monetary as well as earned time off incentives, recognition of outstanding efforts, and
a policy of consecutive weekly days off to prevent burnout.
 Level of organizational capability: At the end of three years,Pet-Assurance’sgoalis to earn the
equivalent of an A/A- on its organizational capabilities. These evaluations will be conducted by
an outside group to prevent bias.
 Nature of organizational culture or climate: In three years,employees will score an overall
“Good” on evaluations given bi-weekly by the employees’ team management. Team

P a g e
management will coach employees on troubled areas and how to improve them. Further, Pet-
Assurance plans to have quarterly employee days, i.e. pizza party or other events to promote
cohesiveness.
 Technological innovation: Within three years,Pet-Assurance strives for 10% or less of calls
redirected to appropriate areas by implementing a call directory in which the customer does not
have to navigate an automated system. Automated systems can lead to customer confusion and
additional stress from employees who are forced to deal with a customer who ended up in the
wrong area. Numbers of appropriate departments will be available in-app and online as well as a
help line for customers who truly cannot figure out with whom they need to speak. Further, Pet-
Assurance will promote the ease of its app use, thus reducing the number of call-ins employees
have to deal with.
XV Potential risks and mitigation plan
Risk management planning will be ongoing at Pet-Assurance both to assess customer needs and
employee needs. Call centers need not unpleasant experience for either employees or customers. Risk
management will be in charge of going through the various surveys, suggestions, and calls in order to
help stem any problems before they become bigger issues.
A. Ethical implications ofsolutions
Employees will sign a waiver upon being hired that they acknowledge their calls are recorded for
quality assurance. Customers will receive an automated disclaimer that their calls are monitored for
quality assurance. Further,because employees will be handling credit and banking information, cell
phones are prohibited to be out in an employee’s workspace. Employees will be briefed of this necessity
and that being caught with a phone out is grounds for severe disciplinary action up to termination. For
emergencies, employees will be given the company reception number to give to their families and friends
for contact purposes.

P a g e
XVI Contingency strategy
A. Contingency funding
Higher executive and board member bonuses will be based on how well Pet-Assurance does
throughout the year; exceeding goals will see higher bonuses while failure to meet goals will see lower
bonuses. Should Pet-Assurance not meet its goals, high-end executives and board members will see their
bonuses cut and potential taken away completely. Likewise, should the company do extremely poorly,
executives and board members can expect a pay cut if they were the supervisors of areas that did
exceptionally poorly. All higher end executives and board members will have this written into their
contracts to avoid disputes. In the instance the company does poorly beyond the point of recouping some
expense from bonuses and upper level pay cuts, Pet-Assurance will enter into negotiations with its parent
company, PetMeds Express,Inc.
XVII Communication plan template
Target Audience
Communication
Objective
Message
Type
Media
Channel
Timing/
Frequency
CEO/President/
Board of Directors
-Company
productivity
-Regional problems
-Email
-Board Meeting
-Internet
-In-person or
teleconferenc
e
-Monthly
-As
required/as
needed
Investors/Stockholder
s
-Company health and
profitability
-Expected dividends
-Email or letter
(stakeholder
preference)
-Webcast
-Internet or
paper mail
-Quarterly
Management Team -Employee
productivity
-Team cohesion and
balance
-Employee problems
-Email
-Management
meetings
-Internet
-In-person
-Weekly or
more as
needed

P a g e
XVIII Monitor and control your strategic plan
-Training
All Employees -Notice of incentives,
goals, changes,
training
-Holiday
notices/hours/closings
-Meetings with team
or managers
-Email
-Company bulletins
-Team Meetings
-Internet
-Visible in
high traffic
employee
areas
-In-person
-Weekly
-Monthly
recaps
-More as
needed
Marketing
Department
-Target markets
-New strategies
-Success rate of
ventures
-Email
-Team meetings
-Internet
-in person
-Beginning,
mid-project,
and end of
project
Community -Product/Service
benefits and
availability
-Approved Vets
-Promotions
-App/text
-Website/email
-Brochures
Facebook/Instagra
m
-Mobile
-Internet
-in person or
mail request
-Social media
-Monthly
-Weekly
(social
media)
Vendors/Suppliers -technical problems
-logistics issues
-Email
-Phone call
-Internet
-Telephone
-bi-weekly
Customers/Clientele -Discounts,
promotions
-Incentives
-New
products/services
Eligibility/requirement
s
-App/text
-Phone call
-Email
Facebook/Instagra
m
-Letter
-Mobile
-Telephone
-Internet
-Mail
-as needed/
as required

P a g e
A. How you’ll use the Balanced Scorecard
For implementation of the balanced scorecard, Pet-Assurance will implement cascading.
Cascading is the eighth step put forth by Howard Rohm’s 9-Step framework for balanced
scorecards. Morognwa Makakane describes it as “cascading the corporate scorecard throughout
the organisation [sic] to business and support units. Then team and individual scorecards are
developed to link day-to-day work with departmental goals and corporate vision” (Makakane, 1,
2007). Basically, the scorecard will start at headquarters and be handed down to the various
departments. Those departments will then initiate their own version of the corporate scorecard
specifically for their department. The more individualized scorecards will illustrate how best to
achieve the corporate goals specifically for that department.
After the corporate balanced scorecard has been implemented and the individual
departments have constructed individual scorecards, Pet-Assurance needs to evaluate the
effectiveness of the balanced scorecard and its implementation. Simply, Makakane writes “Were
the expected results achieved?” (Makakane 1, 2007). Pet-Assurance will need assess current
programs and the cost-effectiveness of these programs, adding new programs and removing old
programs when something does not work for the company or customers, ensuring that planning
and budgeting work together, and “ensuring that organizational learning and knowledge building
are incorporated into planning” (Makakane, 1, 2007).
XIX Strategies/tactics to implement/realize objectives, measures and targets
A. Short term objectives
Pet-Assurance recognizes that the three-year outlook can be daunting. Therefore, for
smaller quarterly milestones will be arranged within the company. The first milestones involve
getting all the different components of Pet-Assurance on the same page, adjusted, and

P a g e
comfortable with their individualized scorecards. The policies should be approved by the
Department of insurance and Pet-Assurance should have approved trademarks and copyrights in
place. Employees should be trained and taking calls with the most basic calls requiring minimal
help. The app should be designed and the first version at least operational. Marketing should
have at least created an ad for YouTube and begun implementing it and should be in the process
of obtaining the Google AdWords.
B. Functional tactics
Each department creates an individualized scorecard. This defines what needs to be done
now and what needs to be done in the future in order to meet that department’s goals for the
larger, corporate scorecard. In this, the individualized scorecard must also identify who/whose
team is responsible for accomplishing a task. Each management leader, from the team level to
the call center director need to be well-versed on what makes a “good” or “bad” employee;
appropriate rewards, reprimands, and motivations; and understand how the individual divisions
work as a whole company.
XX Marketing and information technology strategies and tactics
In order to reach the large market that is unaware that pet insurance exists, Pet-Assurance
will market predominantly online and through social media. The first ad campaign the company
will utilize is YouTube’s in-stream ads. Ideally, when YouTube viewers search for pet-related
videos, Pet-Assurance ads will air before the video.
Further, Pet-Assurance will invest in the Google ad-words “veterinarians,” “dog care,”
“sick dog”, “cat care,” “sick cat,” and “pet insurance”. The goal is when Google users search
any of the above terms, Pet-Assurance will achieve a higher ranking in the list results Google

P a g e
amasses and thus will be listed as one of the first links to click.
With social media, Pet-Assurance will run Facebook ads for people who show interest in
animals. Pet-Assurance will also utilize hashtags #petsarefamily, #furbaby(ies), #petcare, and
#petinsurance when advertising on Twitter and Instagram. Further, we will encourage our
customers to post pictures of their pets, use the above-mentioned hashtags, and tag Pet-
Assurance in their posts. Pet-Assurance will run quarterly cutest pet contests to encourage
customers to use Pet-Assurance social media outlets.
XXI Issues facedby the organization
A. Ethical
Pet-Assurance faces several ethical issues. First and foremost, the company must take
care of its employees and their rights, which include mandatory breaks, time off, clear
scheduling, and insurance options for full-time employees. Second, Pet-Assurance must take
care of its customers and making sure their needs and their pets’ needs are being properly
assessed. Not only will this mean management comfortable with insurance policies, but
exceptional veterinarians available in the directory that will treat customers with compassion and
cognition. Lastly, Pet-Assurance needs to avoid the ethical conundrum that plagued PetMeds
Express, Inc in the early 2000s and be very open to the public about how the company operates.
B. Legal
Pet-Assurance will need to keep up-to-date on the laws governing pet care and pet
insurance. Currently, pets are viewed legally as property and thus, the insurance covering them
is technically a property and casualty insurance. Pet-Assurance will need to carefully and
blatantly outline what is and is not covered in its pet policies in order to avoid misrepresentation

P a g e
of services and future legal trouble.
Further, Bios Urn is a Spanish company. Bios Urn has listed publicly that “The
relationship between Estudi Moline Disseny SL [Bios Urn] and the USER shall be governed by
Spanish legislation and any dispute shall be submitted to the Courts of the city of Madrid”
(Urnabios.com 2016). While pursuing and maintaining a relationship with Bios Urn, Pet-
Assurance should seek legal counsel from a firm with experience in the Spanish legal system.
C. Regulatory
Pet-Assurance needs to examined by the state’s Department of Insurance (DOI) in order
achieve the most credibility possible for its policies. “The DOI's approval process makes sure
the company has policy rates and content that is fair and honest and that the company is
financially sound” (Wilkerson, 1, nd). This means it would behoove Pet-Assurance to contract
an admitted insurance underwriter to ensure the policies are written correctly and are in
compliance with the DOI. Further, by gaining DOI approval, Pet-Assurance will be required to
contribute to a Guaranty Fund, “a state fund that is used to pay claims if an insurance company
were unable to meet their financial obligations” (Wilkerson, 1, nd).
XXII Corporate social responsibility
One of the hardest things for a pet owner is the death of their animal. The death of a pet
can be just as devastating as the death of a friend of loved one. The Humane Society of the
United States writes “Unfortunately, you don't always get that understanding when a pet dies.
Some people still don't understand […] why you're grieving over ‘just a pet”’ (The Humane
Society of the United States, 1, 2016). Pet-Assurance recognizes the difficult grieving process
owners face and offers an alternate way to honor a pet’s life. Pet-Assurance is seeking a
partnership with Bios Urn. Bios Urn is a kick start company that offers a 100% biodegradable

P a g e
urn in which a tree or other plant can be grown from the ashes of a loved one (Estudi Moline
Disseny, S.L., 2012). In this way, the pet’s memory can be preserved in a noble way while also
giving back to the planet. The pet Bios Urns, which Pet-Assurance would like to call Pet Pods,
will be available in different sizes and 5% of the cost of a purchased Pet Pod will be donated to
The Humane Society of the United States, optionally in the name of the deceased pet or grieving
family, to help preserve the quality of life for pets still in search of forever homes.
References/Resource Page

P a g e
A. UOPX Textbooks
Dess, G., Eisner, A., Lumpkin, G.T., McNamara, G. (2014). Strategic management: creating
competitive advantage 7e. McGraw-Hill.
B. External Resources
Akdag, M. (2015). PetMeds investor relations. “To my fellow stockholders.” Retrieved on 15
May 2016 from http://investor-relations.petmeds.com/.
Banfield Pet Hospital. (2016). “Optimum wellness plans faq.” Retrived from 13 June 2016 from
http://www.banfield.com/preventive-care/optimum-wellness-plans/owp-faq#owp-work.
Businessdictionary.com. (2016). “Strategic objective.” Retrieved on 5 June 2016 from
http://www.businessdictionary.com/definition/strategic-objective.html.
Christie, S. (2015). The Telegraph. “Pet insurance guide: 7 things you need to know to pay less.”
Retrieved on 23 May 2016 from http://www.telegraph.co.uk/insurance/pet/pet-insurance-
guide-7-things-you-need-to-know-to-pay-less/.
ConsumersAdvocate.org. (n.d.) “Top 10 in pet insurance.” Retrieved on 13 June 2016 from
http://www.consumersadvocate.org/pet-insurance/best-pet-insurance.
Estudi Moline Disseny, S.L. (2012). “Bios urn.” Retrieved on 13 June 2016 from
https://urnabios.com/.
Euromonitor international. (2014). “Pet humanization: the trend and its strategic impact on

P a g e
global pet care markets.” Retrieved on 23 May 2016 from
http://www.euromonitor.com/pet-humanisation-the-trend-and-its-strategic-impact-on-
global-pet-care-markets/report.
Githens, G. (2012). Leading strategic initiatives. “How to identify strategic assumptions.”
Retrieved on 5 June 2016 from https://leadingstrategicinitiatives.com/2012/04/26/how-to-
identify-strategic-assumptions/
InsuranceNewsNet.com. (2016). “The 25 most interesting facts about pet insurance.” Retrieved
on 13 May 2016 from http://insurancenewsnet.com/oarticle/The-25-Most-Interesting-
Facts-About-Pet-Insurance-a-556205.
Makakane, M. (2007). “Successful step by step implementation of the balanced scorecard.”
Retrieved on 13 June 2016 from
http://www.workinfo.com/articles/implement_balanced_scorecard_110.htm.
PC financial insurance. (nd). “Pet Insurance.” Retrieved on 23 May 2016 from
http://www.pcinsurance.ca/english/pet-insurance/pet.
PetInsuranceQuotes.com. (2016). “Pet health insurance 101;” “100 facts about pet insurance.”
Retrieved on 21 May 2016 from https://www.petinsurancequotes.com/petinsurance/100-
facts-about-pet-insurance.html.
Pet insurance review. (nd). “Compare Canadian dog insurance.” Retrieved on 23 May 2016 from
http://www.petinsurancereview.com/ca_dog.asp.
PetMeds Express, Inc. (2016). History of PetMed Express, Inc. Retrieved on 13 May 2016 from

P a g e
http://www.referenceforbusiness.com/history2/72/PetMed-Express-Inc.html.
SWOTAnalysis24.com. (2016). “PetMeds Express full SWOT analysis.” Retrieved on 19 May
2016 from http://www.swotanalysis24.com/swot-p/84268-swot-analysis-petmed-
expressinc.html.
The Humane Society of the United States. (2016). “Coping with the death of your pet.”
Retrieved on 13 June 2016 from
http://www.humanesociety.org/animals/resources/tips/coping_with_pet_death.html?referrer=
https://www.google.com/.
Wilkerson, F. DVM. (n.d.) Pet MD. “Regulation in the pet insurance industry.” Retrieved on 13
June 2016 from
http://www.petmd.com/centers/insurance/evr_regulation_in_the_pet_heath_insurance_in
dustry.
Graphic/logo/picture/ and other references
N/A

Pet-Assurance Project Plan

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (10)

En vedette

En vedette (12)

Similaire à Pet-Assurance Project Plan

Similaire à Pet-Assurance Project Plan (20)

Pet-Assurance Project Plan