in partial fulfillment of the requirements for the degree of · as potentially dangerous to...

Running Head: EZMED HEALTHCARE

BUSINESS PLAN

ON

EZMED HEALTHCARE

Submitted By: Group 5

Salim Lal Awale (17302), Tajshree Rana (17326), Kushal Chandra Shrestha (17333),

Bijay Timilsina (17337), Samip Dhungel Upadhya (17338)

Kathmandu University School of Management

MBA Spring 2017

Submitted To:

Mr. Rupesh Krishna Shrestha

Course Faculty, Entrepreneurship and Innovation

In partial fulfillment of the requirements for the degree of

Master in Business Administration (MBA)

May 10, 2018

EZMED HEALTHCARE 2

DECLARATION

We, hereby, declare that the business plan on “EzMed Healthcare” submitted to

Kathmandu University School of Management (KUSOM) is based on actual and original

work carried out by us in partial fulfillment of the requirement of Master of Business

Administration (MBA) under the supervision of Course Facilitator Mr. Rupesh Krishna

Shrestha. Any reference of the work done by another person or institute or any other

material obtained from another source has been duly cited and acknowledged.

Salim Lal Awale

Tajshree Rana

Kushal Chandra Shrestha

Bijay Timilsina

Samip Dhungel Upadhya

EZMED HEALTHCARE 3

ACKNOWLEDGEMENT

This report is being prepared as a partial fulfillment of the requirement of Master

of Business Administration (MBA). We take this opportunity as a great chance for

learning and professional development. We are also grateful for having a chance to meet

so many wonderful people and professionals who led us through the preparation of this

project report and enriched our knowledge horizon on several key attributes of

entrepreneurship.

Bearing in mind previous we are using this opportunity to express our deepest

gratitude to Mr. Rupesh Krishna Shrestha, Course Facilitator, Entrepreneurship and

Innovation, who in spite of being extraordinarily busy with his duties, took time out to

hear, guide and keep us on the correct path and allowing us to carry out our project at its

best. We are also thankful to the pharmacies, hospitals, and all other with whom we had an

interaction for providing us with the information that we required.

We also thank our friends for the aspiring guidance, invaluable constructive

criticism and friendly advice during the project work. We are sincerely grateful to them for

sharing their truthful and illuminating views on a number of issues related to the project. It

is our radiant sentiment to place on record our best regards, deepest sense of gratitude to

our facilitators and family members for their careful and precious guidance, inspirations

and criticisms which were extremely valuable for the completion of this project.

Any omission in this brief acknowledgement does not mean lack of gratitude.

Thanking You,

Members,

Group E.

EZMED HEALTHCARE 4

ABSTRACT

In today’s rapidly changing world of e-commerce, almost anything can be bought

over the Internet and delivered right to your front door. Virtually every day there is news

of yet another company selling some type of product online. Included in this mass of

products is prescription medication. Not only is it possible to order prescribed medications

over the Internet, in some cases it is even not necessary to be examined, or to consult with

a doctor.

To some, this new type of ―cyber-medicine is an affront to traditional medicine, as well

as potentially dangerous to consumers. For consumers, the idea of ordering in an online-

pharmacy is interesting for several reasons: Lower cost and convenience for elderly people

or those living a very busy life, as well as the ability to privately consult with a pharmacist

are just a few of the benefits.

However, medication is a pretty complex process. So, in addition to these

advantages, there are still substantial risks. These include easy access to illegal or

unapproved drugs, medication offered without a prescription, and drugs marketed with

fake health claims. There are a lot of persons involved and the pharmacy itself with all the

special drugs has to be always up to date. EzMed here should help to reduce errors and

save costs.

EZMED HEALTHCARE 5

Table of Contents

DECLARATION .................................................................................................................. 2

ACKNOWLEDGEMENT .................................................................................................... 3

ABSTRACT .......................................................................................................................... 4

List of Tables......................................................................................................................... 7

List of Figures ....................................................................................................................... 8

List of Abbreviations............................................................................................................. 9

CHAPTER ONE INTRODUCTION .................................................................................. 10

1.1 Company Background ............................................................................................... 10

1.2 Mission and Vision .................................................................................................... 10

1.3 Problem Identification ............................................................................................... 11

1.4 Solution to the Problem ............................................................................................. 11

CHAPTER TWO INDUSTRY ANALYSIS ..................................................................... 12

2.1 Market Analysis ........................................................................................................ 12

2.1.1 Market Need (Industry Size and Growth Rate) .................................................. 12

2.1.2 Total Market Demand ......................................................................................... 13

2.2 SWOT Analysis ......................................................................................................... 14

2.3 Competitor’s Analysis ............................................................................................... 15

CHAPTER THREE MARKETING STRATEGY ............................................................ 17

3.1 Market Description .................................................................................................... 17

3.2 Market Segmentation, Targeting, and Positioning .................................................... 17

3.3 Market Competition .................................................................................................. 19

3.4 The Marketing Plan ................................................................................................... 19

EZMED HEALTHCARE 6

3.4.1 Objective ............................................................................................................. 19

3.4.2 Product Strategy .................................................................................................. 20

3.4.3 Pricing Strategy................................................................................................... 21

3.4.4 Place Strategy ..................................................................................................... 21

3.4.5 Promotion (and Advertising) .............................................................................. 21

CHAPTER FOUR MANAGEMENT AND ORGANIZATION ....................................... 23

4.1 Human Resources Planning ....................................................................................... 23

CHAPTER FIVE OPERATION PLANNING .................................................................. 25

5.1 Key Activities ............................................................................................................ 25

5.2 Key partners .............................................................................................................. 26

5.3 Process Flow .............................................................................................................. 27

5.4 Service Blueprint ....................................................................................................... 28

CHAPTER SIX FINANCIAL PROJECTION.................................................................... 29

REFERENCES .................................................................................................................... 30

ANNEXURE ……………… …………………………………………………………… 31

EZMED HEALTHCARE 7

List of Tables

Table 2.1 SWOT Analysis of EzMed……………………………………………….….14

Table 2.2 Competitors' Analysis of EzMed……………………………………….……15

Table 3.1 Integrated Marketing Communication (IMC) Plan……………………….….22

Table 4.1 Staffing Plan of EzMed………………………………………………………23

Table 5.1 Projection of yearly Revenue ………………………………………………..29

Table 5.2 Return on investment ………………………………………………………...29

EZMED HEALTHCARE 8

List of Figures

Figure 5.1 Process Flow Diagram of EzMed……………………………………………. 27

Figure5.2 Service Blueprint of EzMed..………………………………………………… 28

EZMED HEALTHCARE 9

List of Abbreviations

COPD Chronic Obstructive Pulmonary Disease

CVD Cardiovascular Diseases

DDA Department of Drug Administration

GDP Gross Domestic Product

IT Information Technology

MOU Memorandum of Understanding

NCD Non-Communicable Disease

ROI Return on Investment

TUTH Tribhuvan University Teaching Hospital

WHO World Health Organization

EZMED HEALTHCARE 10

CHAPTER ONE

INTRODUCTION

1.1 Company Background

EzMed is an innovative healthcare application that primarily focuses on creating a

platform that connects multiple players in the healthcare sector into one platform via a

user-friendly mobile application. The company positions itself as a social private network

for its users to upload and update their medical record and prescription drugs. The

company operates as a database company and focuses especially on the delivery of

medicines from a vendor that is in close proximity to the delivery location. The medicine

vendors are already established pharmacies with whom our company will sign an MOU to

initiate the business agreement and set fixed commission rates. This win-win situation

guarantees increase in sales volume for vendors and strategic pick-up points to the

company. With this, the company will not have any inventory or stock of medicines and

will focus on customer experience and service excellence.

The mobile application incorporates menus for registration of the patients, ordering

of the medicines, uploading the doctors’ prescription, maintaining directories of hospitals

and specialist doctors, and general health tips for the visitors. It also has the provision of

pushing emails and notifications relating to the health issues in general, reminder for

visiting the doctors, purchasing the repeat medicines for avoiding stock-outs, etc.

1.2 Mission and Vision

Mission: To enable our customers with chronic health conditions to keep track of their

health through user fed electronic systems on the web and provide easy access to health

care services in a single platform with utmost consideration of privacy and integrity.

Vision: EzMed wants to be the leader in digital healthcare in Nepal within five years.

EZMED HEALTHCARE 11

1.3 Problem Identification

Healthcare services like the management of distribution network for making timely

and right deliveries of medicine to the patients saves a great deal of time, cost, and energy

of the persons involved in the overall process. Moreover, it also schedules the required

dosage and notifies the user on the prescribed time on which the medicine needs be taken.

EzMed provides a platform to the people to have their medical report in graphical form

and also the necessary medicines available at their homes with a simple online solution. It

results in a lower general cost of the health systems as a whole. Similarly, the facility of

maintaining the full-fledged record of the medical personnel such as doctors, hospitals,

available services, etc. solves the complex task of recognizing appropriate hospitals and

medical personnel for the patients. Similarly, EzMed also provides general health tips to

its registered patients with a warm customer support for the medical queries.

1.4 Solution to the Problem

There are a number of medical stores, pharmacies; hospital owned drug stores all

over Kathmandu. However, the practice of delivering medicines and other online medical

services is very rare. There are a handful of such practitioners inside Kathmandu.

Low entry barrier, very limited number of competitors with small market coverage is

lucrative source of investment for EzMed. Hence, EzMed can be a best alternative for the

customers to fulfill their medical needs.

EZMED HEALTHCARE 12

CHAPTER TWO

INDUSTRY ANALYSIS

2.1 Market Analysis

2.1.1 Market Need (Industry Size and Growth Rate)

The number of people suffering from chronic diseases has been increasing in

recent years. Patients who need to take medicines on a regular basis are our prospective

customers segments. We aim to serve the people of age groups 15- 65 years and 65 years

and above in Kathmandu valley. The number of people with chronic diseases like heart

disease, diabetes, hypertension, Chronic Obstructive Pulmonary Disease (COPD), thyroid,

etc. has been increasing which necessitates the consumption of life saving medicines. The

statistics of chronic patients is likely to grow in the years to come. This hints to the

availability of great opportunities for catering to the medicine need of a large number of

chronic patients. People who consume regular prescription medicines create a substantial

need for the medicines.

The delivery of medicines through online platforms is very limited in Nepal. This

creates an enough room for app based companies to operate in the medication industry.

According to the statistics of Department of Drug Administration (DDA), 2016, there are

altogether 8,399 registered pharmacies in Nepal out of which 4,125 are inside Kathmandu

Valley. These physical stores are the potential competitors of online companies operating

through websites and apps. The online model of delivering medicines through application

and the physical stores have almost similar business premise. However, the web-based

platform (through mobile application) lacks the availability of physical stores. Hence, this

segment of the medication industry will be creating the need for online medicine delivery.

Furthermore, the pharmaceutical industry has been experiencing a growth of around 10

EZMED HEALTHCARE 13

percent. This number is expected to grow in the future too. All these trends in the market

signify the possibility of medicines consumption.

2.1.2 Total Market Demand

According to Department of Drug Administration (DDA), the market demand for

the chronic disease medicines is relatively high. We intend to serve customers inside

Kathmandu valley. Also, the number of non-communicable diseases has increased in

recent years. According to Ministry of Health report (2016), patients with heart disease

(coronary) has accounted to 5% of total patients of heart disease inside Kathmandu valley.

Similarly, the statistics for other diseases also portray the similar figures. Vaidya et al.

reported the prevalence of cardiovascular diseases (CVD) to be 5.7 % of population in

Nepal. (Mishra, Neupane, Bhandari, Khanal, & Kallestrup, 2015) Among population

subgroups, the highest prevalence of diabetes was seen among the elderly in Kathmandu

valley, where 25.9 % are elderly. Among these elderly people in Kathmandu, 17.3% were

newly diagnosed and 8.6% took diabetes medication. (Mishra, Neupane, Bhandari,

Khanal, & Kallestrup, 2015) According to the WHO, there is no exact data of patients

with diabetes in Nepal. But, the 2016 Diabetes Profile has shown that 9.1 percent Nepali

population is living with diabetes (Nepal at high risk of diabetes, 2016). Also, the number

of patients suffering from hypertension inside Kathmandu valley is 19.70 % of the total

population. The data from Tribhuvan University Teaching Hospital (TUTH) and Bir

Hospital shows that, on an average, 40 patients of Chronic Obstructive Pulmonary Disease

(COPD) visit these hospitals. This scenario hints to high market demand for the medicines

of chronic diseases. The supply of these medicines via mobile application with enhanced

customer service and additional value creation is likely to provide substantial opportunity

for EzMed.

EZMED HEALTHCARE 14

2.2 SWOT Analysis

Table 2.1 SWOT Analysis of EzMed

Strengths Weaknesses

● Data-driven, computerized core

operations.

● Zero-inventory business model.

● Wide-distributed and fixed area

coverage network of delivery points.

● Partnership with highly capable

pharmacies and pathology labs with

good track record.

● Dynamic core team.

● Lack of experienced team members

in the pharmaceutical and logistics

sector.

● Lack of human resources and capital.

Opportunities Threats

● Positive shift in perception towards

online purchase.

● Consolidation of a fragmented retail

healthcare industry under a single

platform.

● Increasing number of individuals with

chronic health conditions.

● Unavailability and frequent shortages of

prescription medicines.

● Need of a personalized health tracking

application.

● Privacy of user information and

health history.

● Trust issues in the purchase of

sensitive medical drugs.

● Uncertain government regulations.

● Competition from drug stores with

their own online platform.

● Service failure resulting in bad

word-of-mouth among the

customers.

EZMED HEALTHCARE 15

2.3 Competitor’s Analysis

Table 2.2 Competitors' Analysis of EzMed

Competitor’s Analysis Remarks

Threat of New Entrant

Moderately High

The online healthcare industry is slowly opening up as the

number of customers grows. The comparatively low capital

requirement for setup of e-business and the lack of

regulatory requirements has increased the threat of new

entrants.

Threat of Substitutes

High

The direct substitutes for the online healthcare business are

the well-established physical healthcare business. There are

all together 8,399+ registered pharmacies in Nepal as per the

data presented by Department of Drug Administration.

Individuals prefer purchasing their regular medicines from

the physical stores close to their homes.

Bargaining Power of

Customers

Low

Customers have a low bargaining power while purchasing

medicines due to the inelastic nature of goods. Although

customers do get discounts ranging from 5% to 7% on

monthly purchases, bulk discounts are only offered to retail

pharmacies. Moreover, once customers are accustomed to

the online services and features, customers’ bargaining

power becomes lower due to lack of alternatives

EZMED HEALTHCARE 16

Bargaining Power of

Suppliers

Moderate

Suppliers are the network of pharmacies partnered with us.

They have moderate chances of failing to act as per the

agreement. Moreover, the trust issues can arise between the

partners and the company in terms of commission rates and

customer information. However, the company always has

the option of switching partners in the same area.

Industry Rivalry

High

The healthcare industry has a lot of competition as the

numbers of physical stores are increasing in number. The

industry has now become fragmented and along with the

entry of online players the industry rivalry is high.

EZMED HEALTHCARE 17

CHAPTER THREE

MARKETING STRATEGY

3.1 Market Description

The Company's primary target market will be those individuals who consume

some amount of medicine on a regular basis. Our secondary market will be those

individuals wanting to keep a track of their health through regular checkups.

The risk of chronic illness is increasing in Nepal. According to WHO Health data

source, 16% of the Nepali population lives in urban regions. 4% are obese and this is a

strong indication of future need of medicine that related to blood pressure and diabetes.

5.8% of the national GDP goes in healthcare expenditure. This is a huge value

market. Also, the Healthcare industry like any other industry is poised to be disrupted

through digital platforms. In recent years there has been an increase in digital players in

the healthcare industry.

The most important statistic, however, is the number of new business start-ups in

Nepal that want to do exactly what we want to do, deliver medicine to the customers.

Online Aushadhi, Medikoma, Hamro Doctor, NMA, Hospital Nepal and other similar app.

3.2 Market Segmentation, Targeting, and Positioning

As mentioned earlier, the company's primary target market will be individuals who

have been taking medicines regularly since a long time for non-communicable diseases

like diabetes, hypertension, hypothyroidism, thyroid, etc.

Our secondary target will be those wanting to keep a track of their health status.

This segment will keep track of their health with the prime objective for not falling into

the earlier segment.

EZMED HEALTHCARE 18

Geographic Segmentation

● Region: Central

● City Size: 100000

● Density : Urban and suburban, rural

Demographic Segmentation:

● Age: 36-49, 50-64, 65+.

● Sex: Both Sexes.

● Family Size: 1-2, 3-4 members

● Family Structure: Older & married with children; older & married with no

children; divorced, single;

● Income: Nrs.50,000 and over

● Occupation: Professional managers and officials, business owners; homemakers,

retired.

● Education: Graduated University, master's degree, PHD.

● Health status: Non-Communicable Disease (NCD) affected

Psychographic Segmentation:

● Social Class: Lower middles, lower uppers, upper uppers.

● Lifestyle: Sedentary, Busy

Behavioral Segmentation:

● Internet Usage rate : Heavy

● Benefits Sought: Easy purchase

Positioning

We want to assist people in their pursuit of maintaining a good health by making it

easy to purchase medicine online and to keep track of their health with our app.

EZMED HEALTHCARE 19

3.3 Market Competition

What products do your competitors sell?

EzMed does not have a direct competitor. There are many online players in the

Healthcare industry. It is not possible to identify any direct competition at this stage.

Even if some companies deliver medicine they do it out of their own inventory. EzMed

does not intend to have any inventory by itself. The indirect competition to our product is

the local pharmacy.

Since our product is this time there is no comparison. However, paper ship that

our product is based solely on delivery medicine. In this will they can be similarity

between what others provide and what we provide.

But, the competitors product is very dissimilar as it is traditional and non

innovative. The indirect competitors that we have identified, target mass markets and

intend to serve many segments. Currently customers are used to buying from pharmacies.

But, our competition does not solve the problem of a very profitable segment.

3.4 The Marketing Plan

3.4.1 Objective

For a startup like ours our objective with the marketing plan is primarily to Build

Awareness.

Our additional objectives are:

● To increase the number of enquiries from our marketing communications activities

by 15% by the end of the quarter

● To convert those inquiry into sales

● To maintain 70% retention in the system

EZMED HEALTHCARE 20

3.4.2 Product Strategy

Our product is an App. We will be marketing the use of our EzMed app that helps

the customer to easily do two major functions.

1. Order medicine online

2. Keep and see a track of his/her medical records

The Major differentiation factor in our product is going to the fact that it will be working

from a network of regional/ local pharmacies. EzMed is ultimately a company that bridges

the gap between pharmacies and patients.

Quality: EzMed’s product is a high quality, crash free app that has been through testing. It

will be available on three platforms, the android app market, the IOS app market and the

web app can be accessed via a computer browser.

Features: The app is designed to be easy to use with one 6 taps enough to order a

medicine. The app will also have a call in feature if the user feels the tap to order feature

to be cumbersome.

The following are the major features.

- Upload your prescription

- The app will also remind you to purchase medicine at the end of your

month

- Upload your records

- View your health record on a graphical scale, with a reference.

We distinguish three levels for our product, core, actual and augmented. The core

product is the basic product we offer that will be the use of app for doing more with less

effort. The actual product we offer is the app through which the customers can reap the

core benefits. The app will be augmented with features of tracking, of orders, and health

tests and results.

EZMED HEALTHCARE 21

3.4.3 Pricing Strategy

Our product is going to be freely available on app markets. Once the consumer

downloads software application they would not have to pay any amount directly to us.

The consumer will be paying to the pharmacy that delivers the medicine.

When it comes to healthcare, everything is expensive. By networking with

pharmacies we want to create free service experience for our customers. Though the

service is free, the order needs to be above NRs. 1000/- for us to be able to serve the

customers.

The customers will have to pay for the medicine that they buy. We will be offering

a higher discount rate. Pharmacies are ready to provide 7-15% in medicine purchases. We

want to offer the higher discount that they will offer us to the customers.

Also, by ordering with us, the customer gets points that they can redeem in future

orders. We are looking at points worth Rs. 10 for a single order above NRs. 1500. Such

point can also be accumulated through referrals. If a customer refers our app then the

customer would be awarded loyalty points that would be redeemed in the next purchase.

3.4.4 Place Strategy

There are not a lot of channel that our product will pass through. The product can

be directly downloaded from App Store; even the web app can be used. Since we are an

app company, the place for us is the internet.

3.4.5 Promotion (and Advertising)

We will be using advertising, sales promotion, personal selling, and word of mouth to

promote our product.

EZMED HEALTHCARE 22

Table 3.1 Integrated Marketing Communication (IMC) Plan

Tier 1

WHAT? WHERE? HOW FREQUENTLY?

Advertisements

a. Facebook

b. Website ads, on

Nepali news website

c. Paid online content

marketing

d. Outdoor advertising

through posters near

health centers and in

clinics

a. Weekly posts

b. Monthly

c. Bi-annually

d. Quarterly

Tier 2

WHAT? HOW? HOW FREQUENTLY?

Personal Selling a. Road side booths

b. Trade shows

a. Quarterly

b. Annually

Tier 3

WHAT? HOW? HOW FREQUENTLY?

Sales promotion and word

of mouth

a. Discount offers

b. Loyalty points upon

purchase

c. Referral benefits

a. Weekly

b. Perennial

c. Perennial

EZMED HEALTHCARE 23

CHAPTER FOUR

MANAGEMENT AND ORGANIZATION

4.1 Human Resources Planning

For the initial phase of our operation, we will only have 3 employees. Our team

members will each be allocated to oversee the various departments. All the activities of the

employees will be looked over by a general manager, who will oversee the operation of all

the departments including financial, marketing, IT and human resource. The functional

roles of the team members are as follows:

Table 4.1 Staffing Plan of EzMed

Bijay Timilsina General Manager

Salim Lal Awale Finance officer

Tajshree Rana Human Resource officer

Kushal Chandra Shrestha Business Development officer

Samip Dhungel Upadhaya Marketing manager

Application is the integral part of our service. In order to develop it, we will

require an IT professional who will be responsible for looking over the development of

app and its maintenance. Moreover, we will also require a customer service personnel who

is responsible for receiving the order and handling inquiries of the customer. Along with

having interpersonal skills required to interact with customers, we would also expect the

personnel to have the basic knowledge regarding Microsoft applications in order to record

order information and forward it to the concerned pharmacies.

EZMED HEALTHCARE 24

We will also require marketing representatives who will approach pharmacies and

clinics through which we will be reaching to our customer base. For this job, we will be

requiring someone with good interpersonal and negotiation skills.

After three years in the business, we will be marketing our services aggressively.

Due to this, we anticipate a substantial growth in our customer base. In order to cater to

the growing demands, we will be hiring new marketing personnel. We will be hiring new

salespeople on area basis who will be marketing our services in the suburban areas. The

human resource department will look over the recruitment and selection process which

will mainly be carried out through digital advertisements on social websites, college visits,

etc.

Moreover, to expand the capacity of our application and develop new features, we

will also be hiring other new IT personnel. Consecutively, in the fourth year, we will also

be requiring two more IT personnel to maintain the app. Moreover, we will also be adding

new people to our marketing and finance team.

EZMED HEALTHCARE 25

CHAPTER FIVE

OPERATION PLANNING

Operations management is chiefly concerned with planning, organizing and

supervising in the contexts of production, manufacturing or the provision of services. As

such, it is delivery-focused, ensuring that an organization successfully turns inputs to

outputs in an efficient manner. Our business model works as a network between the

pharmacies, hospitals, clinics and the end consumers whereby we will be generating

revenue from the commission on sales and advertisement revenue. In order keep our

customers and partners satisfied, it is crucial that we have maintained operational

excellence.

5.1 Key Activities

Our company creates a bridge between the health service provider and the

customers. Our core business model is the fulfillment of customer’s medical requirement

through the partnership with pharmacies. But since our core resource in the long run is

the database information of our customers, we will not be limiting our activities to just

medicines. We will act as an integrated platform where customers can record their health

information, access hospital directories and get updated information regarding their

prescription schedule.

We will, in the long run, represent the customers’ blood sugar, pressure, oxygen

level, etc. on a graphical form whereby we will either get their records with the customers’

consent through our partners or the customers can either record their records manually into

the app.

EZMED HEALTHCARE 26

5.2 Key partners

● Medicine Suppliers:

We will be approaching local pharmacies, hospitals, clinics, etc. with

physical outlets who will be fulfilling the order of the customers. In order to ensure

delivery of medicines which are not easily available, we will also be connecting

local pharmacies to pharmaceutical companies. Moreover, to offer additional

services in our app such as blood test records, we will connect with local clinics,

hospitals, doctors, etc.

● Health service providers:

To add into the feature of our product, we will be offering services such as

graphical blood test record, blood pressure information and other medical records.

In order to gain access to that information, we will offer manual services to the

customers as well as an automated system where our partners will be sending us

our patient information (with the patient’s consent) and updating it in our app. Our

partners for these services will be pathology labs, clinics, hospitals, diagnosis

centre and other direct health service providers.

● IT partner:

A crucial part of our service will be our IT partner. They will be

responsible to develop the app, update it in a regular basis, maintain it and develop

other necessary software. They will be offer support to our IT personnel and help

us develop, update and maintain our app.

EZMED HEALTHCARE 27

5.3 Process Flow

Our service process is designed to make our service ensure simplicity and easy

accessibility for our customers. We have attempted to offer convenience to our partners

and reduce errors in the order fulfillment process for our customers. The process flow

diagram of the entire purchase is as shown below:

Figure 5.1: Process Flow Diagram of EzMed

We will be receiving the prescription from customers through various sources, i.e.

our viber account, application, facebook page and telephone. To place order through

viber, the customer needs to send their prescription picture and their basic details in our

viber number. Similarly, some of our customers may need time to adapt to the new

technology. In order to cater the needs of the customers who aren’t much tech savvy, we

will offer telephone assistance to the customers and walk them through the process of

placing an order. These methods will mostly be adopted in the initial phase of our

business whereby our customers aren’t much familiar with our application.

Moreover, we will also be promoting our services in facebook pages whereby

customer can directly contact and place order through the inbox. However, to acquire the

information and formally receive our services, we will in later phase of our business

EZMED HEALTHCARE 28

direct them towards our application. But primarily, we will be focusing on receiving

order through our application as it would help maintain our customer database and offer

additional services which are an integral part of our services.

Following up to the order, we will first confirm their order and then ask the

customers about their basic information such as name and location. We will also be

requesting to fill out the health information in the app as per their comfort and

convenience. After this, we will identify the pharmacy which is to the closest proximity

of the customer. We will forward the order request to the pharmacy that then fulfill the

order.

5.4 Service Blueprint

Figure 5.2 Service Blueprint of EzMed

(Source: https://www.topmba.com/mba-programs/what-operations-management)

EZMED HEALTHCARE 29

CHAPTER SIX

FINANCIAL PROJECTION

Various aspects of finance that would be incurred for starting an application

platform is looked into through the financial analysis of the following different

components: So, basically to start this venture we need fund of around Rs. 35, 00,000.

Since at the early stage it is very difficult to get the debt for the bank, initially until there is

growth in the business, we will be financing the entire amount by equity.

So our initial paid up capital will be Rs. 35, 00,000.

We will be incurring cost in the development of application, marketing our

services, general administration costs, and other miscellaneous expenses which are shown

in annexure.

The revenue projection for the project is as follows:

Table 5.1 Projection of yearly Revenue

Year of

Operation

Year 1 Year 2 Year 3 Year 4

Profit (Rs.1,097,626.52 ) Rs. 38,177.89 Rs.2,420,323.48 Rs. 2,922,632.18

Based on the revenue project we will be able to achieve the break even at the 2nd year after

the start of the business.

Table 5.2 Return on Investment

Year of Operation Year 1 Year 2 Year 3 Year 4

ROI (25.09%) 0.87% 55.32% 66.8%

The four year average return on investment is calculated to be 24.48%.

EZMED HEALTHCARE 30

REFERENCES

COPD cases rising alarmingly. (2017). Retrieved from

https://thehimalayantimes.com/kathmandu/chronic-obstructive-pulmonary-disease-

cases-rising-alarmingly/

COPD cases rising alarmingly. (2017). Retrieved from

https://thehimalayantimes.com/kathmandu/chronic-obstructive-pulmonary-disease-

cases-rising-alarmingly/

Department of Health Services. (2015). Annual Report (pp. 273-276). Kathmandu:

Government of Nepal. Retrieved from http://mddohs.gov.np/wp-

content/uploads/2017/06/Annual_Report_2072-73_DoHS_15-may-2017.pdf

Dhungana, R., Thapa, P., Devkota, S., Banik, P., Gurung, Y., & Mumu, S. et al. (2018).

Prevalence of cardiovascular disease risk factors: A community-based cross-sectional

study in a peri-urban community of Kathmandu, Nepal. Indian Heart Journal. doi:

10.1016/j.ihj.2018.03.003

Hypertension a growing concern among youth - The Himalayan Times. (2016). Retrieved

from https://thehimalayantimes.com/kathmandu/hypertension-growing-concern-

among-youth/

Imagesbazaar Search Result. (2018). Retrieved from

https://www.imagesbazaar.com/advancesearchresult1/24/6176/0/0/show

Koju, R., Manandhar, K., Gurung, R., Pant, P., & Bedi, T. (2013). Prevalence of

Hypertension in Semi-Urban area of Nepal. Nepalese Heart Journal, 7(1). doi:

10.3126/njh.v7i1.8500

EZMED HEALTHCARE 31

Mishra, D., & Koirala, P. (2015). Status of Chronic Kidney Disease Patients Registered in

National Kidney Center, Banasthali, Kathmandu. Journal Of Manmohan Memorial

Institute Of Health Sciences, 1(4). doi: 10.3126/jmmihs.v1i4.11997

More and more people suffering from COPD, say docs - The Himalayan Times. (2016).

Retrieved from https://thehimalayantimes.com/nepal/people-suffering-copd-say-docs/

Nepal | Institute for Health Metrics and Evaluation. (2016). Retrieved from

http://www.healthdata.org/nepal

Nepal at high risk of diabetes - The Himalayan Times. (2016). Retrieved from

https://thehimalayantimes.com/kathmandu/nepal-high-risk-diabetes/

Regmi, K., & Parajuli, A. (2017). Diabetes in Nepal. Retrieved from

http://www.herdint.com/publications/31

Shakya, S., Sharma, D., & Bhatta, Y. (2013). Current Scenario of Heart Diseases in Nepal:

At a glance. Nepalese Heart Journal, 8(1). doi: 10.3126/njh.v8i1.8333

Shrestha, R. (2015). GW26-e0692 Health - related Quality of Life of Patients with

Coronary Heart Disease Attending in a Cardiac Care Centre, Kathmandu. Journal Of

The American College Of Cardiology, 66(16), C137. doi: 10.1016/j.jacc.2015.06.529

EZMED HEALTHCARE

ANNEXURE Profit and Loss (By year)

P & L by Year

Source Year 1 Year 2 Year 3 Year 4

Revenue

Model 1 P&L By Qtr -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Model 2 P&L By Qtr 14,552,204.43Rs. 1.00Rs. 50,066,336.81Rs. 1.00Rs. 179,859,704.45Rs. 1.00Rs. 380,295,965.32Rs. 1.00Rs.

Model 3 P&L By Qtr -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Total Revenue 14,552,204.43Rs. 1.00Rs. 50,066,336.81Rs. 1.00Rs. 179,859,704.45Rs. 1.00Rs. 380,295,965.32Rs. 1.00Rs.

COGS P&L By Qtr 14,067,130.95Rs. 0.97Rs. 48,397,458.92Rs. 0.97Rs. 173,864,380.96Rs. 0.97Rs. 367,619,433.14Rs. 0.97Rs.

Gross Margin 485,073.48Rs. 0.03Rs. 1,668,877.89Rs. 0.03Rs. 5,995,323.48Rs. 0.03Rs. 12,676,532.18Rs. 0.03Rs.

Expenses

Engineering P&L By Qtr 654,000.00Rs. 0.04Rs. 672,000.00Rs. 0.01Rs. 1,161,600.00Rs. 0.01Rs. 2,891,200.00Rs. 0.01Rs.

Marketing P&L By Qtr 545,000.00Rs. 0.04Rs. 560,000.00Rs. 0.01Rs. 1,568,000.00Rs. 0.01Rs. 3,329,600.00Rs. 0.01Rs.

Sales P&L By Qtr -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

G&A P&L By Qtr 383,700.00Rs. 0.03Rs. 398,700.00Rs. 0.01Rs. 845,400.00Rs. 0.00Rs. 3,533,100.00Rs. 0.01Rs.

Operating Exp. 1,582,700.00Rs. 0.11Rs. 1,630,700.00Rs. 0.03Rs. 3,575,000.00Rs. 0.02Rs. 9,753,900.00Rs. 0.03Rs.

Operating Profit 1,097,626.52-Rs. 0.08-Rs. 38,177.89Rs. 0.00Rs. 2,420,323.48Rs. 0.01Rs. 2,922,632.18Rs. 0.01Rs.

Tax 20% 219,525.30-Rs. 7,635.58Rs. 484,064.70Rs. 584,526.44Rs.

EAT 878,101.22-Rs. 30,542.32Rs. 1,936,258.79Rs. 2,338,105.74Rs.

ROI -25.09% 0.87% 55.32% 66.80%

4 Year Average ROI 24.48%

Net Profit Margin -6.03% 0.06% 1.08% 0.61%

EZMED HEALTHCARE 2

A. Capex and Cash flow

Cash Flow Source Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Year 1 Year 1 Year 1 Year 1 Year 2 Year 2 Year 2 Year 2 Year 3 Year 3 Year 3 Year 3 Year 4 Year 4 Year 4 Year 4

Beginning Cash Input (Beginning only) -Rs. 2,354,325.00Rs. 1,792,781.99Rs. 1,152,271.97Rs. 638,053.20Rs. 351,898.48Rs. 202,023.84Rs. 50,049.37Rs. 147,325.17Rs. 38,798.63-Rs. 112,090.68Rs. 213,339.81Rs. 329,938.72Rs. 32,300.14-Rs. 81,995.03Rs. 551,890.73Rs.

Gross Margin From P&L Quarterly -Rs. 84,131.99Rs. 105,164.98Rs. 131,456.23Rs. 164,320.28Rs. 205,400.36Rs. 308,100.53Rs. 462,150.80Rs. 693,226.20Rs. 1,039,839.30Rs. 1,299,799.13Rs. 1,624,748.91Rs. 2,030,936.14Rs. 2,538,670.17Rs. 2,919,470.70Rs. 3,357,391.30Rs.

Expenses From P&L Quarterly 445,675.00-Rs. 345,675.00-Rs. 445,675.00-Rs. 345,675.00-Rs. 450,475.00-Rs. 355,275.00-Rs. 460,075.00-Rs. 364,875.00-Rs. 879,350.00-Rs. 888,950.00-Rs. 898,550.00-Rs. 908,150.00-Rs. 2,393,175.00-Rs. 2,424,375.00-Rs. 2,449,575.00-Rs. 2,486,775.00-Rs.

Investment Input 3,500,000.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Capital Expense From P&L CAPEX 700,000.00-Rs. 300,000.00-Rs. 300,000.00-Rs. 300,000.00-Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. 300,000.00-Rs. 600,000.00-Rs. -Rs. -Rs. -Rs. -Rs.

Change in Cash 2,354,325.00Rs. 561,543.01-Rs. 640,510.02-Rs. 514,218.77-Rs. 286,154.72-Rs. 149,874.64-Rs. 151,974.47-Rs. 97,275.80Rs. 186,123.80-Rs. 150,889.30Rs. 101,249.13Rs. 116,598.91Rs. 362,238.86-Rs. 114,295.17Rs. 469,895.70Rs. 870,616.30Rs.

Ending Balance 2,354,325.00Rs. 1,792,781.99Rs. 1,152,271.97Rs. 638,053.20Rs. 351,898.48Rs. 202,023.84Rs. 50,049.37Rs. 147,325.17Rs. 38,798.63-Rs. 112,090.68Rs. 213,339.81Rs. 329,938.72Rs. 32,300.14-Rs. 81,995.03Rs. 551,890.73Rs. 1,422,507.03Rs.

Capital Expenses Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Employee Workstations (PP) -Rs. 400,000.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Prototype Expenses Input 300,000.00Rs. 300,000.00Rs. 300,000.00Rs. 300,000.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. 300,000.00Rs. 600,000.00Rs. -Rs. -Rs. -Rs. -Rs.

700,000.00Rs. 300,000.00Rs. 300,000.00Rs. 300,000.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. 300,000.00Rs. 600,000.00Rs. -Rs. -Rs. -Rs. -Rs.

Cumulative CAPEX 700,000.00Rs. 1,000,000.00Rs. 1,300,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,600,000.00Rs. 1,900,000.00Rs. 2,500,000.00Rs. 2,500,000.00Rs. 2,500,000.00Rs. 2,500,000.00Rs. 2,500,000.00Rs.

EZMED HEALTHCARE 3

B. Sales Plan

Sales Plan Source Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Unit Sales

Model 1 (Pessimistic) Input 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Model 2 (Base) Input 561 701 876 1095 1369 2054 3081 4622 6932 8665 10832 13540 16924 19463 22383 25740

Model 3 (Optimistic) Input 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Revenue

Model 1 (Pessimistic) 4,500.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Model 2 (Base) 4,500.00Rs. 2,523,959.58Rs. 3,154,949.47Rs. 3,943,686.84Rs. 4,929,608.55Rs. 6,162,010.68Rs. 9,243,016.03Rs. 13,864,524.04Rs. 20,796,786.06Rs. 31,195,179.09Rs. 38,993,973.86Rs. 48,742,467.33Rs. 60,928,084.16Rs. 76,160,105.20Rs. 87,584,120.98Rs. 100,721,739.13Rs. 115,830,000.00Rs.

Model 3 (Optimistic) 4,500.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Cost of Goods Sold

Model 1 4,350.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Model 2 4,350.00Rs. 2,439,827.59Rs. 3,049,784.49Rs. 3,812,230.61Rs. 4,765,288.26Rs. 5,956,610.33Rs. 8,934,915.49Rs. 13,402,373.24Rs. 20,103,559.86Rs. 30,155,339.79Rs. 37,694,174.73Rs. 47,117,718.42Rs. 58,897,148.02Rs. 73,621,435.03Rs. 84,664,650.28Rs. 97,364,347.83Rs. 111,969,000.00Rs.

Model 3 4,350.00Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Year 1 (25% Growth) Year 2 (50% Growth) Year 3 (25% Growth) Year 4 (15% Growth)

EZMED HEALTHCARE 4

D. Staffing Plan

Staffing Plan Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing Staffing

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Engineering

CTO Input - - - - - - - - - - - - 1 1 1 1

IT Team Input 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2

Maintenance & Support Input - - - - - - - - - - - - 2 2 2 2

Other Input - - - - - - - - - - - - - - - -

Total Eng 1 1 1 1 1 1 1 1 2 2 2 2 5 5 5 5

Marketing & Sales

VP Marketing Input - - - - - - - - - - - - 1 1 1 1

Category Manager Input - - - - - - - - - - - - 1 1 1 1

Mar-Com Input 1 1 1 1 1 1 1 1 2 2 2 2 3 3 3 3

Messenger Input - - - - - - - - - - - - - - - -

Total Mktg 1 1 1 1 1 1 1 1 2 2 2 2 5 5 5 5

Sales

VP Sales Input - - - - - - - - - - - - - - - -

Regional Sales Input - - - - - - - - - - - - - - - -

Sales Support Input - - - - - - - - - - - - - - - -

Sales Admin Input - - - - - - - - - - - - - - - -

Total Sales - - - - - - - - - - - - - - - -

General & Admin

CEO Input - - - - - - - - - - - - 1 1 1 1

VP Finance Input - - - - - - - - - - - - 1 1 1 1

Accounting Input 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2

VP Human Resource Input - - - - - - - - - - - - 1 1 1 1

Other Input - - - - - - - - - - - - - - - -

Total G&A 1 1 1 1 1 1 1 1 2 2 2 2 5 5 5 5

TOTAL EMP. 3 3 3 3 3 3 3 3 6 6 6 6 15 15 15 15

Annual Rev/Emp (000) 3,365 4,207 5,258 6,573 8,216 12,324 18,486 27,729 20,797 25,996 32,495 40,619 20,309 23,356 26,859 30,888

Target Employees 3.00Rs. 3,365,279 4,206,599 5,258,249 6,572,811 8,216,014 12,324,021 18,486,032 27,729,048 41,593,572 51,991,965 64,989,956 81,237,446 101,546,807 116,778,828 134,295,652 154,440,000

EZMED HEALTHCARE 5

E. Staffing Plan

Annual Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense

Salary Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Benefits/COLA -> 115% 115% 115% 115% 117% 119% 121% 123% 125% 127% 129% 131% 133% 135% 137% 139%

Rs. 600,000.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 199,500.00 Rs. 202,500.00 Rs. 205,500.00 Rs. 208,500.00

Rs. 360,000.00 Rs. 103,500.00 Rs. 103,500.00 Rs. 103,500.00 Rs. 103,500.00 Rs. 105,300.00 Rs. 107,100.00 Rs. 108,900.00 Rs. 110,700.00 Rs. 225,000.00 Rs. 228,600.00 Rs. 232,200.00 Rs. 235,800.00 Rs. 239,400.00 Rs. 243,000.00 Rs. 246,600.00 Rs. 250,200.00


Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00

To Dept Exp Rs. 103,500.00 Rs. 103,500.00 Rs. 103,500.00 Rs. 103,500.00 Rs. 105,300.00 Rs. 107,100.00 Rs. 108,900.00 Rs. 110,700.00 Rs. 225,000.00 Rs. 228,600.00 Rs. 232,200.00 Rs. 235,800.00 Rs. 638,400.00 Rs. 648,000.00 Rs. 657,600.00 Rs. 667,200.00



Rs. 300,000.00 Rs. 86,250.00 Rs. 86,250.00 Rs. 86,250.00 Rs. 86,250.00 Rs. 87,750.00 Rs. 89,250.00 Rs. 90,750.00 Rs. 92,250.00 Rs. 187,500.00 Rs. 190,500.00 Rs. 193,500.00 Rs. 196,500.00 Rs. 299,250.00 Rs. 303,750.00 Rs. 308,250.00 Rs. 312,750.00


To Dept Exp Rs. 86,250.00 Rs. 86,250.00 Rs. 86,250.00 Rs. 86,250.00 Rs. 87,750.00 Rs. 89,250.00 Rs. 90,750.00 Rs. 92,250.00 Rs. 187,500.00 Rs. 190,500.00 Rs. 193,500.00 Rs. 196,500.00 Rs. 618,450.00 Rs. 627,750.00 Rs. 637,050.00 Rs. 646,350.00





To Dept Exp Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00 Rs. 0.00

EZMED HEALTHCARE 6

F. Expenses

Departmental Expenses Source Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Engineering

Salaries & Benefits Staffing Plan 103,500.00Rs. 103,500.00Rs. 103,500.00Rs. 103,500.00Rs. 105,300.00Rs. 107,100.00Rs. 108,900.00Rs. 110,700.00Rs. 225,000.00Rs. 228,600.00Rs. 232,200.00Rs. 235,800.00Rs. 638,400.00Rs. 648,000.00Rs. 657,600.00Rs. 667,200.00Rs.

Tech Supplies (PP/PM) -Rs. input/formula -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Misc / Other input 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 60,000.00Rs. 70,000.00Rs. 70,000.00Rs. 70,000.00Rs. 70,000.00Rs.

Total Engineering To P&L 163,500.00Rs. 163,500.00Rs. 163,500.00Rs. 163,500.00Rs. 165,300.00Rs. 167,100.00Rs. 168,900.00Rs. 170,700.00Rs. 285,000.00Rs. 288,600.00Rs. 292,200.00Rs. 295,800.00Rs. 708,400.00Rs. 718,000.00Rs. 727,600.00Rs. 737,200.00Rs.

Marketing


IMC Cost input 100,000.00Rs. -Rs. 100,000.00Rs. -Rs. 100,000.00Rs. -Rs. 100,000.00Rs. -Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs. 200,000.00Rs.

Trade Shows input -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Misc / Other input -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Total Marketing To P&L 186,250.00Rs. 86,250.00Rs. 186,250.00Rs. 86,250.00Rs. 187,750.00Rs. 89,250.00Rs. 190,750.00Rs. 92,250.00Rs. 387,500.00Rs. 390,500.00Rs. 393,500.00Rs. 396,500.00Rs. 818,450.00Rs. 827,750.00Rs. 837,050.00Rs. 846,350.00Rs.

Sales

Salaries & Benefits Staffing Plan -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Travel (PP/PM) -Rs. input/formula -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

Commission (% Rev) -Rs. input/formula -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.


Total Sales To P&L -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs. -Rs.

General & Admin


Rent (pp/pm) 875.00Rs. input/formula 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 7,875.00Rs. 15,750.00Rs. 15,750.00Rs. 15,750.00Rs. 15,750.00Rs. 39,375.00Rs. 39,375.00Rs. 39,375.00Rs. 39,375.00Rs.

Tel & Postage (PP/PM) 200.00Rs. input/formula 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 1,800.00Rs. 3,600.00Rs. 3,600.00Rs. 3,600.00Rs. 3,600.00Rs. 9,000.00Rs. 9,000.00Rs. 3,000.00Rs. 9,000.00Rs.


Total G&A To P&L 95,925.00Rs. 95,925.00Rs. 95,925.00Rs. 95,925.00Rs. 97,425.00Rs. 98,925.00Rs. 100,425.00Rs. 101,925.00Rs. 206,850.00Rs. 209,850.00Rs. 212,850.00Rs. 215,850.00Rs. 866,325.00Rs. 878,625.00Rs. 884,925.00Rs. 903,225.00Rs.

Total Operating Expense 445,675.00Rs. 345,675.00Rs. 445,675.00Rs. 345,675.00Rs. 450,475.00Rs. 355,275.00Rs. 460,075.00Rs. 364,875.00Rs. 879,350.00Rs. 888,950.00Rs. 898,550.00Rs. 908,150.00Rs. 2,393,175.00Rs. 2,424,375.00Rs. 2,449,575.00Rs. 2,486,775.00Rs.

in partial fulfillment of the requirements for the degree of · as potentially dangerous to...

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