Elite Medical Transcription is a high-quality, low-error rate provider of medical transcriptions. EMT will concentrate on two market segments: physicians practicing alone and small practices of psychologists. These two segments are the most reliable users of outside transcription services. EMT will also service other markets that have more limited service needs.
EMT will offer convenience and accuracy to Eugene’s physicians through the use advanced software. They will also require extensive training for their staff in order to ensure highly qualified transcribers.
EMT will soon be recognized for its market leadership due to its competitive advantage and the growing market. The company will be profitable in eight months, and it will have a solid net income by year three.
1.1 Objectives
Elite Medical Transcription’’s initial three years of operations have the following objectives:
To build a service-based business whose main goal is to exceed customer’s expectations.
Superior service is key to increasing the number of clients by 20 percent
To see 45% of our clients return to us again and again.
To create a home-based, sustainable business that lives off its own cash flow.
1.2 Mission
EMT’s mission is to provide the finest medical transcription service available. We are here to keep and attract new customers. All else will fall in line if we keep this maxim in mind.
Crest Systems is a Value Added Reseller (VAR) and a brand new company. The company is focused on marketing speciality inventory software products to over 1,200 VARs that sell in vertical markets. Each market is unique and serves a speciality industry. In addition to the software, Crest will sell the inventory data collection hardware that will operate the software. VARs that sell to vertical markets have traditionally focused on the specific product or service of their industry. Even though their customers need inventory controls, these VARs still haven’t had a product to offer them until now.
A customer must be able to purchase an inventory management solution at a cost of less than $5,000 to ensure product success. Crest Systems has signed a strategic alliance agreement with Promerit Engineering to sell its software products through these VARs. Promerit Inventory Basic, which will be released in May, is the first product. Crest Systems projects sales of 20,000 units in 36 months. The product will be available for purchase at $850
From the sale, the VAR will be paid $400 Crest Systems will receive $250 per unit. Crest Systems will also sell hardware that will use the software. Crest Systems will sell portable data collection units from Symbol and PSC. The price per unit will range from $2,000 to $3,000. Crest Systems receives between $600 and $900 for each unit. The total package of software and hardware will be less than $5,000.
The company is primarily focused on vertical markets but VARs who are warehouse managers may be interested in a low end data collection solution. Crest Systems will put together 1,000 VARs who manage warehouses and sell Promerit Inventory Basic.
Crest Systems will also develop specialty software modules that can be integrated with Promerit Inventory Basic software. These modules are expected to retail at $800 to $1,000. Crest Systems will continue to build strong business relationships with VARs to enable them to offer additional software or hardware products.
Crest System founder Richard Torres is a veteran of selling to vertical markets for over 12 years. He was Cycon Systems’ top salesperson, with over $3M in sales last year.
1.1 Objectives
Crest Systems’ objectives are:
In the first year, we sold 8,000 units.
It is crucial to build strong relationships with VARs in order to increase sales.
Each year, increase the sales of software modules by 15%
Promerit Systems should be in constant communication to ensure customer satisfaction and product quality.
1.2 Keys to Success
Crest Systems’ success is dependent on these key factors:
Inventory control solutions for less than $5,000
Rapid and reliable response to questions and other requests from VARs
A reliable administration that is ready to serve VARs, prepare accurate billing, follow-up on orders and other documentation, and maintain a close watch on expenses and collection of accounts receivable.
The child care industry has become necessary due to increasing dependence on two incomes. An increasing number of children are in dire need of a safe, enriching environment.
Solution
Safe Kids Child Care will be able to provide a secure and caring environment for its clients’ children, as well as personal attention. The center has two-sided goals: to help parents feel better about the care they give their children and to make it enjoyable, educational, and safe for the child.
Market
Safe Kids Child Care is a local child care provider that focuses on Lynn’s 10-mile radius. Children can be accepted either on a full or part-time base.
Competition
In the area, there are more than 300 child care providers. KinderCare and larger commercial child care centers like KinderCare hold the majority. Because of their good reputation in the market, these larger chains are able to compete well. Safe Kids Child Care offers a lower staffing ratio that is more appealing to parents. In addition, the child care fee levels are maintained at 5-10% less than those of large commercial chains.
Why Us
Safe Kids Child Care provides a lower staff ratio than other child care facilities, which is attractive to many parents. In addition, the child care fees charged by Safe Kids Child Care are still 5-10% less than those of large commercial chains.
Expectations
Forecast
Safe Kids provides child care for the Lynn area. Safe Kids will grow to sustainable profitability over the next 3 years. Through a combination of well-priced services, outstanding customer service, and a well seasoned management team, Safe Kids will quickly gain market share and a reputation as a premier child care provider.
Financial Highlights per Year
Financing Required
Our business will need $40,000 to begin. Each owner will contribute $20,000 toward our initial costs.
AgaMatrix (a Boston-based venture in development) offers digital signal processing (DSP), technology that significantly improves the performance and functionality of biosensors. AgaMatrix core DSP algorithms are able to solve many immediate problems in medical devices by dramatically increasing the performance biosensors with minimal specialized hardware and other chemicals. AgaMatrix’s initial sales will be to medical device companies, specifically home glucose monitors as well as hospital point-of care blood analyzers. AgaMatrix anticipates achieving positive cash flow by year three with future target healthcare segments to include the large immunoassay and implantable biosensor sectors; as well as other vertical industries that heavily rely on biosensors, such as the military chemical agent detection, environmental air/water quality monitoring, and industrial processing sectors.
Problem. Glucose Monitoring Systems Are Heavy and Painful To Use
Because the home glucose monitoring is too painful or burdensome, many diabetic patients don’t use it as prescribed. Patient must insert the glucose biosensor into the glucose test strip four to seven time per day. The average testing compliance rate for diabetes is less than 1.5 per day. This causes complications like blindness or stroke and can accelerate the progression of these conditions, including heart and kidney disease. Diabetes is the most common cause of blindness for people aged 20 to 74. Therefore, better glucose monitoring compliance could be the biggest step towards prevention. Device manufacturers have identified that non-compliance stems from the physical pain experienced when using their devices. Therefore, they are looking for ways to decrease the size of the samples required by their devices. AgaMatrix technology provides less-invasive drawing tools to meet the growing demand for painful alternatives.
Problems in the hospital blood analyzer market are more related to the lack of the comprehensiveness and accuracy of the devices, which results in reduced adoption levels. AgaMatrix’s value proposition for this market is very clear. Devices that are more sensitive and accurate will have a greater chance of being adopted more quickly.
A Software Solutions for a Hardware Issue
The biosensor device industry has tried to overcome issues such as accuracy, robustness, and sensitivity by improving the hardware (or chemical) aspects of its devices. For example, their chemical and biological design. By contrast, AgaMatrix is pioneering a software approach based on digital signal processing (DSP) algorithms that has a number of distinct practical advantages, including lower cost, easier/faster upgrade capability, and complementarity with respect to a wide variety of chemistry/hardware-based biosensor technologies.
AgaMatrix’#8217;s solution consists of a series of software modules. This allows for new functionality, and dramatically improves performance of biosensors. You can leverage increased signal-to-noise ratios to lower blood sample requirements. For the professional healthcare market, AgaMatrix offers the ability to improve the overall accuracy and sensitivity of hospital point-of-care analyzers. This improves accuracy and is a key factor in the widespread adoption of portable lab equipment as a replacement for conventional laboratory equipment.
Software DSP solutions have been vital to the success of many other industries where physical limitations would have impaired their growth. CD players, for example, relied on error-correction algorithms and oversampling in the 1980s to compensate low quality hardware filters. AgaMatrix’s algorithms provide analogous solutions in the biosensor space.
Business Model: Software Licensing from Device Makers and Royalty Fees
AgaMatrix, initially, will operate as technology licensing company. It will derive royalty revenue streams from device makers’′ consumables sales. The technology will be sold to makers of home and hospital blood glucose analyzers as well as implantable and minimally invasive blood glucose biosensor developers.
Therasense — An Illustration Of How Disruptive TheGlucose Marketplace Is
Four major players dominated the blood sugar market a few decades ago (numbers are annual test strips revenue). Roche ($1.
27B), J & J (1.09B), Bayer (650M), Abbot (545M) These companies have existed since the 1980’s. In the span of less than two years since their product roll-out, they have achieved $200 million in annual revenues, gone public, and now have a market capitalization of over $800 million. This is a market open to new technology, especially when it reduces pain.
Competitive advantageThere is no direct competitor to our proprietary and highly innovative approach, which has been refined over the past seven year by our top-notch scientific team. AgaMatrix will complement any indirect competition that may be created by the major medical device manufacturer’s in-house laboratories. AgaMatrix holds the following competitive advantages.
Superior software paradigm complements the chemical (hardware), and technological advances in biosensors.
Over seven years of biosensor research, we have accumulated expertise.
Monopolization by the scientific team that invented the original paradigm.
Development lead time at least 2 years longer than the potential competition
Intellectual property strategy that includes two core utility patents (filed), and three defensive utility Patents.
Customer Traction
As potential customer targets, we have already spoken to two manufacturers who make blood glucose monitors as well as one manufacturer of hospital points-of-care devices. We have yet to approach more than 20 potential target companies. Here is a summary listing of all the companies we have reached.
Two blood glucose monitor companies expressed strong interest in becoming partners (discussions held with Presidents). Details are not disclosed at this time, but we expect to be able close a deal before June 2002.
A leading manufacturer of blood glucose monitors (J & J –, discussions with Director-level personnel) and a leading manufacturer of hospital point-of care devices (i-STAT – discussions with Vice President and Director level staff).
The Team
A current team composed of:
The three leading scientists pioneering the use of digital signal processing to improve biosensor technology, with an aggregate of over 40 years of direct DSP/biosensor research experience.
Entrepreneurs who founded, built, and managed a software company for enterprise use.
An expanding group of veteran advisors consisting of doctors with healthcare business experience.
Three additional technical staff members have committed to the company’s success after seed financing. They are engineers from MIT or Tufts with more than 25 years of combined commercial engineering experience.
Financing
Since its inception, AgaMatrix was self-funded entirely by its principals. The company recently closed a seed round of $500K from a number of healthcare angel investors and IncTANK, an early stage venture capital fund. A Series A round in four to six months is expected, with an estimated $1 million.
These funding rounds are designed to help you complete version 1.0 and acquire at least one customer during a period of thirteen months. We believe these milestones are reasonable, given current customer traction and product developments. The company is targeting to raise about $4million in institutional and private rounds by the end year one, which will be cashflow positive. Current valuation drivers include:
An elite scientific team including Dr. SridharIyengar, Dr. Justin Gooding, Dr. Ian Harding, and Dr. Sridhar Iyengar (CTO), as well as an aggressive business group with start-up or management experience.
Technology that is useful in a variety other vertical markets. It is protected by an IP strategy.
External validation through existing customer relationships and advancement in the final rounds of several national business planning competitions.
1.1 Mission
AgaMatrix designs solutions that power next-generation chemical and biological sensor systems. AgaMatrix provides a market-leading solution that dramatically increases the accuracy, sensibility, and robustness a range sensors. This is to help medical diagnostic devices be more effective.
AgaMatrix’s technology is able to create devices that are painless and will satisfy the need for greater accuracy in medical diagnosis. It is committed to developing software solutions for a critical problem in hardware that affects millions upon millions of hospital patients and diabetics worldwide.
1.2 Objectives
Design technology solutions that will increase adoption and compliance rates of diagnostic medical equipment by improving functionality and performance of biosensors.
By year three, you can achieve positive cash flow
In four years, you can reach $50,000,000 in annual revenues
Expand into other industries that heavily rely on biosensors, including industrial processing, environmental monitoring, and military sectors.
Willow Lake Village, which is a new retirement resort, is just half a mile from Willow Park Golf Course. This 18-hole course is located in the Crest Canyon area. It offers beautiful views and a challenging layout. The property has a Pro Shop, driving line, cart barn, maintenance structures, and a pavilion which can seat up to 50. The course is easily accessible by the free shuttle that runs to all the retirement communities in the area. Willow Park Golf Course will have a snack-bar on site.
Crest Canyon is visited by over 200k retirees each year. These visitors spend an average of $250 million annually for lodging, food, or recreational activities in the Crest Canyon area.
Marty Snyderman (with Palmer St. Andrews) and Luke Roth (co-owners of Willow Park Golf Course) have signed a 10-year lease for $250,000 each with Claremont Properties.
1.1 Objectives
For its first three year of operation, Willow Park Golf Course had these objectives:
Revivify the old course, and you will attract loyal clients.
Willow Park is a destination course that vacationers and avid golfers can enjoy by forming strategic alliances or using players’ word of mouth recommendations.
Exceeding customer’s expectations.
Be sure to have an experienced, competent staff.
1.2 Mission
Willow Park Golf Course has one mission: to become a popular golf course among residents and visitors in the Crest Canyon region.
MedNexis, Inc., which is the company, is a medical-device development company that has created and patented medical products it plans to market. With the assistance of biomedical and medical experts, a magnetic stimulator/field generator was created. One patent was initially filed.
Allopathic Medicine
One market addresses the unmet need for atrophy prevention/treatment in conditions that result in patient immobilization lasting more than two weeks. After two weeks, an average muscle has lost over 30% of its weight, which can lead to a longer time for complete recovery. MedStim, a novel and innovative design, was developed to meet this need. As further research into the benefits of pulsed electromagnetic fields becomes available, this device will likely be used in more ways. Pulsed field magnetism, for example, has been demonstrated in controlled trials to be an effective treatment to speed up the healing process of skeletal fractures.
There is an existing market for magnetic stimulation devices in allopathic medical. However, this market is still embryonic and will continue to expand once the technology becomes cost-effective. This potential market has reached an estimated 4.2 million patients in the United States. MedStim, an innovative new device to target this market, has been created.
Alternative Medicine
Another market addresses the unmet need for a device with a stronger, more consistent therapeutic magnet field. The treatment of soft tissues with magnetic pulses using dynamic magnetic field therapy is believed to have positive effects on circulation and immune system function. These effects are proportional to the strength the magnetic field generates. TheraMag, a novel design to meet this demand for an enhanced therapeutic magnetic field in alternative medical treatment, has been created. This market exists today and has the potential to serve approximately 40,000,000 people in the United States at our beginning date.
Technology
Patent applications on the company’s first market entries have been filed using a patent agent specializing in biomedical device patents. MedNexis’#8217TM technology uses the principle that a magnet in a coil generates a magnetic fields which, in turn creates a current through any conductive materials within this field. This model has been used in diagnostic studies. Only single nerves have been stimulated with magnetism. MedNexis developed an electromagnetic device that will painlessly stimulate the muscles of humans to contract using this model. This technology has many uses. The following devices are the ones that were initially released:
MedNexis’#8217’s patented device will be able to stimulate muscle effectively. This device will need higher electrical currents, more functionality and a wider range settings. This device will not be sold in the mainstream of allopathic medicine.
TheraMag MedNexis’#8217’s patented device will heat tissue with a magnetic field. This will not cause contraction. This device will be used in other applications.
Strategy
MedNexis will target the following two markets: allopathic and alternative medicine. The devices will be named separately in order to distinguish them from possible negative connotations associated allopathic medicine.
MedStim distribution will be through large distributors. This will make it easier to gain acceptance in this market. MedNexis’, which is focusing on the market’s first efforts, will focus heavily on the production of controlled, randomized study data.
TheraMag can be distributed to alternative medicine centres that are less centralized and direct sales will also possible. This market will not require any scientific proof. Entry to the market is possible as soon as the FDA issues an Investigational Device Exemption.
Regulatory Issues
You can get an Investigational Device Exemption for your product and clearly label it.
FDA regulations will be followed and market entry will be made quickly. These products will be accepted based on the successful research results. This will greatly increase demand and open up new markets.
Major Milestones
Research and Development at the animal stage is ongoing, in the first year of one.
In the middle year one, extend patent coverage to Australia (Europe) and Canada (Canada).
Human clinical trials underway, middle Year Two.
Published research studies, year two
TheraMag available for purchase, year one
MagnaStim is available for purchase, marked ‘For Investigational Purpose Only’ at the end of Year 2.
Year Four sees the establishment of profitability.
Competitive advantage
While the MagnaStim and TheraMag devices are effective and user-friendly, with multiple home healthcare applications, all the competing devices currently on the market are only partially effective or difficult and awkward to use for the recommended therapeutic treatment. MedNexis will use its patented designs to fill the need in the market for an easier to use, more effective magnetic stimulator/field generator.
Financial
According to financial projections, the company will be profitable by year 3 if it receives $750,000 in funding. The company projects $23.5million in sales with a remarkable net profit in Year 3. These projections are based on penetration of less that 3% in each market segment.
City Dojo has been a part of its community since 1964. Since 1975, the Shihan (head instructor) has owned and operated the dojo. This has witnessed many changes at the city level as well as in the Martial Arts sector.
Over five million Americans currently participate in Martial Arts training. While the boom years of 1960’s have passed, there is still a steady stream of students exploring the industry.
The location of City Dojo and its surrounding area (a market of over 250,000 potential members) has traditionally been a hot bed for Martial Arts training. The competition is fierce. The dojo is currently at a pivotal point in its history. It could be expanded or closed. City Dojo, currently operating on a part time basis (for love of art), provides little income or even no income for its owners. The following business plan (the dojo’s first) was developed as a vehicle to identify potential. There is a lot of opportunity in Martial Arts, and the dojo has the potential to survive and thrive in the Martial Arts sector.
The following plan will illustrate how the dojo can grow from its current breakeven point of 65 members to 200 (80% of capacity), in just three years. Sales growth, based on an expanded membership would increase from $65,000 in 2001, to $198,000 by year-end 2004. If the dojo is managed full-time, the plan shows that it could generate significant cashflow. Investors and owners would be able to enjoy a healthy income.
In order to accomplish this growth, the dojo requires a $20,000 loan to be repaid over eight years, secured by the owner’s collateral in the form of a house.
1.1 Objectives
Remodel and update dojo by year end 2002.
Pay your dues to 200 people by the year-end 2004. This is equivalent to 80% of your dojo capacity.
To reduce membership turnover of 30% by the year-end 2004, measure by number students taking belt testing, from white to bleu.
You should create a cash flow that allows you to make investments in the future.
1.2 Mission
City Dojo was created to teach karate and have fun. It also aims to help people improve their self-esteem, community, and family. The students will leave the dojo with a lasting memory.
1.3 Keys to Success
A unique, safe and modern dojo environment is possible.
Establishment, implementation, and tracking of a business and budget plan.
Establishing a strong Board of Advisors that will be able to assist with business and karate issues.
UPer Crust Pies is a specialty in meat, vegetable, and fruit pies. They use old-country family recipes from the Upper Peninsula of the UP. Our pies will be baked fresh everyday and sold hot directly to customers through our retail stores. We will also sell frozen pies in lunch and family sizes that can be cooked at home in an oven or microwave. Our products are low fat and free of genetically modified ingredients and will be complemented by an assortment of fresh premium salads and desserts.
Our products are imported directly from a private-label bakery in the UP to save on labor costs, investment in production equipment and additional warehousing. Our principal costs will be limited only to product procurement, shipping, and cold storage.
We are looking to grow the company by opening additional retail outlets. In addition, we plan to create a business structure that makes it attractive for franchise opportunities. UPer Crust Pies has an exclusive import license which could be used to sell frozen products through wholesale food chains and supermarkets. This could allow it to quickly establish itself as a market leader.
Our success is based on four key factors. The first is to locate stores in highly visible areas. The second is our unique value-for–money product line. The third will be a focus on superior customer service and education, and the fourth key will be employee retention through training and internal promotion.
Yubetchatown will be the location of the first UPer Crust Pies business. Three areas are currently being considered for five potential locations. UPer Crust Pies targets three market segments in the core metro area. Our biggest market is young adults (42%) and businesspeople (42%). Our next largest market, and the one with the greatest growth potential, is families with children (36%), and our final target market will be 15-24 year olds which includes students (22%).
Our marketing strategy aims to educate customers, attract new customers and build loyal customer bases. The marketing strategy for UPer Crust Pies is to attract customers through high-visibility signage, flyers, media advertising, flyers entertainment book coupons, word of mouth advertising and strategic alliances.
Our sales strategy includes hiring employees who genuinely enjoy their jobs. We will constantly assess the business and interact personally with customers. This includes assessing food preferences and keeping favorite dishes on the menu, as well as evaluating seasonal and weekly specials.
UPer Crust Pies Limited Liability Company. Lina Mackinac Gogebic is currently the owner of all membership shares. She plans to use a part of the shares in order to raise capital. UPer Crust Pies currently seeks a bank loan along with a private investment contribution from outside investors. Three months prior to the opening, the majority will be used for corporate remodeling, lease payments and corporate design.
Included in the start-up costs are initial inventory, cold storage fees and shipping costs. It is necessary to purchase equipment such as pie warmers, ambient display case, fridges, freezers, miscellaneous furnishings, and a commercial oven. UPer Crust Pies expects to need liquid cash to pay operating expenses, unexpected expenses, and wages during the first three months.
UPer Crust Pies expects a modest increase in sales for its first year. In the second year, the company will add two more stores and in the third year, an additional two stores. These stores will add to the gross revenue of the company in the second, third and fourth years. We have projected a very conservative growth rate in the first three years, compared to industry standards.
1.1 Objectives
Achieve first year sales above $120,000.
Maintain a healthy average gross margin.
Plan for expansion.
Establish five stores by the third anniversary.
1.2 Mission
Education and customer satisfaction are our top priorities. We will endeavor to meet the highest standards of excellence through superb customer service and consistent product delivery in a friendly and comforting environment.
We seek fair and responsible profit, enough to keep the company financially healthy and ensure continued growth and development. Responsible profit will fairly pay investors and owners as well as reward employees and their loyalty.
Equally important to our success are employee welfare, participation and training. All employees will be treated with dignity and respect. It is our duty to provide an environment for employees that is friendly, challenging, and offers opportunities for growth.
1.3 Keys to Success
Locations: visibility, high traffic patterns, convenient access.
Store design: visually attractive, relaxed atmosphere, fast and efficient operations.
Unique products: differentiation, competitive pricing, no direct competition.
Quality Controls: Genetically modified free policy, consistency and clean presentation.
Service: cheerful, professional, articulate and informative.
Marketing: Positive image, educational, word of mouth advertising
Visions (VS), is a socially and ecologically conscious health club. It is not only concerned about physical beauty, but also with mental well-being. It’s a club that is socially and environmentally conscious. All products used are safe for plants and free from cruelty. VS believes that treating our clients well leads to better health and well-being for the wider society. Therefore, we offer a variety of health services, including yoga, meditation, and exercise.
Our company’s goals are to become financially successful and establish a product line by name recognition. The immediate goal is to launch a new product line in the beauty market. Long-term, the goal is to go public with several fitness clubs and an active product line.
1.1 Keys to Success
Create an environment for people to feel good about themselves, both physically and mentally.
Provide natural healing methods for patients suffering from illness or injury.
Service to the financial and emotional needs of women who live in shelters.
Special activities are available for different holidays.
1.2 Objectives
Break even by year two
Each quarter, increase your number of new clients.
Include the company’s involvement in the community in local media.
Increased profits can be donated to charities.
1.3 Mission
Our company’s goal is to improve the lives of both men and women through providing an environment that encourages relaxation and offers health-conscious alternatives.
Recent years have seen an increase in new residential construction in Boston, which has created new communities that need services and retail stores. Retail businesses have the opportunity to capitalize on this trend and adapt to the changing demographics as they see new opportunities.
Objective:
Vino Maestro in Boston will be a full service retail merchant selling fine wines, spirits and other products. It will be able to stand out among the rest of the market and gain market share by securing an ideal storefront location in a rapidly growing Boston residential neighborhood. It will follow the best practices of its retail category leaders, with particular emphasis on excellent customer service, a broad selection of quality inventory, and competitive pricing.
1.1 Mission
Our goal is to make Boston the best place to buy wine. This will be measured through sales growth and media ratings. Computerization of sales and inventory records will allow the company’s ability to predict demand, forecast demand, help with revenue growth plans, and maximize supplier/distributor relationship optimization.
Goals:
Earn and maintain Vino Maestro’s rating as one of the best stores in the Boston wine and spirits retail trade business.
Inception: Establish minimum gross profit margins of 30% (retail price less wholesale costs)
You can get a profitable return on investment in three years.
Over the term of the lease, investors can earn a 15% internal return.
