HealthCare on the Move(HOTM)

Business PlanEvan Kleiman, Michelle Nielsen, Monica Tanner, and Victoria Valdez

Table of Contents

I. Executive Summary..................................................................................................................3

II. Business Pitch, Value Map & Customer Profile....................................................................7

Product Description....................................................................................................................................................7

HOTM Business Pitch................................................................................................................................................7

Value Proposition........................................................................................................................................................8

Delivery Channel Summary......................................................................................................................................10

Revenue Stream Summary........................................................................................................................................10

III. Business Model Overview.....................................................................................................10

Cost Structure............................................................................................................................................................16

Revenue Streams.......................................................................................................................................................18

Revenue Stream Types.........................................................................................................................................18

Pricing Mechanisms..............................................................................................................................................18

IV. Products/Services..................................................................................................................19

V. Operational Plan.....................................................................................................................21

VII. Marketing Plan....................................................................................................................33

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 ContextThe 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

incentives reward for quality, value and patient satisfaction, population health management and

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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 ProfileCustomer Profile

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 Business Pitch

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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.

Value Proposition

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 AppThe 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 ValueOn 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

Based on 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 ActivitiesOperational 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

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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

21

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.

22

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

23

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.

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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-

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● 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

26

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 StrategyThe 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

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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

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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.

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VI. Management and OrganizationThe 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.

30

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. Market Research- 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.

31

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

32

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

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● 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

UsStrength

Weak-ness

Competitor A

Cedar’s Sinai

Competitor B

St. Jude’s

Importance to

Customer

ProductsMedical

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

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After-hours Doctors Hours

Quality Good X X Good Good 1

SelectionAll

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

ExpertiseHire/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

New X Established Established 3

35

Company

Reputation

company since 1994 since 1988

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

36

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.

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Promotional BudgetHOTM 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

38

would eliminate them as a threat. In general, we will be locating ourselves away from our

competitors.

Distribution Channels

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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2-Month Profit and Loss Projection

42

Opening Day Balance SheetOpening 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

43

Balance Sheet for the Breakeven Point

Balance Sheet for the end of Day 365

44

Projected Cash Flow for 12 Months

45

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 PlanUnfortunately, 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,

required infrastructure to

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

more conservative

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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safely and effectively

manage the business, etc.

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.

Employees leaving us for

competitors.

Provide flexible hours,

consistent pay, and

Offer and provide career

development, offer salary

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bonuses. Maintain an

inclusive and cohesive

culture and climate.

increase and/or benefits.

Works Cited

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http://www.mobilehealthmap.org/mhc.php

http://www.cvs.com/store-locator/store-locator-landing.jsp?_requestid=1288223

http://www.hospitalsafetyscore.org/newsroom/display/hospitalerrors-thirdleading-

causeofdeathinus-improvementstooslow

Medical Supplies and Vaccines

http://www.immunize.org/resources/manufact_vax.asp

http://lamedicalwholesale.com

http://www.medicalwholesale.com

License for MD:

http://www.mbc.ca.gov/Applicants/Physicians_and_Surgeons/

CMO: http://www.accountingtools.com/job-description-cfo

Permits:

http://www.pharmacy.ca.gov/forms/clinic_app_pkt.pdf

https://www.cdph.ca.gov/certlic/medicalwaste/Pages/default.aspx

Regulations:

http://www.ca.gov/HealthSafety/WorkplaceSafety.html

https://govt.westlaw.com/calregs/Browse/Home/California/CaliforniaCodeofRegulations?

guid=IE16A17B0D48C11DEBC02831C6D6C108E&originationContext=documenttoc&transiti

onType=Default&contextData=(sc.Default)

Building Requirements:

http://ca.regstoday.com/law/hsc/ca.regstoday.com/laws/hsc/calaw-

hsc_DIVISION2_CHAPTER1.aspx

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