1. HealthCare on the Move
(HOTM)
Business Plan
Evan Kleiman, Michelle Nielsen, Monica Tanner, and Victoria Valdez
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Table of Contents
I. Executive Summary.................................................................................................................. 3
II. Business Pitch, Value Map & Customer Profile ................................................................... 6
Product Description.....................................................................................................................................................................6
HOTM Business Pitch................................................................................................................................................................6
Value Proposition........................................................................................................................................................................7
Delivery Channel Summary ......................................................................................................................................................9
Revenue Stream Summary.........................................................................................................................................................9
III. Business Model Overview...................................................................................................... 9
Cost Structure.............................................................................................................................................................................15
Revenue Streams .......................................................................................................................................................................16
Revenue StreamTypes ........................................................................................................................................................17
Pricing Mechanisms .............................................................................................................................................................17
IV. Products/Services.................................................................................................................. 17
V. Operational Plan .................................................................................................................... 20
VII. Marketing Plan.................................................................................................................... 31
VIII. Financial Plan .................................................................................................................... 41
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I. Executive Summary
Healthcare on the Move [HOTM] will be providing various health care services such as
vaccines, blood work, home visits & small medical procedures in state of the art mobile
healthcare units. Large numbers of people won't see a health care professional until it's too late,
we are here to help reduce those numbers. Medical service will now be as simple as opening up
an app on your phone or calling us, and we will schedule an appointment for you with our
mobile healthcare unit to arrive at your door. Our service makes it easy and convenient for
patients to receive health care in a language that is familiar to them. No longer are the days
when patients can come up with excuses when it comes to their health care. HOTM helps
people in need of healthcare who require medical services, such as diagnostics, screenings,
vaccinations, and minor medical treatment. HOTM provides a solution for patients who neglect
their care because of the anxiety associated with a doctor’s office or hospital, inconvenience or
inability to leave their home. With a patient centered practice that can come to your home, we
make it nearly impossible for patients to avoid medical care. Mobilizing healthcare enables
medical providers to deliver services to restricted patient populations. Providing mobile
healthcare services will increases the likelihood of more patients receiving health care,
especially patients that may not normally to receive it in traditional institutions because of cost
and time. This is unlike traditional hospitals or clinics that require patients to travel to those
institutions for health care services during normal business hours. Our medical mobile unit
would provide a three prong approach to providing health care. We will not only provide in
home health services, but we will also attend local community health events where we will
provide vaccinations, diagnostics, and minor treatment. Additionally, we will collaborate with
several local 24 hour CVS pharmacies wherein we station our mobile unit in the pharmacy
parking lots. By doing this, we provide an option for customers past traditional business hours.
By collaborating with nation wide partners such as CVS, we create a strategic win-win,
whereby HOTM benefits from CVS’s customer base/ foot traffic, and CVS’s benefits by
increasing services made available to their customers without the additional overhead. Our
walk-in patients will be incentivized to fill their prescriptions with CVS as well. Patients will
have the convenience of seeing a doctor (or nurse practitioner) during and after typical business
hours without waiting in long lines, and will have the ability to see them in their own home or
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even at a event in the community. HOTM also offers after-hours for people who need to get
medical attention during the early morning hours or after the evening rush.
For patients on mediCAL, they will receive free services subsidized by their insurance plans.
We will take public insurance, private insurance and cash basis with a 10% discount as form of
payment. We will offer competitive methods of payment as our demographic ranges from low
to high socioeconomic background. Because we don’t have the overhead that a hospital has,
we will be able to price more competitively and thus attract a larger customer base. HOTM
may have fixed pricing, but it also accepts more third party payers and options to pay out of
pocket. In our market/business, customers would not be making decisions based on costs, but
on services needed. Customers typically only would seek our service if there is a necessity for
it. Thus, we would receive patients who may consider cost an after thought. Patients may
submit their insurance information (MediCAL or private insurance) for payment, and pay their
assigned copay via credit cards (VISA or MasterCard) or cash. For out of pocket patients, they
may pay in cash or credit cards and will also receive a 10% discount for paying as an out of
pocket payer.
Evan Kleiman, Michelle Nielsen, Monica Tanner, and Victoria Valdez will have equal
ownership in Healthcare on the Move. Based on demographic trends, the rise of baby boomers
entering retirement and what market data is showing us, the need for fast, convenient and
affordable health care services will continue to rise. Additionally, we believe that people are
more interested in having conveniences of availability, time, and shorter lines in healthcare and
therefore there will be a growing need for our services.
Healthcare Market Context
The U.S. healthcare delivery system faces multiple challenges as its metrics confirm the need for
reengineering current models, processes and sites of care - growing national economic healthcare
expense burden – aging demographics, chronic disease burden, high fixed costs sites of care,
lack of integration. Multiple forces are converging on hospitals, forcing them to retool and seek
new ways to be financially sustainable. There is a declining hospital volume. New Medicare
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incentives reward for quality, value and patient satisfaction, population health management and
penalize for hospital readmissions. Poor patient experience now a strategic issue for hospitals
Hospital care delivery model is not safe – unacceptable preventable loss of patient lives each
year. This context highlights the extraordinary opportunity we have to provide meaningful
solutions to the problems patients are experiencing.
Competitive Advantages
The costs of products are fixed based on CDC or government pricing. The Costs of visit is fixed
unless cash patient, at which point it is reduced by 10%. HOTM will deliver the highest quality
“patient centric” healthcare. HOTM fundamentally re-engineers the delivery of acute and post-
acute care. The programs used in the model includes all the required medical tasks and supplies
currently provided in hospitals and nursing homes. The model provides additional touch points
of care, safety systems and social support beyond what is offered today in hospitals and nursing
homes. The program combines in-home/hands-on care by clinicians with a very robust use of
two-way audio/video, care calls and other clinically and socially-focused care delivery
encounters to amplify patient recovery and satisfaction. Addresses many non-medical catalysts
that often contribute to hospitalizations.
Competitive Disadvantages:
Competition, because possible competitors responding include large integrated health systems
(e.g. Kaiser) and large physician groups (e.g. The Leon Clinics) seeking to replicate the model
once it is deployed in the marketplace. HOTM might face unforeseen changes in the market
causing customers to abandon the program. Potential for adverse patient medical events and the
potential for halting the program.
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II. Business Pitch, Value Map & Customer Profile
CustomerProfile
Important Customer Jobs include but are not limited to functional jobs such as getting a flu
shot, having a work physical, nutritional advice, getting a prescription for uncommon
occurrences). Personal/emotional jobs such as providing comfort, validating patient concerns,
solving minor health issues. Supporting jobs such as purchasing multiple vaccines at one time
& getting refill prescriptions one at a time.
Important Customer Pains include but are not limited to customer anxiety from going to
traditional healthcare clinics and hospitals, customer inconvenience, customer being placed on
hold in order to schedule an appointments over the phone or walking into a healthcare facility,
longer wait times for services & health insurance requirements.
Important Customer Gains include but are not limited to the fact that patients need health care
services such as health testing, lab analysis, diagnosis, treatment, and prescriptions. Having
health care services that come to the patient is incredibly convenient. Receiving instant lab
results or having results forwarded directly to ordering doctor expedites speed of diagnosis and
proper treatment. The process is much more time efficient: customer can schedule services ahead
of time or locate mobile unit to come as a walk in. There is a convenience of getting their health
care needs met at community events, at their office, or at a pharmacy.
Product Description
Mobile healthcare services for adults and children 18 months and older (for most services) 22
hours a day, 6 days a week. Monday through Saturday we schedule appointments and
community events between the hours of 8AM to 5PM. Between the hours of 6pm-7am, our
medical mobile unit will station itself at the closest partnered 24-hour CVS location. Business
will be closed Sundays for vehicle maintenance and inventory/restocking.
HOTM BusinessPitch
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According to Hospital Safety Score, “new research estimates that up to 440,000 Americans are
dying annually from preventable hospital errors.” (2013) With the right kind of patient centered
at home healthcare, we can prevent tens of thousands of patient deaths a year. Mobilizing
healthcare allows the medical community to broaden its scope of practice. Large numbers of
people won't see a health care professional until it's too late, we are here to help reduce those
numbers. It’s as simple as opening up an app on your phone or calling us, and we will provide
instant telemedicine care or a mobile healthcare mobile at your door. Our service makes it easy
and convenient for patients to receive health care in a language that is familiar to them. We make
no room for excuses when it comes to one's health care.
Our Services help people in need of healthcare who want to receive mobile medical services,
such as diagnostics, screenings and vaccinations by reducing/avoiding anxiety, inconvenience,
inability to leave their home and enabling/increasing convenience. This increases the likelihood
of the population to receive health care for those that they may not normally be able to receive it
in traditional institutions. This is unlike traditional hospitals or clinics that require patients to
travel to those institutions for healthcare services.
ValueProposition
Product
The product that HOTM offers is a Mobile unit staffed with Nurses, Medical Assistants,
Physician Assistants, and Medical Doctors. (Some of which will be on-site. We will also
leverage telemedicine practice to reduce costs and bring in staff remotely.) HOTM will
diagnose, treat and write prescriptions for common illnesses such as colds, strep throat, bladder
infections, pink eye, and other minor illnesses. HOTM will treat minor cuts and skin conditions,
such as poison ivy reactions, sunburns, etc. HOTM will provide common vaccinations for flu,
pneumonia, polio, hepatitis, etc. HOTM will conduct health tests and analysis including,
pregnancy testing, cholesterol, blood pressure and diabetes monitoring. HOTM will offer routine
diagnostic tests within our own lab for instant results. (Delivery of lab results ordered by a
treating physician should be available within a week and are sent directly to the requesting
doctor). Records may be shared with patient permission to primary to treating providers for
Coordination of Care. Patients may schedule mobile services by telephone or through a mobile
app. Patients may request in home visits, locate mobile units for stationary visits via GPS
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through HOTM mobile app, at a nearby 24 hour pharmacy, or use the event calendar located on
website and mobile app to attend healthcare community events where unit will be present.
Mobile App
The mobile app will offer services for patients such as: an explanation of services, service
pricing, requesting services, scheduling appointments, submitting patient information, submitting
insurance/paying for visit, calendar of community events, offer a list of referral sources for
emergency visits, contact us info, “Yelp” review functionality, and a platform for customers to
exchange ideas/ information.
Customer Value
On an individual level, we provide mobile, personal and convenient healthcare services
That traditionally would require a doctor’s office visit. HOTM delivers services by its mobile
unit that can be scheduled for in-home visits. By providing mobile in-home services, HOTM is
able to provide services for patients that may either be unable to leave their homes, have severe
anxiety evoked by traditional facilities, those who find visiting a doctor/ clinic/ hospital
inconvenient, and those who have had negative experience in the past and avoid doctor visits.
HOTM will also provide mobile health services at community events that may be organized by
the city, hospitals or other healthcare agencies. HOTM may also contract with various hospitals
or clinics to provide services in conjunction with that health service provider. HOTM would be
able to offer fair low pricing for visits and lowest cost available for all products used. In
providing services at community events, we are able to provide healthcare to a population that
may not normally be reached through traditional medical providers. In addition, by contracting
with other health agencies we open the channels for reaching out to patients HOTM might not
normally be able to attract or treat.
Given permission by local businesses, mobile unit would station itself in 24 hour CVS
pharmacies to provide services.
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Delivery Channel Summary
Our services will be delivered by our mobile unit. Patients receive primarily in person care with
the support of a team of Medical Doctors or Physician Assistant(s), medical assistants and
potentially other specialized medical professionals. We will also have an administrative point of
contact/online system for all appointments and consultations.
Revenue Stream Summary
Patients can pay out-of-pocket in cash or credit card, Public and Private Health Insurance,
community event payers (hospitals, cities, etc.). Patients may pay by submitting their insurance
or paying their co-pay with cash and/or credit cards.
III. Business Model Overview
HOTM will market and provide services to the mass market (within the healthcare system) that
are competitively priced, convenient, and delivered with exceptional care.
Customer Segments
We are creating value for individuals in need of world class healthcare delivered at your door.
We anticipate some of our key segments in the Los Angeles area including those that cannot
leave their homes for various reasons, a population that may have difficulty accessing traditional
health care facilities, population that suffers from discomfort when visiting a hospitals/clinics,
populations in need of a more patient focused health care experience, geriatric populations, and
adult populations at large. These segments will vary by region.
Our customer segment by age is:
o 18 months -12 years old
o 12 - 18 years old
o 19-55 years old
o 56-75 years old
o 78 -100 years old
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We will partner with multi-sided markets such as Facebook, Apple/Google (Mobile App),
Webmd.com, Hospitals and Clinics with an online marketplace that exchanges services.
Our target customer demographic are Adult & Geriatric patients needing services such as
diagnostics, minor treatment, vaccinations, and blood testing/analysis. We will also focus on
patients that have difficulty accessing traditional facilities due to being bed-ridden, those with
anxiety and discomfort in clinics and hospitals, or those with inaccessibility to traditional
facilities.
Customer Relationships
The type of relationship our Customer Segments expect us to establish and maintain with them
include but is not limited to patient population that may only be once, and not visit HOTM for
another year (ex. immunizations). Another segment will be customers seeking consistent
relationship with HOTM as they are seen on a regular/semi-regular basis (ex. blood
draw/analysis or immobile). Personal assistance will be made available to our customers to
provide that very crucial human interaction. We will also have an online digital platform where
our customers can exchange knowledge and resources with a trusted community. Co-creation:
where customers can rate their care and have it be seen visibly online. (Think Yelp, or
Amazon.com) This will help to ensure that we deliver the best of care and create greater trust
with our customers. We plan on establishing these relationship touch points at launch and in the
first year of operation. Our business model is patient focused. HOTM plans its business,
materials, and products around patient needs. Patients shape business model in terms of hours of
operation and products required to keep in stock. We will deliver based on demand. Our social
platform/ customer rating functionality will be integrated into our mobile app and website.
The cost of creating and maintaining each customer relationship will vary on cost of time
(marketing, service, administration, customer service), materials needed, vehicle maintenance,
gas, mileage, time/materials for follow-up visits. Maintaining consistent customer relationships
can be costly, whereas one-time patrons may cost less. One time paying customers are least
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profitable. Frequent customers become more profitable. We will build this data throughout to
identify most profitable customer acquisition strategies.
Channels (Distribution & Communication)
Channel Phases
1. Awareness
Online/word of mouth/Marketing/advertising, apply to be featured within insurance
networks, contract with already existing hospitals and clinics. Also, HOTM will increase
awareness by contracting with 24 hour pharmacies and physically station mobile units in
parking lots to provide services. We will also create a mobile app and promote healthcare
services by placing name and logo of app on all marketing materials as well as by
creating a fully integrated app that delivers value to our patients.
2. Evaluation
HOTM can ask potential customers how well our services meet their needs at medical
community events. HOTM can gain valuable information on the demographics of the
population that we are servicing both from the intake forms and from the data on our
mobile app. We will be a data driven business. Everything will be a data point that will
inform what services customers will need for the HOTM to keep needed medicine on
hand.
3. Purchase
a. Customer locates mobile unit via mobile app to receive stationary clinic services
b. Customer calls corporate office to schedule in-home visits
c. Customer attends community events to receive services
d. Customers may use cash and insurance as form of payment
4. Delivery
a. In-home visits would require telephonic or in-app appointment scheduling
b. Mobile services: Mobile unit would be available certain days and times of the
week for in-home visits. After 10 PM, mobile unit would be stationed outside 24
hour pharmacies providing services. Additionally, mobile unit available for
community and contracted hospital events as scheduled.
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5. After-sales
a. Provide patient with prescriptions and/or refill prescriptions
b. Provide patients with instant lab results
c. Schedule appointment for the reading of their diagnostics or blood results (when
HOTM performs service), additional vaccine as part of a series, and minor
treatment
d. Update patient file and make sure all details of visit were recorded properly.
e. Add action steps to patient management software to ensure patient gets everything
that was promised.
Considerations
Basedon market research, it appears that the channel’s our Customer Segments want to be
reached through are in person and word-of-mouth (with customer evangelists), third party
referrals such as insurance companies, hospitals or clinics. As well as through our mobile app,
email, and via our insurance and primary health care partners. We will integrate our channels
by making our message and content consistent across all channels. We will use data such as
customer feedback, and aggregated from customer preference and behaviors online to inform
how we communicate and market, but our branding will remain consistent. Data will drive
everything we do. We will determine which channels and methods to reach our customers based
on conversion and traction we gain via each channel. This will depend, as each method serves a
different population. The most cost efficient are word of mouth and third party referrals, which is
another reason we will strive to create that “wow” experience for our customers. In addition to
delivering world class healthcare, we also want to deliver exceptional customer service. This will
in turn generate customer loyalty and customer evangelists who share our services with their
friends and family.
Integration with customer routines will vary. Our hours of operation and services will align
with customer routines as we will be available 24/7- 6 days a week. Our mobile platform will be
fully integrated with all patient information, ease of usability with an intuitive functionality. We
will evolve the business as we have real time data demonstrating what our customer routines are,
and will strive for ways to fully integrate.
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Key Activities
Operational Activities
Develop and maintain business website and mobile app to be easy for users to navigate thru in
order to schedule appointments, ask questions, confirm insurance benefits, etc. Website and app
require supervision in an effort to keep them updated and maintained. Website and mobile app
require consistent maintenance, supervision and user experience enhancements because they are
important for scheduling appointments and cannot fail.
We will need to purchase, maintain and update software for medical equipment and computers.
We will need to implement and maintain security measures to keep digital copies of all patient
records confidential in company server. Having a secondary server in another state, in case of
failure is important. Install an updated GPS and alarm system in mobile unit. Keep medical
equipment maintained and up to date, ex. recalls, calibration, etc. Ensure that we have reliable
communication/Wi-Fi system with the mobile unit.
Distribution channels
Contract and hire Physician assistants, nurses, technicians, medical assistants, and translators.
Provide services via appointments, scheduled community events, coordinated scheduled events
with hospitals or clinics, 24 hour pharmacies coordination. Appointments made via phone to HQ,
website platform or mobile app.
Problem-solving
Provide continuous and consistent training to CO medical personnel, and ensuring that everyone
is compliant with Continued Medical Education requirements (6 per year). We will offer
reimbursement for educational seminars and offer in-house training as well.
Customer relationships
Make process to schedule appointments easy for patients, keep appointment times, provide
exemplary services, provide bilingual translating services (when available), affirm patient
medical records are confidential and secure, provide accessible follow up services, attempt to
make payment process as easy as possible.
Revenue streams
Cash payments, insurance payments.
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Key Resources
Physical/material
Office space, mobile unit, medical equipment, point-of-sales systems, IT, internet and phone.
Intellectual (patents, copyrights)
Copyright/ protect name of company, website and mobile app.
Human
Physician assistants, nurses, medical assistants, technicians, translators, administrator assistants.
Financial
Loans, cash, lines of credits.
Key Partners
Our key partners are owners, managers, medical doctor, physician assistants, medical
assistants, administrative assistants, medical research and training compliance coordinator,
lenders, hospitals, clinics, pharmacies, city healthcare services, web partners (such as
webmd.com), medical service providing temp agencies.
Our key suppliers are our vehicle vendor, medical equipment manufacturers, medical supply
brokers and vaccination suppliers/manufacturers.Mechanics, IT, Security company/system,
insurance companies, State of California licensing/business bureau, office space owner/leasor.
Internet and Phone Company.
Which Key Resources are we acquiring from partners?
● Lenders: money to start business
● Contractors: provide health services to patients
● Opportunities to attend community and hospital events
● Licensing
● Internet and phone services
● Specialized medical buses
Which Key Activities do partners perform?
Owners: Networking, advertising, marketing, coordinating events and appointments with key
partners, maintaining security of records, maintain contractor relationships, maintain
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relationships with key partners while educating communities. Other key partners: inspect and
provide licensing (state of CA), coordinate and provide opportunities to owners for contracted
events and community events. Provide insurance coverages for company and employees.
Contractors: providing reliable, committed, and consistent service, exemplary service,
respecting business and patients, staying current on training/licensing/insurance. Company needs
to activate and maintain internet and phone services
Reasons to Create Partnerships
Networking opportunities, acquiring key resources or activities. Insurance companies: will
minimize risk. Supplemented customer base provided by 24 hour pharmacies, insurance
companies, hospitals, clinics and city health service providers.
Cost Structure
What are the most important costs inherent in our business model?
Startup costs, software/tech development costs, employment costs, fuel costs, insurance costs,
medical equipment/supplies costs, licensing costs, internet/phone costs.
Which Key Resources are most expensive?
Mobile unit, medical equipment, legal fees, insurance, medical providers.
Which key activities are most expensive?
Providing healthcare services and performing subsequent services such as screening, labs, etc.
Purchasing materials and equipment. Developing and maintaining business website and mobile
app to be easy for users to navigate thru in order to schedule appointments, ask questions,
confirm insurance benefits, etc. Website and app require supervision in an effort to keep them
updated and maintained. Website and mobile app require consistent maintenance and supervision
because they are important for scheduling appointments and cannot fail. Licensing, maintaining
and updating software for medical equipment and computers will be expensive, but critical for
efficiency.
One key consideration is that while our business is more cost driven than value driven, we will
also embrace a value driven approach as we seek to differentiate and create that “wow”
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experience for our patients. We believe and have evidence to demonstrate that both are possible.
One of the key elements in creating a cost and value driven organization will be the culture of
our organization which will become defined by the employees we recruit, our training and
development opportunities and based on our overall employee value proposition.
Types of cost to consider:
Fixed costs
Loan payments, office space payments, internet/phone service, insurance policy costs, state
licensing costs, contracted employee salaries, website/app maintenance costs, internet/records
security service costs
Variable costs
City licensing costs, vehicle repairs, fuel costs, hourly employees, medical supplies/equipment,
payment to be within Health Insurance networks, IT costs
Cost Reduction Strategies
● Economies of scale; we will eventually be able to purchase supplies in greater
volume and thus drive the price down.
o Community coordinated events where the mobile unit is stationed in one place.
o 24 hour pharmacy stationary services.
o Coordinated services with hospitals and clinics.
o Telemedicine where we bring some of our staff into the mobile unit to see patients
remotely.
Revenue Streams
What our customers will be willing to pay will vary on the customer and the service desired.
Convenience factor alone will add significant value to customer. Cash patients will receive a
10% discount on their bill. What customers are currently paying varies among providers.
They are currently paying cash/out-of-pocket and with Insurance. Customers would prefer
insurance paid, but we would prefer they pay cash.
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How much does each Revenue Stream contribute to overall revenues?
Insurance payments with co-pays will be the majority of revenue. Cash payments will most
likely be the lesser form of revenue stream.
Revenue Stream Types
Cash, Credit Card & Health Insurance.
Pricing Mechanisms
Fixed service pricing with variable product costs (vaccination costs change annually).
Advantage: lower costs for a service not normally offered. Mobile unit will be available past
normal business hours of operation. Customers can access healthcare more easily if they are
restricted to their home. We reduce price because we don’t have the overhead of large hospitals.
Disadvantage: Variable costs in healthcare products and materials. A section of HOTM’s
revenue is based on customer acquisition by networking with hospitals, clinics, and pharmacies.
There is risk of vehicle malfunction or maintenance which could limit ability to provide services.
Possessing our own digital medical records of patient services may pose security risk for theft or
hacking. Considering this factor, HOTM would be required to purchase a healthcare tracking
software and maintain proper security systems. HOTM would be forced to turn away patients
that have major injuries and call ambulance if necessary to transport them to the nearest hospital.
IV. Products/Services
Our Services help people in need of healthcare who want to receive mobile medical services,
such as diagnostics, screenings and vaccinations by reducing/avoiding anxiety, inconvenience,
inability to leave their home and enabling/increasing convenience, increases likelihood of
population to receives health care that they may not normally be able to receive it in traditional
institutions. This is unlike traditional hospitals or clinics that require patients to travel to those
institutions for healthcare services.
Services include:
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● Diagnose, treat and write prescriptions for common illnesses such as colds, strep throat,
bladder infections, pink eye, and other minor illnesses. Treat minor cuts and skin
conditions, such as poison ivy reactions, sunburns, etc.
● Provide common vaccinations for flu, pneumonia, polio, hepatitis, etc.
● Health tests and analysis including, pregnancy testing, UTI testing, cholesterol, blood
pressure and diabetes monitoring.
● Offer routine lab tests for instant results. If labs are ordered by a treating physician,
results will be sent to doctors directly.
● Records may be shared with patient permission to primary treating providers.
● Coordination of care
○ Patients may schedule mobile services by telephone or through a mobile app
■ Patients may request in home visits, which may result in longer wait times
■ Patient may also locate mobile unit located at a nearby 24 hour pharmacy
■ Patient may use event calendar located on website and mobile app to
attend healthcare community events where unit will be present
● Mobile App:
○ Explanation of Services
○ Service Pricing
○ Requesting services
○ Scheduling Appointments
○ Submitting Patient Information
○ Submitting insurance/paying for visit
○ Calendar of HOTM’s schedule in attending community events
○ Offer a list of referral sources for Emergency visits
○ Contact Us Info
○ Review feature
○ Community knowledge share feature.
○ Aggregate vetted content from other apps to create trusted resources for
customers.
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Customers will have 3 primary ways to receive healthcare services with HOTM. Customers will
have the choice to receive services in the comfort of their own home. In home visits would be
scheduled for Monday through Saturday between the hours of 8am-5pm. Our scheduling office
will confirm appointment times the day before and will notify patients in the event the unit will
be late. Patient may also track or view unit’s location using the HOTM’s app on their mobile
device. HOTM’s mobile unit will station itself in the parking of a partnered CVS Monday
through Saturday between the hours of 6pm-7am the following day, and can be located using the
HOTM mobile app. A third option for customers is to attend calendared community event that
can be found on HOTM’s website or mobile app. Further information can be provided by calling
our office.
Patients may call our office to setup an appointment, schedule a follow up or ask questions about
insurance over the phone by calling (888) 222-HC4U (4248). Additionally patients may check
HOTM’s website to find answers to frequently asked questions or submit a question online to
our scheduling office. Many of the information found on HOTM’s website may also be found on
our Mobile App found in Android Play Store and Apple’s iTunes App store.
Insurance information and payments may be provided in person, over the phone, through the
HOTM website or Mobile App using a debit/credit card or cash. Patient insurance will be
verified through our scheduling or insurance coordinator prior to patient’s appointment. For after
hours services, insurance and/or payment must be provided before services are rendered. For in
person payment, cash and credit cards are accepted, including VISA and MasterCard. No checks
will be accepted.
IN-HOME SERVICES DISCLAIMER (BY CCO):
1. HOTM would be forced to turn away patients that have major injuries and call ambulance
if necessary to transport them to the nearest hospital.
2. HOTM has the right to refuse any treatment on any person at any time.
3. Patients requesting in-home appointments would need to provide proof of homeowner’s
insurance OR sign an Acceptance of Liability for employees to enter the premises.
Patients or caregiver scheduling appointment would also have to notify HOTM if the
home has a dog or other animals that could potentially harm employees. It is the
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homeowner/renter’s responsibility to control the animal and ensure the premises is safe
for employees to enter. Staff will not enter an unsafe dwelling or where the animal is not
secure. HOTM will charge for the mileage traveled in order to attend patient if
homeowner/renter does not accept liability or secure the home.
V. Operational Plan
A. Purchasing
HOTM will begin by Test Piloting in 90036 in Los Angeles, CA and expand as we gain
healthy traction. We will apply for a business loan that will help buy and customize mobile
health unit. With Shareholders’ Equity the purchase of all materials to keep on hand for general
visits will be bought. These items include: Gloves, cotton balls, band aids/bandages, syringes,
hazardous waste containers, alcohol wipes, antibiotic ointments, vaccinations, minor surgical
tools, and materials for stitches, stethoscopes, paper for seating, throw away tips for medical
equipment, blood tubes, blood prick tubes and blood draw materials (needles/tubing), printer and
labels for blood tubes, pens, healthcare and intake forms. Along with stocking the materials the
purchase of blood pressure machines, blood vial circulators/machines, blood testing/lab
machines for the van will happen as the van is being outfitted for medical standards.
The purchase and release/roll out of the mobile application will occur before the grand
opening. The mobile application will need to be maintained and is budgeted for monthly. The
executives will contract and hire medical doctors, physician assistants, medical assistants, and
administrative assistants to work in the van and at the office space. All employees are contracted
and part time. Another purchase will be to rent an office space that will provide a headquarters
for owners, administrative assistance for scheduling, and it will have sufficient room to park the
van during off hours. There will be a POS system or tablet with PayPal credit card swiper. The
licensing fees and insurance policies (auto, worker's compensation, liability) will be bought
before the van is operating as well.
B. Production
The services are produced in the mobile unit or in the patient’s home. A Medical Doctor
and Physician's Assistant will be able to give all vaccines, draw blood, treat minor wounds, and
21. 21
diagnose in the unit. After blood is drawn the medical staff will have the ability to place blood
in a centrifuge then place in a testing unit on premises.
There will be multiple pieces of equipment on the Mobile Unit: Blood Pressure Unit,
Centrifuge to spin the blood, Blood Testing Unit, Small refrigerator for blood samples, medicine
and materials for everyday medical equipment. The cost of the Mobile Unit/Large Sprinter-
$56,000, Blood Pressure Unit- $55, Centrifuge- $750, Blood Testing Unit- $5500, Refrigerator-
$150, Daily use of materials- $75, Daily use of Vaccines -$300.
C. Quality Control
Training a Medical Assistant and Administrative Assistant to do internal audits of all
charts and patient records. Having the Quality Assurance and Quality Control CCO will take all
calls while integrating proper practice principles.
D. Customer Service
The CCO will also ensure all customers are respected while maintaining policies,
procedures, and protocols. Ensuring all staff is trained to understanding the product and patients
needs (demographic).
E. Resources Needed
1. Medical materials (gowns, bedding, blood tubes, needles, throw away materials)
2. All medical equipment,
3. Medical specific material for customers who need more information on subjects.
F. Inventory control
The medical assistants will be in charge of taking all inventory once a week and
instructed to order more when numbers are below 35%. All products will be on the van or at the
office space.
G. Product development
Marketing, development of needs in certain areas, screen clients to see what the highest
needs are (for products), starting with a smaller supply and growing as the need grows after
client testing. Starting off doing many community events and setting up at larger pharmacies in
the area. This is allowing customers to make appointments for specific needs and not a general
22. 22
appointment. Also, checking with all medical carriers that the insurance provided will be
compatible with clients. Have a referral sheet that all hospitals, insurance carriers, etc. can use.
Marketing will be the most important aspect. Having facilities and insurance companies promote
the product through websites, having the logo on all materials that are used, offering the
application on all referral sources, and word of mouth. A few main places will be done by the
CMO. The CMO will be placing advertising materials in medical facilities, with insurance
companies, passing out flyers, having set days with pharmacies, using social media for apps,
posting on different sites that use medical finders.
H. Location
The Mobile Healthcare Unit will be driving while going to different events. It will be
parked in open spaces, in relation to pharmacies and at community events. It will also be parked
in the driveway or street while conducting in-home visits. At night, the Unit will be parked in a
centralized location where the “home office” is with a secure setting (fence and security system).
1. Physical requirements:
The parking area, for the van, will need to be 20-30 feet for accessibility. A smaller, one
office space, for the home office where the administrative assistant will be, along with the
executives. The van will also have all power integrated into the unit itself and will not need to
rely on outside source.
2. Access:
The office space will be in downtown Los Angeles that will have enough space for
parking, the Mobile Unit will always be accessible to suppliers and it is mobile. The Mobile Unit
will have easy access to walk up and have clients sign-in, complete with a sign in desk. Since
the Mobile Unit will be in larger lots there will be many areas to park and can be moved to
locations that service people from different areas.
23. 23
Picture: http://www.mobilehealthmap.org/mhc.php
This is an enlarged version of our Sprinter Van. The van will have one room, instead of two,
along with not having emergency beds. It will have a small lab plus storage to hold supplies.
3. Construction and Cost:
We will be constructing the inside of the Unit to be Medical Specific (medical grade
products and easy to clean materials).
● Medical Remodeling - $35,000
● Office Space Rent- $500/mn
● Maintenance of Unit $250/mn
● Insurance for Unit- $2112/year
● Insurance for Office Space- $200/mn
● Security System- $100/mn +$2000/install
4. Business hours:
Monday through Thursday from 8am-5pm (house calls), Monday through Saturday from
9pm to 5am.
I. Legal Environment
24. 24
1. License:
For Medical Doctors the license is $1378.00/year. All medical professionals must have
their license, per the state of California. The fee for a license includes all working
locations. The MD will oversee all PAs and medical staff. Because the Medical Doctor
will be using his/her license the MD must have bond/insurance for MalPractice, Worker's
Comp with enough money for any incidents at the worksite.
2. Permits:
The Clinic Permit must be through the State of California. Licensed non-profit
community clinics, free clinics, surgical clinics, or multi-specialty clinics which purchase
drugs at wholesale for administration or dispensing, under the direction of a physician, to
patients registered for care at the clinic. A clinic must first be licensed with the State
Department of Health Services to qualify for a permit with the Board of Pharmacy.
3. Regulations:
There are different Medical Waste Generator Registration and Treatment/Transfer Station
Permitting through the State, which must be used. Medical wastes include sharps and
biohazardous waste from the diagnosis, treatment, immunization, or research of human
beings or animals, the production or testing of biologicals, or regulated waste from a
trauma scene waste management practitioner. There are health, workplace, and
environmental regulations that must be adhered to, as well. There must be a Sharps
Container for all needles and Workplace Safety Regulations must be posted. The
Medical Board's regulations are under TITLE 16, PROFESSIONAL AND
VOCATIONAL REGULATIONS, DIVISION 13, and MEDICAL BOARD OF
CALIFORNIA. Zoning or building code requirements are under HEALTH AND
SAFETY CODE [HSC], DIVISION 2. LICENSING PROVISIONS CHAPTER 1.
CLINICS, Section 1225, 1226, 1226.1, 1226.2, 1226.3, 1226.5, 1227, 1228, 1229,
1229.1, 1230, 1231, 1231.5, 1232, 1233, 1233.5, 1234
4. Insurance coverage:
$175/6 months- per medical auto insurance on a RV/Van.
25. 25
J. Personnel
The CFO will be overseeing the medical upgrades to the van, 1 Medical Doctor, 2
Physician Assistants, 2 Medical Assistant, 2 Administrative Assistants. This is a smaller
functioning business with 1 overseeing doctor, 2 interchanging physician assistants, 2
medical assistants and 2 administrative assistants (to prevent burn out). 1 On Call MD, 2
On Call PAs, and 2 Medical Assistants. Medical staff will be able to see 1 patient per
hour, on average. To find employees (recruit) the company will posting jobs through
Indeed, LinkedIn and Facebook. Another key component will be talking with Insurance
Providers for their MD recommendations.
1. Pay structure:
- $175-200/hr for MD
- $100-150/hr for PA
- $13/hr for Medical Assistants
- $17/hr for Admin Assistant
2. Training methods and requirement:
There will be continual CME training for MD/PAs (this is done per their license every
year). HR will provide any updates and training for Medical and Admin staffing
throughout the year. MD/PA will do all medical visits/diagnosis/prescriptions, Medical
Assistants do all blood work/blood pressure/pre visit questions, Admin Assistant do all
booking and appointments. All schedules and procedures will be written down and posted
in the van and office space. All of the procedures will be done by COO.
3. Job descriptions:
Medical Doctor/ Physician Assistant-
● Administering all Vaccines, Shots to patients
● General Checkups with patients for wellbeing
● Treating minor wounds and infections in unit or at patient's home
● Writing prescriptions for minor ailments and check-ups
● Reading blood work and coordinating with primary physician.
Medical Assistant-
26. 26
● Checking patient's blood pressure and obtaining vitals
● Marking all paperwork for visit with MD/PA
● Cleaning the room before each patient
● Preparing the blood for Centrifuge and Reading machines
● Helping MD/PA with minor tasks
Admin Assistant-
● Answer all phone calls and direct properly to CEO/Board of Directors
● Set up appointments with patients
● Place MD/PAs schedules online for patients and staff
● Prepare schedule for where the unit will be for a month (conventions, homes, etc.).
K. Inventory
There will be Vaccines for the different seasons and age ranges (flu, start of school, age
range). Different types of medical supplies (bandages, braces, needles, blood tubes,
thermometers). An average turnover rate in a month time frame, with higher turnovers of
vaccines in different peak seasons. The average value of stock will be: Vaccines on
average will be $5000 and Medical supplies will be $1000. Vaccine preparation for
school season, different age range vaccines, and for flu season. The average lead-time
for ordering Vaccines will be 1-3 months. The Supplies can be ordered 1-3 weeks ahead
of time due to space being limited.
L. Key Partners
1. Suppliers
There will be 5 vials of each Vaccine = 10 shots each (Flu, Hepatitis A, B, Meningitis, TDAP,
MMR, HPV, Polio, Typhoid, and Yellow Fever) from the Suppliers along with Thermometers,
Needs, Blood Vials, and mass medical supplies. All of the products will be shipped via FedEx,
with all invoices due at the end of the month. There will be three different vaccine supplies and
two different medical suppliers. We account for there being a steady inventory and only
27. 27
fluctuate when there is a nation wide shortage. There will be enough in back inventory to supply
shortage for a short period of time.
- GSK Vaccines, Research Triangle Park, NC 27709
- Merck & Co., Inc., One Merck Drive, P.O. Box 100, Whitehouse Station, NJ
08889
- Sanofi Pasteur, Discovery Drive, Swiftwater, PA 18370
- Medical Wholesale, Inc., 1211 Arion Parkway, Suite 118, San Antonio, Texas
78216-2809
- LA Medical Wholesale, 4205 San Fernando Road, Glendale, CA. 91204
M. Cost Strategy
The most important costs inherent in our business model will be keeping all medical
equipment working, keeping the Mobile Unit running and clean, having vaccines stocked,
having medical supplies available and staffing salaries. The most expensive pieces will
be the Mobile Unit and the Office Space. The key activities that are most expensive will
be the problem solving and making house calls to individual patients. We are a value
driven business second to convenience but that is based on great service with putting
customers first and aiding to their individuals needs. Some cost reduction strategies that
we plan on implementing will be making house calls to only certain areas of the city (30
miles from headquarters), making house calls in the same area of the city in one day (east
side, west side, etc.), buying in bulk and storing the excess at the office space. The
business will start using the Mobile App (signing in) for staffing schedules, location
areas, convention events, making appointments, and insurance information.
N. Service Business:
Service businesses sell intangible products. They are usually more flexible than other
types of businesses, but they also have higher labor costs and generally very little in
fixed assets. The key competitive factors in this industry are, being accessible to
28. 28
patients, having competitive prices, offering great customer satisfaction/bedside
manner, convenience of making appointments through a mobile app, having doctors
who can diagnose and treat on spot, and fast blood test results . All prices are based on
Vaccines on the market, cost of equipment, cost of staff, and comparative to other
Mobile Units.
1. Prices:
- Stationary clinic visit = $100
- Mobile In Home Visit = $150 + $2.25/mile
- Community Events = $20 (vaccinations only); $50 (other treatment)
- Diagnostics
- Blood analysis = $30 base rate
- Urinalysis = $10
- Vaccinations (prices vary based on age) CDC Vaccine Pricing
- Seasonal Flu = $10+ (Fluctuates based on Market Rate/ Payment Plan)
- Hepatitis = $30+ (Fluctuates based on Market Rate/ Payment Plan)
- HPV = $128+ (Fluctuates based on Market Rate/ Payment Plan)
- MMR = $60+ (Fluctuates based on Market Rate/ Payment Plan)
- Meningitis Vaccines = $112+ (Fluctuates based on Market Rate/ Payment
Plan)
- DTD = $24+ (Fluctuates based on Market Rate/ Payment Plan)
The following figures reflects our average service call costs per unit to customers:
● Home visits = $150 + mileage $2.25/mi; plus additional services (if any)
● Community Events = $10 + cost of vaccinations
● Stationary Clinic Visits = $100 base + additional services (if any)
We expect to incur the following average costs for services:
● Stationary Clinic Visits = $113 + costs of materials used
● Mobile In Home Visits = $113 + costs of materials used and gas
● Community Events = $113 + costs of materials used
29. 29
Additionally, there will be Leasing fees, licensing fees, advertising fees, contractor fees,
insurance fees, vehicle fees/cost, credit card processing fees, internet and phone services
2. System of Production Management:
The business will have the ability to make a schedule for a month at a time for all
staff and supply needs due to the mobile application along with marketing setting
up events to travel to. Patients look up where the Mobile unit will be, can request
the van to come to their home, set up an appointment, arrive to appointment, get
all medical needs met in one sitting, set up later appointments (if needed), having
MD/PA’s see patients in real time and offer immediate satisfaction, allow patients
to pay in the unit, or in home, no crowds, and allowing MD/PA’s to coordinate
care with primary physician.
3. Quality control procedures
The COO will implement giving surveys out to patients through the mobile app,
obtaining input from patients, allowing patient complaints to be filtered through
CEO, COO, having external auditors audit all medical charts and locations. Also
allowing medical procedures to be rated and surveyed. Productivity will be
measured by counting how many patients are seen on a daily basis by the
MD/PA and how many appointments the Admin Assistant makes on a weekly
basis. There will be a small percentage of work subcontracted to other firms,
only when our lab machines are down or can not process blood work. The
business will accept cash, credit cards, checking accounts, and payments from
insurance companies. If a client is paying the payment is due at the time of
appointment (co-pay). A main objective for keeping clients are by keeping the
clientele happy with surveys, improvement plans, offering competitive prices,
allows discounts for cash payments, offering discounts at community events,
fundraisers for communities, and by offering door to door convenience. Also,
having the administrative assistant do 90 day follow up calls to make sure things
are still going well.
30. 30
VI. Management and Organization
The CEO (Chief Executive Officer) is Michelle Nielsen. She will determine and formulate
policies and provide overall direction of the company within private and public sector
organizations and enforce guidelines set up by a board of directors or similar governing body.
Michelle will plan, direct, or coordinate operational activities at the highest level of management
with the help of subordinate executives and staff managers.
The CCO (Chief Compliance Officer) is Victoria N. Valdez. She will ensure compliance of
state/county/city machinery/equipment, education requirements and coordination for MDs/PAs,
nurses, and technicians. Victoria will also act as the Legal Coordinator who will verify and keep
business in compliance with Federal, State and City laws. Victoria will take the role of Medical
compliance officer by verifying and maintaining all medical personnel training/education and
equipment to ensure that it is set up to compliance codes.
The CFO (Chief Financial Officer) is Monica Tanner. She will take on the roles of HR/Payroll as
well as financial planning. Monica will also conduct administrative, financial, and risk
management operations of the company, to include the development of a financial and
operational strategy, metrics tied to that strategy, and the ongoing development and monitoring
of control systems designed to preserve company assets and report accurate financial results.
The COO (Chief Operations Officer) is Monica Tanner. She will act as the Operations manager
and utilize Administrative Assistants. 1 set of Assistants will be dedicated to scheduling and
mobile unit location while the 2nd set of Assistants will be dedicated to health insurance
verification and payment systems. Monica will keep daily maintenance of the mobile unit while
sourcing/purchasing. Monica will be in charge of InfoSec (Tech security) as well as provide the
leadership, management and vision necessary to ensure that the company has the proper
operational controls, administrative and reporting procedures, and people systems needed to
function. Monica will oversee all medical staff in the van at all times and monitor the
MD/Physician Assistants who will diagnose and treat patients, prescribe medications, and write
follow-up orders. Monica will work directly with the Nurses who provide support and
assistances to MDs/PAs by preparing patient intake information and charts, taking preliminary
vitals, and checking out patients once services have been rendered.
31. 31
The CMO (Chief Marketing Officer) is Evan Kleiman. He is in charge of marketing, networking
and communicating with hospitals, insurance companies, clinics, pharmacies, and cities for
community events. Evan will plan, direct, or coordinate marketing policies and programs, such
as determining the demand for products and services offered by a firm and its competitors, and
identify potential customers. Even will develop pricing strategies with the goal of maximizing
the firm's profits or share of the market while ensuring the firm's customers are satisfied. Evan
will also oversee product development and monitor trends that indicate the need for new
products and services.
A. Key Employees:
The Operations Manager will manage the daily operations of the mobile unit and the
employees. The Operations Manager would oversee the MDs/Pas ensure their Medical doctorate
is completed, state licensed, a part of AMA. The Operations Manager will oversee the Physician
assistant who will have a MA degree from an accredited university and a valid membership from
The American Academy of Physician Assistant. The Operations Manager will oversee the
Medical Assistants who will have an AA with certifications for blood draw. Medical Assistants
will also be filled by LVNs if necessary. The Operations Manager will assist the PA’s with
intake, vitals and any other services as needed. The Operations Manager will oversee the
Administrative Assistants who answer phones, schedule appointments, answer patient questions,
run insurance coverage, file documents, and organize. The Operations Manager will maintain the
mobile unit as well as be the Tech Support/Security Unit by keeping computers up to date,
secure and working. The Operations Manager will maintain the mobile app, and keep electronic
filing system secure.
All applicant Resumes will be reviewed at Time of Hiring/Startup
VII. Marketing Plan
A. MarketResearch-
We will look at our competitor’s sites and see how they are running their programs. Two
of our largest competitors are Cedars Sinai Mobile Health Page: Official Site and St.
32. 32
Jude’s Mobile Health Unit: St Jude's Mobile Services. We will then find out better
practices and more practical ways of doing similar competition while working in a van.
We will gauge prices and procedures while looking at the longevity of the process.
B. Industry Economics-
The total size of market: Varies by county; Los Angeles County: 10 mil, Orange
County: 3 mil, Riverside County: 2 mil, San Bernardino County: 2 mil. The percent
share of the market we will have: Our target in the first quarter is to achieve 5% of the
overall market share. There is a high demand in the target market with a growing trend
in mobile units, trends in consumer preferences: more mobile access, wider patient base
and demographic. There is a growth potential and opportunity for our business: upsizing
to 2-3 mobile units, collaboration with other mobile healthcare companies and hospitals.
Some typical barriers in this industry are: high marketing costs, consumer acceptance
and brand recognition, training and skills, unique technology and patents, unions,
shipping costs, tariff barriers and quotas, and hiring & retaining Top Talent. We will be
able to overcome these barriers by starting in the 90036 zip code, which is a highly
concentrated market with minimal start up costs. We will build strategic partnerships to
reduce operational costs and minimize risk. As soon as we gain traction and acquire
customers, we will expand with revenue necessary. As soon as we have compelling
revenue generation, we can look for investment to be able to scale more aggressively.
With the economic times changing there will be issues that need to be handled. We plan
on handling the changes each step of the way. A change in technology will allow the
business to develop an app that makes it easy for clients to schedule in-home
appointments will enable the company to attract more business. A change in government
regulation will allow the business to add additional fees or training to maintain licensing,
remodeling of mobile unit to fit new requirements, changes in labor laws or compliance
codes for employment could raise costs. A change in the economy can make issues be
billed differently. Medical care is largely recession proof. This is not to say that the
“health,” of our economy won’t have an affect on our business, but we will be servicing
such a broad customer segment, to protect our business. For example, if the economy
takes a downturn, the part of our business that services customers from a lower
33. 33
socioeconomic background will be affected, but our higher end valet service has lower
risk due to the fact that those clients are much less affected by the ups and downs of the
economy. A change in your industry will allow the business to a lot for more technology
could mean higher costs.
C. Competition
Some competitors will offer the same services and will be a direct competitor. Companies
that offer services additional to our may appeal to a specific demographic (ex. prenatal
care). The important indirect competitors will be hospitals, clinics, urgent cares and
minute clinics in the Los Angeles, Orange, Riverside and San Bernardino Counties. Our
company will compete with these competitors because we will provide services to a
broader demographic at a cheaper price. CO’s focus will be in providing reliable mobile
services to customers who are unable to leave their house. Our advantages are simply
that we offer more availability. We would be scheduled 3 different ways, whereas most
companies only arrive at community events and only accept cash payment or mediCAL
and we accept all forms of payments excluding check. We have flexible hours, which
include early morning and late afternoon/evening hours. The competitors have 8-5 time
frames and limited days of operation. Our business hours differ in that Monday through
Saturday we schedule appointments and community events between the hours of 8am to
5pm. Between the hours of 6pm-7am, our medical mobile unit will station itself at the
closest partnered CVS location. Business will be closed Sundays for vehicle maintenance
and inventory/restocking. Our disadvantages are that we have significant competitors in
the areas we intend to serve, pricing may vary and our patient demographic is specific
(i.e. HOTM would not serve children under 18 months). Our competitors also have a
mass market already and reputation, whereas we are new to the scene.
1. Our major competitors:
● Cedar’s Sinai: COACH for Kids and their Families Unit
● Arroyo Vista Mobile Clinic, Los Angeles, CA
● Los Angeles Mission Community Clinic, Los Angeles, CA
● City Help Mobile Medical Clinic, Los Angeles, CA
34. 34
● Partners for Healthy Kids, Los Angeles, CA
● Mobile Healthcare, Inc., Long Beach, CA
● St. Mary Medical Center, Cypress, CA
● St. Jude Medical Family Health Clinics, Fullerton, CA
● Orange County Rescue Missions, Tustin, CA
● Alliance Imaging, Newport Beach, CA
● Health on Wheels, Norwalk, CA ( visitors/year = 691/# new visitors/year = 347)
● Riverside County Mobile Health Clinic, Riverside, CA
● AltaMed Health Services, Monterey Park, CA
● St. John’s Well Child and Family Center, Los Angeles, CA
● St. John’s Mobile Health Access Express, Los Angeles, CA
● AIDS Healthcare Foundation, Los Angeles, CA
● USC Mobile Clinic, Los Angeles, CA
● USC/QueensCare Mobile Dental Program, Los Angeles, CA
● USC Neighborhood Mobile Dental Van, Los Angeles, CA
● Breathmobile Program - LAC+USC
Table 1: Competitive Analysis
Factor Us
Strength
Weak-
ness
Competitor A
Cedar’s Sinai
Competitor B
St. Jude’s
Importance to
Customer
Products
Medical
Services
X Mostly kids and
family support.
+Mental Health
Services,
+Dental Health,
+Nutrition and
Fitness Program
+Prenatal and
Pediatric care
1
Price/
Hours
Fixed X X Funded and
MediCAL
Not mentioned 1-2
35. 35
After-hours Doctors Hours
Quality Good X X Good Good 1
Selection
All
Demographic
s, excluding
infants under
18 months,
and high
elder patients
X X Mostly children,
and support care
for family
Pregnant women
and babies.
3
Service
Diagnostics,
treatment,
blood draw,
vaccinations,
screenings,
prescriptions
X Same Prenatal and
infant services
1
Reliability Reliable X Community
events mostly
Not listed 3
Stability
New
company
X Established,
parent Cedars
Sinai, trusted
hospital
Established,
parent hospital,
St. Jude’s,
trusted hospital
3
Expertise
Hire/train
medical
employees
correctly.
Newness of
CO may
attract
younger MDs
X Older company,
probably has
employees well
versed in mobile
HC
Older company,
probably has
employees well
versed in mobile
HC
1
36. 36
Company
Reputation
New
company
X Established
since 1994
Established
since 1988
3
Location
Los Angeles
County,
Orange
County,
Riverside
County, San
Bernardino
County
X 28 Los Angeles
Zip Codes
Placentia Area 1
Appearanc
e
Colorful,
energetic
with clever
design, clean
X Colorful mobile
unit, clean
looking
Unknown 5
Sales
Method
Email, Web,
Over the
Phone, In-
Person
X Over the phone
& In- Person
Over the phone
& In- Person
2
Advertising Online (i.e.
Facebook),
SEO,
Billboards,
Pamphlets at
Partner
Locations
(i.e.
pamphlets)
X Online Web
Presence, No
SEO, No Active
Online
Marketing,
Advertised at
Cedars, and
through Word of
Mouth
Minimal Web
Presence, NO
SEO, No Active
Online
Marketing,
Advertised at
St.Jude
Hospitals, and
through Word of
Mouth
3
Image X 3
37. 37
Prototype
D. Niche
Our services are beneficially to several niche markets. Patients who have anxiety or are
agoraphobic and cannot leave their home may benefit greatly from our services. It can
be extremely difficult to transport paraplegic and quadriplegic patients to traditional
clinics or hospitals for routine diagnostics or minor treatment. In addition, bedridden
patients cannot generally be transported without gurney and ambulance transportation.
We are able to service this population by coming to them directly. Our after service
hours are especially helpful for people who work nontraditional hours and cannot
E. Marketing Strategy
We will use online Social Media Pages (i.e. Facebook, Twitter, Instagram, WebMD, etc.) by
making sure to have ongoing and continuous usages. These are within budget, Medium-cost and
have the most impact. We will attend community events which will be scheduled, possibly once
a month. These are also within budget, high priority, low cost. We will also use
Pamphlets/Flyers posted at hospitals this offers continuous, as long as supplies last. This is also
within budget, medium cost. We will use Partnerships/Flyers with local CVS pharmacies. We
will have continuous communication and supplies with CVS and this is within budget, high
priority, relatively low cost. We will also have flyers posted/provided by medical supply stores.
These Flyers distributed, amount varies, checked every 6 months to replace. This should be
within budget, low priority, low cost. Lastly, we will use Word of mouth from prior customers,
and use gift cards for contingent management. This works for Insurance Company networking
while recommending services to friends and family. Request friends/family recommend services
to others. Provide incentives for referrals, such as $5 Starbucks, iTunes, Android Play Store gift
card. As a business we want to project an image of a our company being reliable, convenient,
family friendly, accessible, affordable and low cost, innovative, knowledgeable, quality
healthcare.
38. 38
Promotional Budget
HOTM will spend a total of $100 on logo design in order to build strong brand recognition to
attract more customers. HOTM will also spend $60 on developing business cards to place at the
front desks of medical offices, hospitals, and healthcare facilities for customers to take with
them on their way out of hospital clinics. HOTM will spend $150-$300 on developing
brochures in order to develop brand recognition so that customers may be aware of the
company and the services that we provide. HOTM will spend $500-$2500 on the interior design
of the mobile unit in order to ensure the vehicle is stocked with the proper equipment, kept
clean to reduce the spreading of germs, as well as gives patients a warm and inviting
atmosphere to patients who visit for services during CVS hours.
Proposed Location
Headquarters office: Downtown LA, CA
CVS locations:
● 2530 Glendale Blvd., Los Angeles, CA 90039
● 23357 Mulholland Drive, Woodland Hills, CA 91364
● 1401 S. Baldwin Ave., Arcadia, CA 91006
● 100 Foothill Blvd., Upland, CA 91786
● 12101 Central Ave., Chino, CA 91710
● 3911 S. Bristol Street, Santa Ana, CA 92704
● 25272 Marguerite Parkway, Mission Viejo, CA 92692
● 8280 Magnolia Avenue, Riverside, CA 92504
● 101 Redlands Mall, Redlands, CA 92373
Our headquarters would need to include a large enough parking space to accommodate our
mobile unit. The fact we operate past typical business hours should appeal to customers who
need a service, but are not hurt enough to visit the ER. This facet of our model makes it
convenient for patients and is consistent with our business plan/brand.
Competition is mostly located in Los Angeles County, but there are several units outside of the
county that are run by hospitals such as St. Jude’s Children’s hospital. We will be avoiding the
competition by stationing ourselves in cities where the competition does not provide services.
Distance between us and competitors may and may not be important. On the one hand, we offer
services that are identical to our general competitors. It is to our advantage that we are open past
competitor operation hours. Other competitors specialize in a service we do not offer, and this
39. 39
would eliminate them as a threat. In general, we will be locating ourselves away from our
competitors.
DistributionChannels
Services are marketed and networked by the Chief Marketing Officer whose job is to
communicate and network with hospitals, clinics, insurance companies, and cities for community
events. Marketing staff is responsible for advertising company through flyers and online
presence. Medical Doctor, physician assistants, nurses and technicians distribute services and
patients may notify others by word of mouth.
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VIII. Financial Plan
● Clinical Visits will be $45,700
● In Home Total will be $25,200
● Community Events will be $427,548
● Lab Services will be $42,380
● Vaccinations will be $13,320
Total of all three categories = $554,148. We estimate our profit in the first year to be $350,008.
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Opening Day Balance Sheet
Opening Day Balance Sheet
Assets
Cash $300,000
Total current assets $300,000
Owners Equity
Shareholders' Equity $300,000
Total current Equity $300,000
Day 30 Balance Sheet
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Our assumptions are that there will be no changes in government healthcare regulations and that
the fixed costs of services will remain the same. We assume that services will be needed and
that as more services are rendered there will be more employees needed. Also, there is an
assumption that there will be a variable rise and more employees will be required.
Inventory will be paid upon delivery or invoice as it will be bought through manufacturer
supplier in bulk. When an event is scheduled, we may choose to buy products in advance.
HOTM will have to budget for a few irregular expenses. There will mostly like be tax
payments, which will vary by county and city. The tax rate may vary depending where we are
stationed. Additionally, there will be a spike in vaccination purchase costs to prepare for the flu
season and school entrance months.
IX. Risk Analysis Plan
Unfortunately, like with any business there are a few risk factors that HOTM will be faced with.
Our employees will be contracted, and therefore be better able to work the hours they want. In
accommodating the preferences of employees, we may have an advantage over competitors.
Potential Risk Risk Prevention Plan Risk Mitigation Plan
Improper intake screening
by HOTM employees.
Train all employees doing
intake. Use Software that
checks against patient
records. Have patient
confirm accuracy and sign
for it.
During payment, have patient
double check the information
on intake forms and sign off
confirming information is
accurate.
Negligent act or omission
by an employed physician,
contracted employees, or
Extremely diligent hiring
process that requires
several reference checks
Train employees on all
procedures and equipment.
Proper education for employee
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other professional
employees (e.g. improper
diagnosis, patient
maltreatment, negligent
admission for treatment
when PT needs ER, any
act that could harm the
business or patients).
and several rounds of
interviews. Ensure that
physicians/ nurses and
other medical professionals
are only working when
they have had enough sleep
and can confirm they are
fully able to see and treat
patients.
position. Have comprehensive
insurance.
Malfunction of any of the
equipment (medical,
electronic, vehicular,
network, security).
Daily/weekly equipment
checks. Back up wireless
router/servers.
Have 24 hour on demand
repair available. Have
other suppliers as an
alternative.
Weekly mobile unit
maintenance.
Calibrate, maintain and repair
equipment as needed. Keep all
equipment updates and to code.
Comprehensive Insurance, 24
hour on demand technical
teams, disclaimers for all
equipment that is used and
provided that patients must sign
off on. Have 24 hour on
demand repair available. Have
other suppliers as an
alternative.
Accuracy of management
forecasts – includes the
number of budgeted
customers, degree and
timing of model adoption,
unit costs, required cash to
achieve break-even,
Use modern and trusted
software’s that minimize
human error and draw from
real time data to forecast.
Use forecasts as a guide
but not as key drivers to all
business decisions. Take a
Pilot this in one zip code before
scaling out. In the event we do
not have enough community
events, we must compensate by
having more stationary clinic
hours, and try to book
additional in home visits.
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required infrastructure to
safely and effectively
manage the business, etc.
more conservative
approach and adjust
daily/weekly.
Unforeseen changes in the
market causing customers
to abandon the program.
Pilot this in different zip
codes and rapid prototype
what works and what
doesn’t to create UVP that
gains traction and that can
be adjusted as market
shifts.
Have other product offerings to
capture diverse customer
profiles/ segments and market
and cater to larger target
market.
Potential for adverse
patient medical events and
the potential for halting
the program.
Hire top talent with
exceptional career track
records. Make sure all
patients/ customers sign a
contract that protects
HOTM legally before
treating the patients.
Comprehensive insurance.
Legal Contracts that patients
sign before treatment that
minimize risk.
Competition – possible
competitors responding
include large integrated
health systems (e.g.
Kaiser) and large
physician groups seeking
to replicate the model once
it is deployed in the
marketplace.
Build strong brand equity,
cultivate intangible assets
such as a powerful patient/
employee centric culture to
differentiate us in the
marketplace, seek strategic
partnerships to scale
rapidly.
Have investment backing to be
able to ensure highest quality
care and rapid scaling ability.
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Employees leaving us for
competitors.
Provide flexible hours,
consistent pay, and
bonuses. Maintain an
inclusive and cohesive
culture and climate.
Offer and provide career
development, offer salary
increase and/or benefits.
