Start-up Funding | |
Start-up Expenses to Fund | $4,900 |
Start-up Assets to Fund | $1,515,100 |
Total Funding Required | $1,520,000 |
Assets | |
Non-cash Assets from Start-up | $0 |
Cash Requirements from Start-up | $1,515,100 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $1,515,100 |
Total Assets | $1,515,100 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $15,000 |
Accounts Payable (Outstanding Bills) | $5,000 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $20,000 |
Capital | |
Planned Investment | |
Seed Round Pre-Plan | $500,000 |
Series A | $1,000,000 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $1,500,000 |
Loss at Start-up (Start-up Expenses) | ($4,900) |
Total Capital | $1,495,100 |
Total Capital and Liabilities | $1,515,100 |
Total Funding | $1,520,000 |
AgaMatrix is a privately-held Delaware corporation, subchapter C. It was created in 2001. Sonny Vu and Sridhar Iyengar, the company’s founders, own the majority of equity. Members of the board of directors and advisors also hold minority stock positions. All employees of the company are rewarded with stock compensation packages.
AgaMatrix will develop a set of software products that provides critically needed diagnostic functionality to current and next-generation medical biosensors. Optimized for computational efficiency, they are designed to be easily incorporated into a number of leading biosensor platforms. All products that we develop will be powered by our core DSP algorithms with certain features configured and optimized for the relevant applications. Our algorithms will be delivered in a format that is convenient and useful to our customers; as such, each AgaMatrix Product Suite will consist of a core DSP engine supplemented with integration tools, application-specific expansion modules, and professional services. Since our initial product focus is OEM technology, we will work closely with our customers and partners in the development and deployment of our products. The core DSP algorithms will be encoded as a platform technology in modular components that can be rapidly configured as needed for various customers’ applications.
Initially, we are marketing one product for the glucose biosensor market and one product for the hospital POC market:
Suite Name: AccuMatrix
Suite Name: PosiMatrix
The core DSP algorithm engine contains all the needed functionality. Using a Configuration Tool, we can rapidly integrate the appropriate Data Modules that are appropriate for the target customer. These Modules contain a library of information that is needed to configure and optimize the core algorithms for the chemicals that are relevant to the customer’s device. Once configured, the algorithms will be delivered in the appropriate software or ASIC-design version for the target device and can be deployed with our Integration Tools by our Professional Services Deployment Team or by the customer’s engineering team. The basic components of each AgaMatrix Suite will include the following:
Core Engine Core DSP technology software and firmware code base will consist of a major portion of the algorithms that AgaMatrix develops. These algorithms will be activated as needed for each customer’s requirements by the Configuration Tools.
Data Modules These are libraries that contain empirical data needed to optimize the core DSP engine for the detection of different chemicals in various operating environments. The Configuration Tools will in part use the data from these Data Modules to customize the software for customers’ various products. We will initially offer the following 2 modules:
Configuration Tools Configuration tools are the front-end interface of the software. This set of tools will allow for the rapid optimization and configuration of the core algorithms for various functionalities and chemicals. These tools are used to select which Data Modules and algorithms are needed for the customer’s application and generate the end product, which can be delivered either as software/firmware for the target device or be delivered in the form of an ASIC design.
Code Integration Tools This set of tools facilitates the integration and customization of software and firmware code base into customers’ products. These tools may be used by our Professional Services Deployment Team when integrating the product into the customers’ end-device, or they may be used by the customer’s in-house engineering teams themselves. Initially, we will include:
Technology and Development Tutorials These are in-depth, easy-to-use online tutorials consisting of scientific and engineering guides to help quickly bring a development and integration team up to speed on AgaMatrix’s DSP technology. The tutorials will consist of code examples, customization, and integration tutorials.
Professional Support Services Package A set of professional services, including software/firmware development and QA/QC testing, designed to assist in supporting the use and maintenance of the AgaMatrix Product Suites for customers and partners.
Based on initial discussions with potential customers, we believe that we can deliver our product in a format that will be readily usable by their development and integration teams. We will use established processes analogous to those used in the deployment of enterprise software solutions where a Deployment Team will assist the customer in the integration of our product into their devices, as indicated by the professional services component of our product offering.
Medical diagnostics has the greatest existing opportunity from an industry size perspective as well as the degree of match between existing needs and AgaMatrix’s technology capability. The sub-segments in this market that the AgaMatrix product line is addressing in the short term (within the next two to three years) are the large, high-margin consumer blood glucose monitor market and the now quickly growing hospital point-of-care device market, i.e., customers are makers of these devices. Even by a conservative estimate, the value proposed by AgaMatrix to the glucose market alone would be enough to sustain a viable standalone venture. However, given the minimal incremental effort that would be needed, we will deliver the product to both sub-markets for the benefit of augmenting and diversifying our revenue streams.
The market that we are concerned with consists of advancing medical devices and technologies that allow healthcare professionals and home users to acquire medical diagnostic data such as blood glucose levels (e.g., for diabetics) and various other blood chemistry data (e.g., for emergency care situations) instantly, easily, cheaply, and accurately without having to send blood samples to centralized lab facilities which have longer turnaround times and are more costly. The conclusion that this market should be the company’s initial focus is substantiated by the fact that it has all the relevant characteristics of a market we found to be desirable. These characteristics are discussed below:
In the medium and long term (three to four years from now), AgaMatrix aims to address needs in the emerging electrochemical immunoassay and implantable biosensor markets.
The Home Blood Glucose Monitoring is the largest, immediately addressable market, over $4.1 billion in size today and growing 13% CAGR. Based on preliminary discussions with several potential customers, AgaMatrix believes that a significant portion of this market can eventually be captured. We expect device makers to pass on the modest costs of AgaMatrix’s technology through the high margins currently enjoyed by the consumable reagents (test strips) they sell. While AgaMatrix technology does not directly improve the test strips themselves, potential customers will incorporate the cost of such technology as part of the total solution cost; development costs of their test devices are already paid for in this way. Diabetics generally are not price sensitive to test strips since insurance usually covers the costs of the strips.
Home Blood Glucose Monitors AgaMatrix will initially target home blood glucose monitoring device makers. One primary dimension along which these device makers compete is the reduction of pain and discomfort from testing that involves pricking fingers to extract blood. By improving device sensitivity, AgaMatrix allows blood glucose device OEMs to reduce the required blood sample size enabling the use of less painful blood extraction mechanisms, a major competitive advantage for such devices according to customer surveys. In one foreseeable application, diabetics would be able to painlessly extract a small amount of blood using automated AgaMatrix-enabled microneedles to test blood glucose levels.
Hospital Point-of-Care Blood Analyzers AgaMatrix will also initially target the hospital blood analyzer market ($300 million in 2001, 25% CAGR) by providing increased accuracy and increased types of tests for these devices. Based on a bottom-up analysis of end user (physicians) and device maker surveys, we believe market penetration for these players has been hindered by the relatively low accuracy (when compared to tests done by centralized labs) and by the limited number of available tests. Physicians are thus forced to wait several hours for results from blood sent to centralized labs, and only use portable blood analyzers in acute emergency situations.
AgaMatrix solves the problem of low accuracy for portable hospital blood analyzers, allowing physicians to use portable analyzers in more situations, thus increasing quality of care, increasing patient turnover, and reducing hospital costs. Our technology could also help boost the yield on current cartridge products, eliminate future cartridge production steps, and provide a broader menu of tests on portable devices, delivering a suite of offerings comparable to traditional large and expensive lab equipment analyzers.
With almost all of the major players trying to develop an “artificial pancreas,” commercializing implantable glucose biosensors that can regulate an implanted insulin pump has been the Holy Grail for the industry. The artificial pancreas allows diabetics to lead a near normal lifestyle without the constant pain and inconvenience of finger pricking and insulin injections. One of the key challenges in the development of implantable sensors is eliminating the use of toxic chemicals currently needed to correct for cross-sensitivity effects that reduce the accuracy of the sensor. AgaMatrix’s technology minimizes these effects without having to use toxic chemicals, thus eliminating a key barrier to the development of complete implantable glucose monitoring and insulin pump systems. Such breakthroughs could lead to adoption of implantable devices on the order of today’s cardiac pacemaker. These large players have expressed initial interest in using AgaMatrix’s technology in these next-generation implantable devices.
Electrochemical Immunoassays Immunoassays are tests that measure biological and chemical species associated with the body’s immune system. Currently, the majority of immunoassays are performed via color-changing tests strips (for simple non-critical applications like home pregnancy tests), or via time-consuming laboratory procedures for more critical tests (like cardiac markers). In hospitals and clinical labs alone, millions of these immunoassays are performed daily. These laboratory assays are based on complicated optical and radioactive detection instrumentation. Leaders in the industry are developing electrochemical immunoassays because electrochemical technologies are generally recognized to be more cost effective, robust, and possibly faster than optical methods given the fact that no complicated sample pre-treatment processes are needed. One of the main challenges to commercializing this new technology is achieving the low detection levels needed for such measurements. AgaMatrix’s technology can be eventually embedded in these devices to overcome the sensitivity issues that currently hinder their commercialization.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Home Blood Glucose Monitors | 13% | 4,700 | 5,311 | 6,001 | 6,781 | 7,663 | 13.00% |
Hospital Blood Analyzers | 25% | 375 | 469 | 586 | 733 | 916 | 25.02% |
Implantable & Non-Invasive Glucose Monitors | 25% | 50 | 60 | 80 | 100 | 125 | 25.74% |
Immunoassays | 5% | 500 | 525 | 551 | 579 | 608 | 5.01% |
Total | 13.43% | 5,625 | 6,365 | 7,218 | 8,193 | 9,312 | 13.43% |
The medical diagnostics industry is prone to disruptions because of technological innovations. We have found the following current industry needs are immediately addressable by AgaMatrix’s technology based on a survey of potential customers in the blood glucose and Hospital point-of-care (POC) market:
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Use of blood from less painful areas. | Lack of treatment compliance because diabetic patients are unwilling to use the devices too physically painful to use regularly. | Sample size is a critical dimension device makers compete on. Solution provides a competitive advantage. |
Need for higher accuracy for hospital POC blood chemistry analyzers. | Desire to use point-of-care devices instead of central labs for emergency situations in order to instantly get life-critical diagnostic data. | Device makers increase penetration in existing hospital markets. |
Need for larger test menus offered by POC devices. | Health professionals will often not use point-of-care devices unless all the required tests are available in one device/cartridge solution. | A competitive advantage increasing market share since this is an end-user valued differentiating feature. |
Near future market needs prompted by emerging trends
We have also identified a number of needs for which AgaMatrix is aligned to be a major technology provider. For the sake of conservatism and maintaining a focused company positioning in the healthcare arena, we are not pursuing available applications in environmental monitoring, industrial processing, and military biological/chemical warfare agent detection. Instead, we consider our primary expansion markets to be other segments in the healthcare market including the immunoassay and implantable/minimally invasive biosensor markets, with some initial penetration into the latter in Y2 and Y3.
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Development of minimally-invasive and ultimately of implantable glucose biosensors. | Addresses compliance issues in patients having difficulty using current devices. | Toxic chemicals required to overcome interference issues prevent implantation. |
Conversion of existing immunoassays to electrochemical biosensor-based immunoassays. | Eliminates time/equipment intensive sample pre-treatment steps. | Biological elements are in trace amounts too small to be detected. Devices are not sensitive enough. |
Based on a prior art search and our cross-disciplinary technology expertise, we believe we are the only solution provider of our kind to medical device manufacturers. However, AgaMatrix indirectly competes against other biosensor-enhancing technologies. Rival technologies include advances in physical designs such as improvements in chemical reagents used in these devices and the integration of permselective membranes that are intended to materially filter out interfering chemicals from contacting the sensor. We have identified the research efforts of the following companies as potential competition due to their efforts to solve the same problems, albeit through very different approaches.
AgaMatrix’s strategy will be built upon sustainable advantages from superior software technology, in-house expertise, monopolization of a scientific team, and development lead time over competitors. In addition, the company will deploy a strong intellectual property strategy of defensive and offensive patents to create an IP minefield to make litigation for competitors as costly as possible. Coupled with an aggressive marketing and sales strategy, AgaMatrix is positioned to be the leading provider of technology that enables biosensor devices used in medical and other life science applications.
Advantage #1: Superior and Complementary Software Paradigm Potential indirect competition could lie within R&D departments of medical device OEMs who are striving to create both incrementally higher-performing biosensors for existing products. The R&D teams are also striving to make revolutionary advances which enable implantable biosensors such as blood glucose monitors. However, based on secondary market research and on first-hand conversations with potential customers/partners, the observed historical trend in this industry has been to approach chemical problems with chemical experts. We believe that our multi-disciplinary software approach fills a missing piece in the development of these devices.
From a technological standpoint, our software-based solutions achieve the same goals of interference suppression as rival chemical solutions; however, because we obviate the need for these chemicals, most of which are toxic, products deployed with AgaMatrix technology will be suited for in vivo applications, such as some minimally invasive and implantable glucose monitors. Furthermore, our technology can simultaneously monitor multiple chemicals, both the target analyte and any interfering chemicals, engendering low-cost multi-analyte sensors which are not readily viable with current chemical-based sensor enhancements.
From a marketing standpoint, our products have the advantage of being software-based, engendering many of the potential benefits that other software-based products traditionally enjoy. One of the principle advantages that end users would have is the ability to upgrade the software as new, better algorithms are developed, a benefit that cannot be as easily realized with other physical and chemical technological advances. From a cost-saving standpoint, many of the permselective membranes that are currently designed to be used in biosensor devices are too expensive to be used in all applications. As such, our software solutions would provide a cost benefit advantage to our customers.
Regardless of other traditional technology advances in sensor design, our DSP technologies will ultimately prove to be complementary. Our noise-filtering algorithms will increase the signal-to-noise ratio enabling greater sensitivity and lowering detection limits. In many applications, membrane filters are not fully effective; as such, our interference suppression algorithms can compensate for the limitations of such membranes. Additionally, rival empirical improvements cannot address other limitations of these devices, such as sensor deterioration, where our technology may be applied to auto-correct for such sources of error.
Advantage #2: In-House Expertise As is the case with chemical and life science research, one of the most resource-intensive aspects of the development time lies in optimizing empirical protocols and avoiding unforeseen pitfalls; most of the knowledge comes from “hands-on” experience, not only theoretical background. Furthermore, expertise in multi-disciplinary areas as ours requires specialized knowledge. AgaMatrix’s scientific team has been involved in biosensor research for an aggregate of over 40 years. The foundational research for our current technology was initiated seven years ago, and our scientists have developed and optimized many of the techniques that are vital to the continuing development and validation of AgaMatrix’s products. To date, we have developed the groundbreaking technology approach, the experimental protocols, the validation mechanisms, and the core algorithms. Our extensive in-house expertise in working on bridging biosensor systems and DSP technologies represents a significant barrier to any potential competitor.
Advantage #3: Monopolization of Scientific Team The technology that AgaMatrix is built upon has been inspired by research performed throughout the past decade at the University of Cambridge. The original scientific team that achieved these breakthroughs boasts inimitable credentials and has remained intact to form the current AgaMatrix R&D team. In the ensuing years, AgaMatrix has developed new technologies and is moving towards its commercialization. We believe that our virtual monopoly on the intellectual resources that have been responsible for the technological advances that AgaMatrix owns represents a significant competitive advantage over potential competitors. As is the case with any empirical endeavor, much of the in-house expertise comes in the form of a close working knowledge of the practical aspects of technology development. With the current R&D team already experienced in the relevant technologies, and having worked together in the past, much of this knowledge has already been acquired.
Advantage #4: Development Lead Time Over Potential Competition In sharp contrast to the typical chemistry-based approach, AgaMatrix’s technology is based upon a multi-disciplinary core competency. Our competitive capabilities are derived from a unique confluence of electrical engineering and life science disciplines, a roadblock for potential competitors entrenched in traditional “wet chemistry” research paradigms.
Presenting compelling value through superior technology Because of AgaMatrix’s revolutionary, proprietary technology, we are positioned to be the market leader in biosensor enhancing solutions. AgaMatrix offers a novel approach that clearly provides significant value to our customer and ultimately the end user. The AgaMatrix solution delivers value in two ways: by improving the performance of their product against competing products and by increasing customers’ market share and revenue. Communicating this value to the device manufacturers, as well as branding our technology to defend market share, is the fundamental philosophy behind our marketing strategy.
Becoming a competitive standard The core AgaMatrix technology is a unique approach to improving biosensors systems in a way that substantially increases performance and adds value to the end user. In a competitive marketplace, we will present our technology to medical device makers as an industry standard that they must adopt to be able to compete. Examples of this kind of standard-setting technology include the adoption of Windows platforms on PCs and auto-focus and red-eye reduction capabilities on cameras. Specific selling points include elimination of cross-interference, improvement in accuracy, improvement in signal to noise ratio, improvement in device robustness, reduction in sample requirements, and increase in market acceptance of product. The value proposition will differ depending on the needs of each customer.
Marketing to end users by marketing the end product AgaMatrix will market to end users through partnership with the device makers; to add value, our technology must increase their bottom line profit. AgaMatrix can do this if end users appreciate the advantages AgaMatrix enhancements bring and if they require our products for a healthcare “standard of care.” The desire for end users, such as doctors and patients, to use the best and most effective technology for diagnosis and treatment of health problems will drive demand for AgaMatrix-enabled devices. Therefore, AgaMatrix will develop a marketing plan with our partners to increase the awareness of the clinical advantages of our devices. The AgaMatrix-enabled label will become a moral imperative to clinicians in the same way that advanced digital imaging technology is used by radiologists and cardiovascular specialists.
In summary, AgaMatrix will market both to the device makers we sell to and end customers, who will drive demand. Because device makers are concerned about increasing their bottom line through value-add to their products as well as through production cost reductions, AgaMatrix will sell to them on the basis of value rather than on any other consumer-based premise. End users, such as healthcare professionals and customers, demand standard of care. Therefore, AgaMatrix will co-market its brand as a necessary technology for healthcare diagnostics.
Phase 1: Sales to medical device manufacturer partners In the first stage of bringing AgaMatrix technology to market, the company will approach and partner with medical device manufacturers. Such partnerships have the added advantages of product development that is supported by the partner’s engineering, finance, marketing, and management.
Phase 2: Becoming the “competitive standard” With a base of customers who can vouch for the product value, AgaMatrix aims to become the competitive standard that all players must adopt. Specific marketing tactics in this stage include: increasing market awareness through trade shows (e.g., Medical Device Expo, SensorExpo) and technical conferences, advertising in trade journals and publications (e.g., Sensor Magazine, Medical Device and Diagnostics Magazine), and retaining “Thought Leaders” from industry and academia who will corroborate our claims.
Phase 3: Branding for mind share and market domination AgaMatrix will brand its proprietary DSP technology to associate enhanced solutions with our identity. A consistent, strong, and clearly defined brand will add yet another barrier to entry and market penetration. Increased awareness of the advantages we deliver will give rise to increased demand for the end product.
The sales forecast is based on a royalties pricing model. However, a revenue model based on licensing fees is also described and provided for comparison purposes, below.
Charging on a royalty-based per-use fee, AgaMatrix will initially sell OEM technology solutions to manufacturers of biosensor-based medical devices that will enhance their products’ performance. Because AgaMatrix technology is software-based and is optimized for minimal hardware requirements, it can be easily integrated into existing sensor devices, boosting functionality on a cost-effective basis. By embedding our technology within their devices, OEMs will realize substantial gains (20% to over 100%) in performance dimensions such as accuracy, sensitivity, and robustness. Technology OEM royalty-based business models are not new in this business. Our ability to quickly provide performance upgrades in the form of easy-to-integrate software/firmware updates provides a number of technical and sales advantages over the existing development paradigm, which relies on “wet” chemistry approaches.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Test Strip Royalties (000) | $256,000 | $9,954,000 | $44,816,000 |
Other | $0 | $0 | $0 |
Total Sales | $256,000 | $9,954,000 | $44,816,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Test Strip Royalties (000) | $37,500 | $1,500,000 | $6,270,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $37,500 | $1,500,000 | $6,270,000 |
The primary value proposition that AgaMatrix presents to medical device manufacturers is increased revenues through increased market share from product advantages over other competing devices and from premium pricing for increased functionality and performance of their products. Because the new product offering from the manufacturer contains “best of” technology and is in the healthcare space, they can charge a premium for their product, which will translate into revenues to AgaMatrix. Another value proposition which a potential customer (i-STAT) actually brought to our attention is that our technology could very likely reduce production costs for them by allowing them to eliminate the need to use costly membranes in their products.
The pricing for our product can be either “value-added” pricing on the price of the medical device or based on device usage, depending on the revenue model used by our customers. In the case of the blood glucose market, revenues are driven not by the device, but rather by recurring revenues from consumable test strips. For example, the test strips that LifeScan sells retail for approximately $0.70 each. These test strips are supposed to be used three to four times a day, although the pain associated with testing has reduced compliance to about 1.5 tests per day per patient. AgaMatrix will share in the revenues this model generates. For example, every time a test strip is analyzed by the device that LifeScan sells, AgaMatrix technology will be utilized to provide a more accurate reading. Therefore, AgaMatrix will enter into a royalty-based fee agreement with device manufacturers, such as those in glucose monitoring, where consumables generate revenue. Preliminary conversations with Hypoguard indicate a general willingness to this type of pricing model.
Another example of how our royalty will work could be through the partnership with Company X. Company X manufactures and sells a point-of-care device for approximately $5,000. Test cartridges are priced at around $3.40 each and can perform 5-6 different tests once. For Company X, our product would solve an existing problem with the performance and reliability of their cartridges. Cartridges would be priced approximately $4.00 – $5.00. Company X manufactures these cartridges for $0.12-$0.16 each and should be amenable to sharing the increased margins. For cases in which consumables are not used, premium pricing of about +20% will be used depending on the added value that can be delivered to the end user. The following table summarizes a conservative revenue forecast based on royalties.
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Blood Glucose | $256,432 | $9,954,009 | $44,816,452 | $94,571,316 |
Implantable | – | $1,317,544 | $2,879,816 | $6,283,236 |
Hospital POC | – | $1,013,627 | $7,066,014 | $11,367,777 |
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An alternative pricing model would be to charge an annual licensing fee for each device enabling AgaMatrix technology. The value proposition to customers is the same: devices enabled with AgaMatrix technology will be more accurate and therefore require smaller blood samples and result in less pain, which will increase device and test strip sales. Pricing structures and terms of the company’s software modules and services will ultimately be determined by negotiations with customers. The most likely scenario will be a hybrid pricing model of flat licensing fees on devices and royalties on test strip sales. The following table summarizes a conservative revenue forecast based on a licensing structure.
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Blood Glucose | $100,879 | $3,894,857 | $18,693,271 | $41,016,225 |
Implantable | – | $1,317,544 | $2,879,816 | $6,283,236 |
Hospital POC | – | $278,540 | $3,035,925 | $6,223,663 |
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With a fully developed IP strategy consisting of core utility patents (currently filed as provisional applications) and defensive utility patents to be filed imminently, and based on our technological leadership, we believe that it would be far more beneficial for potential customers to purchase our technology than to develop it in-house.
The following tables summarize the company’s developmental goals (month-to-month for Y1). Product Milestones are listed separately, below.
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1-3 | Secure 1st beta letter of intent with one small blood glucose monitor company | Set up HR and Finances Systems; set up lab |
4 | Secure final beta agreement and terms | |
5 | Determine short term partner targets |
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6 | Marketing face overhauled | Move to larger office |
7 | Determine future product requirements | 2nd Research Scientist hired |
8 | Utility patent #1 filed; 2 more Engineers hired | |
9 | Soft launch; secure 2nd beta agreement |
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10 | CEO and VP hired | |
11 | Secure institutional funding commitment for Year 2 and 3 | |
12 | Secure 2nd beta terms | Utility patent #2 filed |
13 | Secure first (small) paying glucose customer terms |
Year 3 Milestones
The following table summarizes the product development vision. Future products will all contain updated core DSP algorithm software, associated tools, and documentation of performance results, ensuring that we maximally leverage our existing technology base as productization evolves.
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Y2; Q1 | Customize AccuMatrix v1.0 for continued deployment onto other glucose biosensor devices Customize PosiMatrix v1.0 for continued deployment onto other point-of-care devices Begin development of VivoMatrix v1.0 for implantable glucose biosensor makers Improve algorithm functionality to address robustness & fouling issues |
Y2; Q2 | Begin development of AccuMatrix v2.0 Improve algorithms to increase signal-to-noise ratio for higher sensitivity Begin development of PosiMatrix v2.0 Incorporate adaptive interference cancellation algorithms to auto-correct for unknown interferences |
Y2; Q4 | Deliver AccuMatrix v2.0, PosiMatrix v2.0 |
Y3; Q1 | Begin development of PosiMatrix v3.0, AccuMatrix v3.0 |
Y3; Q4 | Deliver VivoMatrix v1.0, PosiMatrix v3.0, AccuMatrix v3.0 |
Y4; Q4 | Deliver AccuMatrix v2.0, PosiMatrix v2.0, VivoMatrix v2.0 |
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Company A | AccuMatrix interference suppression | |
Company B | Implantable biosensor anti-fouling | |
Company C | Alerting of bad readings | |
Company D | Not yet determined | They have requested the blood data. |
Company E | Monitoring of multiple analytes |
AgaMatrix’s website will be a dynamic marketing tool for the company that serves the needs of business development, sales, and recruiting. The company site will provide information about AgaMatrix’s products and services for target customers and potential business partners, such as marketing collateral, technical white papers, and new product updates. As the company grows, its recruiting needs can be addressed by posting career opportunities and FAQs about the company. AgaMatrix.com will also communicate company news to create and maintain positive public relations with the community and investors. The goal will be to implement a functional and professionally designed website that can be adapted to meet the company’s growing needs.
Creation of future versions of the AgaMatrix website will continue to be outsourced to Nathan Bailey, a professional graphics designer with over 15 years of experience. The contractor will work with the marketing department to conceptualize the company’s logo and overall design. It will be maintained in-house and major site redesigning will be made through a contractor.
The following are the current members of the AgaMatrix Team. Once a permanent CEO is on board, Sonny will transfer to a Director of Product Management role.
Sonny Vu, Chief Executive Officer and Founder Sonny brings management and entrepreneurial experience from having worked in several of Microsoft’s product groups and having launched and built FireSpout, an enterprise software company. At Microsoft, he worked in a number of product development groups, including the natural language group responsible for shipping linguistic technologies to over 16 applications in 22 languages. While at FireSpout, Sonny created the original technology vision, recruited the technical teams, developed and managed the technology development and various operational processes, and developed the intellectual property strategy. Originally a mathematician by training, Sonny was a Ph.D. candidate at MIT prior to working in the software industry.
Dr. Sridhar Iyengar, Chief Technology Officer and Founder With 10 years of research and engineering experience in DSP and mathematical modeling of chemical systems, Sridhar drives and directs the implementation of AgaMatrix’s technology vision. He is the leading expert in the core DSP/electrochemistry interdisciplinary approach used by AgaMatrix. Combining his background in electrical engineering and biological sciences, Sridhar conceived and pioneered the concept of using a DSP approach to enhance biosensor performance. His work in the years following his breakthrough Ph.D. research is the cornerstone for AgaMatrix’s intellectual property with two key patents filed under his name and another three defensive patents to be filed during the summer of 2002. Sridhar obtained his Ph.D. from the University of Cambridge as a Marshall Scholar.
Craig Bolon, Vice President of Engineering With more than 35 years of management and technical experience in software and hardware engineering, Craig is responsible for executing AgaMatrix’s product development initiatives. He brings his leadership experiences from being a hands-on development engineer, team leader, general manager, engineering director, and entrepreneur. Craig has a proven track record of delivering on-time, on-budget projects while working on commercial product development in software and instrumentation for organizations such as Schlumberger, Polaroid, Betagen, Exxon, and MIT. His commercial product development work has spanned the fields of molecular biology, chemical analysis, electronic imaging, speech recognition, and mechanical design software. Craig has invented key technologies and holds a number of software and hardware patents. He holds a degree in particle physics from MIT.
Dr. Paul J. Kelly, Advisor Paul is the founder and former CEO of Gemini Genomics plc, until its merger in 2001. A physician who specialized in endocrinology, he has more than 25 years of experience in medicine, and research in clinical and commercial settings. He has published extensively in over 90 publications, has an issued patent, and has held faculty appointments at the University of New South Wales and St. Vincent’s Hospital in Sydney, Australia. After launching Gemini Genomics in Cambridge, England, Paul went on to list the company on NASDAQ, in the most successful IPO of 2000 in the UK. He has served on national governmental advisory bodies, as well as on the boards of public and private companies, and non-profit institutions. Paul graduated in Medicine from the University of New South Wales, Sydney, and received his Doctor of Medicine degree for his thesis in the genetics of osteoporosis also from the University of New South Wales. He is a Fellow of the Australasian College of Physicians.
The personnel table assumes steady growth in employees over the next year. We expect head count to reach 14 employees by end of year one. We are in the process of implementing a strong benefits policy (with fully-paid medical, dental, and life insurance, plus a profit sharing and 401K plan). Employees generally earn competitive salaries and receive generous equity packages.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Combined Payroll | $780,750 | $4,181,056 | $6,013,186 |
Other | $0 | $0 | $0 |
Total People | 0 | 0 | 0 |
Total Payroll | $780,750 | $4,181,056 | $6,013,186 |
The following subtopics highlight the financial plan for AgaMatrix.
The break-even analysis demonstrates that AgaMatrix will have a sales level running comfortably above break-even starting in year two. Depending on which pricing model is used – either royalties, licensing, or both – average revenue could vary significantly, but the table shows a fair estimate given our revenue projections.
The business will have very few fixed costs – most laboratory equipment can be leased, as will the real estate for our offices. All costs are expected to be variable for modeling purposes, giving the company flexibility to adapt as needs and environmental conditions may change. Because AgaMatrix technology is software-based and is optimized for minimal hardware requirements, it can be easily distributed and integrated into biosensor devices with advantages of economies of scale. As volume increases, average variable costs will significantly decrease.
Break-even Analysis | |
Monthly Revenue Break-even | $583,407 |
Assumptions: | |
Average Percent Variable Cost | 15% |
Estimated Monthly Fixed Cost | $497,947 |
The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:
Financial projections are predicated upon targeting the life sciences vertical exclusively. Within the life sciences market, blood glucose will drive the majority of revenue. However, the point-of-care testing market will contribute modest revenue in the near term, accompanied by a substantial contribution from the implantable market in the medium and long term.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 8.00% | 8.00% | 8.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
Gross and operating margins
Gross margins will be approximately 85% on the core product offering, which will be delivered in the form of software. Such margins are typical in the software industry; we have not modeled in support revenue streams for our products, assuming this will be handled entirely by our OEM customers. In year one, we expect a loss, as we grow the business from a small base by conserving cash. Beginning in year two (post-institutional funding), as we ramp up the business more aggressively, operating expenses as a percent of revenue will fall as we hire a critical mass of personnel for marketing, sales, and research and development. By the end of the forecast horizon, operating margins will once again exceed 30%.
Profit potential and durability
AgaMatrix is expected to be net income positive beginning in its second full year of operations. Profitability is expected to grow rapidly following year two, once the business is able to leverage the investment from the year two ramp-up. AgaMatrix has the potential to be an enduring standalone business, supported by a diversified revenue stream within the life sciences vertical (blood glucose, point-of-care testing and minimally invasive/implantable devices), with the opportunity to expand into other sub-segments in the healthcare sector and new verticals for long-term growth.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $256,000 | $9,954,000 | $44,816,000 |
Direct Cost of Sales | $37,500 | $1,500,000 | $6,270,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $37,500 | $1,500,000 | $6,270,000 |
Gross Margin | $218,500 | $8,454,000 | $38,546,000 |
Gross Margin % | 85.35% | 84.93% | 86.01% |
Expenses | |||
Payroll | $780,750 | $4,181,056 | $6,013,186 |
Sales and Marketing and Other Expenses | $4,915,400 | $245,000 | $450,000 |
Depreciation | $0 | $0 | $0 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $3,400 | $6,300 | $8,000 |
Insurance | $44,000 | $65,000 | $80,000 |
Rent | $114,700 | $120,000 | $120,000 |
Payroll Taxes | $117,113 | $627,158 | $901,978 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $5,975,363 | $5,244,514 | $7,573,164 |
Profit Before Interest and Taxes | ($5,756,863) | $3,209,486 | $30,972,836 |
EBITDA | ($5,756,863) | $3,209,486 | $30,972,836 |
Interest Expense | $1,419 | $1,250 | $1,025 |
Taxes Incurred | $0 | $962,471 | $9,291,543 |
Net Profit | ($5,758,281) | $2,245,765 | $21,680,268 |
Net Profit/Sales | -2249.33% | 22.56% | 48.38% |
The financial outlook is positive as the company rolls out and meets its milestones. After financing, cash flow will be negative for year one. By year two, AgaMatrix expects to be cash flow positive.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $256,000 | $9,954,000 | $44,816,000 |
Subtotal Cash from Operations | $256,000 | $9,954,000 | $44,816,000 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $4,075,000 | $0 | $0 |
Subtotal Cash Received | $4,331,000 | $9,954,000 | $44,816,000 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $780,750 | $4,181,056 | $6,013,186 |
Bill Payments | $4,812,657 | $3,663,149 | $16,005,119 |
Subtotal Spent on Operations | $5,593,407 | $7,844,205 | $22,018,305 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $1,500 | $2,000 | $2,500 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $5,594,907 | $7,846,205 | $22,020,805 |
Net Cash Flow | ($1,263,907) | $2,107,795 | $22,795,195 |
Cash Balance | $251,193 | $2,358,989 | $25,154,184 |
Our projected balance sheet shows an increase in net worth. The monthly projections for the first year are in the appendix. Net worth is negative initially because the company does not expect to secure its first paying customer until end of year one.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $251,193 | $2,358,989 | $25,154,184 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $251,193 | $2,358,989 | $25,154,184 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $251,193 | $2,358,989 | $25,154,184 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $425,875 | $289,905 | $1,407,333 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $425,875 | $289,905 | $1,407,333 |
Long-term Liabilities | $13,500 | $11,500 | $9,000 |
Total Liabilities | $439,375 | $301,405 | $1,416,333 |
Paid-in Capital | $5,575,000 | $5,575,000 | $5,575,000 |
Retained Earnings | ($4,900) | ($5,763,181) | ($3,517,416) |
Earnings | ($5,758,281) | $2,245,765 | $21,680,268 |
Total Capital | ($188,181) | $2,057,584 | $23,737,851 |
Total Liabilities and Capital | $251,193 | $2,358,989 | $25,154,184 |
Net Worth | ($188,181) | $2,057,584 | $23,737,851 |
We have identified several critical risks and assumptions that must be addressed to ensure AgaMatrix’s success.
Market Risks
Risk #1: Corporate R&D labs of our customers/partners may develop competing DSP-based technologies to enhance their own electrochemical sensors based products.
See section 4 for a detailed discussion of competition and AgaMatrix’s sustainable competitive advantages.
Risk #2: Other technologies may be developed to improve sensor performance.
Other technology solutions designed to improve sensor performance have been generally hardware-based introducing additional costs and at times toxic chemicals. For example, MEMS-based infrared sensors, being developed as an alternative to electrochemical sensors, are expected to be much more costly despite increased performance. Similarly, mediators such as ferrocene are used to deliver accurate readings, but are toxic and less effective than AgaMatrix’s solution. AgaMatrix software-based solution improves performance while being cost effective and safe.
Risk #3: As a pioneer in electrochemical applications for DSP algorithms, AgaMatrix may not be able to convince customers to adopt such a revolutionary solution.
Developers of blood glucose monitors and portable blood analyzers have never considered using a software-based approach to solving their accuracy and cross-interference problems. There is thus a psychological barrier that we believe can be overcome through a simple, concrete demonstration of low-cost performance gains which we can provide.
Risk #4: There may not be enough computing power and memory on blood glucose monitoring devices and portable blood analyzers to support AgaMatrix’s software.
The algorithms have been optimized for computational speed and are designed for use on devices with very little CPU resources. Initial customer feed back shows that AgaMatrix’s algorithms can be incorporated in next-generation ASICS designs for blood glucose monitoring devices, as well as into current microprocessor-powered portable blood analyzers.
Risk #5: Implantable blood glucose sensors may be prolonged from the marketplace indefinitely.
Although most blood glucose monitoring device companies are trying to develop implantable sensors, other technical and marketing issues may prevent the eventual adoption of the artificial pancreas. AgaMatrix’s technology will accelerate the development of the artificial pancreas by not requiring toxic mediators. However, AgaMatrix cannot solely depend on this market’s development, and has thus chosen to focus on existing markets to drive short to medium term revenue.
Risk #6: AgaMatrix must prove out the technology on blood samples.
Despite a high confidence in the technology, we must still create experimental data sets created from tests using actual blood samples. These data sets will be shown to customers as proof of the technology’s effectiveness. AgaMatrix is confident that after initial funding, lab space and equipment can be quickly secured to produce these data sets.
Risk #7: AgaMatrix may face regulatory delays from FDA approval.
We will work with our customers to ensure that the technologies that are deployed into their devices will incur minimal regulatory risks thereby complying with the FDA’s less onerous regulations for a “derivative device” (compared to the approval process for a completely new device).
Risk #8: AgaMatrix needs to determine customer willingness to pay and secure concrete deals with customers.
Several conversations with potential customers have already reached the level of discussing potential pricing structures so we believe there is some genuine interest.
Risk #9: Each OEM customer will require a custom-built version of the AgaMatrix software.
The software suite will be designed to be a modular and scalable platform technology. We will construct a set of configuration and integration tools designed to translate our core technology into suitable deployment formats.
Risk #10: University of Cambridge may have claims to AgaMatrix’s technologies.
The technology is based on 3rd generation algorithms that AgaMatrix alone has been developing for two years. 1st and 2nd generation technologies were developed at the University of Cambridge and validated the proof of concept of using a DSP approach to solving many of the outstanding problems in biosensors. Our 3rd generation technology is fundamentally different from the earlier technologies and has overcome a number of critical limitations, on both the theoretical and empirical sides, that prevent commercialization. AgaMatrix owns all rights to these 3rd generation technologies. The 1st and 2nd generation technologies, while illustrative of the concept, do not pose any commercial threat due to fundamental technological limitations
Financial Risks
Risk #1: Working Capital Management – We expect to be running a significant working capital deficit because of the time it will take to establish payment schedules (e.g. quarterly royalties from partners) and receive payments from large OEM vendors while, as an early-stage company, we will simultaneously have to make payments on our supplies on a short-term basis. Managing the cash conversion cycle will be critical to ensuring liquidity and solvency.
Risk #2: Seasonal, Cyclical, or Highly Volatile Cash Flows – at this time, we expect there to be volatility in our cash flows based primarily on the new product introduction cycles of major medical devices manufacturers. Therefore our revenue and cash flow streams will not be smooth throughout the year, but will be stronger during times of new product introduction. By targeting three different market segments early on (blood glucose, point-of-care, and implantable devices) we aim to mitigate this risk.
Risk #3: Concentration of Customers – The blood glucose market and portable blood analyzer markets are dominated by an oligopoly of a handful of companies. It may be difficult to diversify our customer base sufficiently to prevent large swings in our revenue and cash flow based upon the actions of a small number of customers. To diminish this risk, we will initially target smaller players who will move more quickly and provide us with greater leverage when we go to negotiate with larger customers.
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 7373 or NAICS code 541512, Computer Systems Design Services, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 3788.28% | 350.23% | 16.45% |
Percent of Total Assets | ||||
Other Current Assets | 0.00% | 0.00% | 0.00% | 63.87% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 94.15% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 5.85% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 169.54% | 12.29% | 5.59% | 33.55% |
Long-term Liabilities | 5.37% | 0.49% | 0.04% | 21.29% |
Total Liabilities | 174.91% | 12.78% | 5.63% | 54.84% |
Net Worth | -74.91% | 87.22% | 94.37% | 45.16% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 85.35% | 84.93% | 86.01% | 100.00% |
Selling, General & Administrative Expenses | 1351.46% | 57.96% | 36.23% | 77.82% |
Advertising Expenses | 8.98% | 0.60% | 0.27% | 1.65% |
Profit Before Interest and Taxes | -2248.77% | 32.24% | 69.11% | 0.36% |
Main Ratios | ||||
Current | 0.59 | 8.14 | 17.87 | 1.97 |
Quick | 0.59 | 8.14 | 17.87 | 1.57 |
Total Debt to Total Assets | 174.91% | 12.78% | 5.63% | 65.50% |
Pre-tax Return on Net Worth | 3059.97% | 155.92% | 130.47% | 0.53% |
Pre-tax Return on Assets | -2292.37% | 136.00% | 123.13% | 1.52% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | -2249.33% | 22.56% | 48.38% | n.a |
Return on Equity | 0.00% | 109.15% | 91.33% | n.a |
Activity Ratios | ||||
Accounts Payable Turnover | 12.29 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 37 | 18 | n.a |
Total Asset Turnover | 1.02 | 4.22 | 1.78 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 0.15 | 0.06 | n.a |
Current Liab. to Liab. | 0.97 | 0.96 | 0.99 | n.a |
Liquidity Ratios | ||||
Net Working Capital | ($174,681) | $2,069,084 | $23,746,851 | n.a |
Interest Coverage | -4,057.70 | 2,567.59 | 30,217.40 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.98 | 0.24 | 0.56 | n.a |
Current Debt/Total Assets | 170% | 12% | 6% | n.a |
Acid Test | 0.59 | 8.14 | 17.87 | n.a |
Sales/Net Worth | 0.00 | 4.84 | 1.89 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Test Strip Royalties (000) | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $256,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $256,000 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Test Strip Royalties (000) | $5,000 | $1,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $5,000 | $1,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Combined Payroll | 0% | $36,583 | $43,250 | $47,000 | $47,000 | $54,500 | $57,417 | $76,250 | $76,250 | $76,250 | $88,750 | $88,750 | $88,750 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
Total Payroll | $36,583 | $43,250 | $47,000 | $47,000 | $54,500 | $57,417 | $76,250 | $76,250 | $76,250 | $88,750 | $88,750 | $88,750 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | 8.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $256,000 | |
Direct Cost of Sales | $5,000 | $1,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $5,000 | $1,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | $1,500 | $9,500 | $1,500 | $1,500 | |
Gross Margin | ($5,000) | ($1,500) | ($1,500) | ($1,500) | ($1,500) | ($9,500) | ($1,500) | ($1,500) | ($1,500) | ($9,500) | ($1,500) | $254,500 | |
Gross Margin % | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 99.41% | |
Expenses | |||||||||||||
Payroll | $36,583 | $43,250 | $47,000 | $47,000 | $54,500 | $57,417 | $76,250 | $76,250 | $76,250 | $88,750 | $88,750 | $88,750 | |
Sales and Marketing and Other Expenses | $407,150 | $406,150 | $406,150 | $406,150 | $406,150 | $415,150 | $406,650 | $408,650 | $408,650 | $424,150 | $410,200 | $410,200 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $220 | $240 | $260 | $260 | $260 | $260 | $260 | $320 | $320 | $320 | $340 | $340 | |
Insurance | $2,400 | $2,800 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $4,400 | $4,400 | $4,400 | $4,800 | $4,800 | |
Rent | $8,535 | $8,545 | $8,555 | $8,555 | $8,555 | $10,255 | $10,255 | $10,285 | $10,285 | $10,285 | $10,295 | $10,295 | |
Payroll Taxes | 15% | $5,487 | $6,488 | $7,050 | $7,050 | $8,175 | $8,613 | $11,438 | $11,438 | $11,438 | $13,313 | $13,313 | $13,313 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $460,375 | $467,473 | $472,215 | $472,215 | $480,840 | $494,895 | $508,053 | $511,343 | $511,343 | $541,218 | $527,698 | $527,698 | |
Profit Before Interest and Taxes | ($465,375) | ($468,973) | ($473,715) | ($473,715) | ($482,340) | ($504,395) | ($509,553) | ($512,843) | ($512,843) | ($550,718) | ($529,198) | ($273,198) | |
EBITDA | ($465,375) | ($468,973) | ($473,715) | ($473,715) | ($482,340) | ($504,395) | ($509,553) | ($512,843) | ($512,843) | ($550,718) | ($529,198) | ($273,198) | |
Interest Expense | $124 | $123 | $122 | $121 | $120 | $119 | $118 | $117 | $116 | $115 | $114 | $113 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($465,499) | ($469,095) | ($473,837) | ($473,836) | ($482,460) | ($504,513) | ($509,670) | ($512,959) | ($512,958) | ($550,832) | ($529,311) | ($273,310) | |
Net Profit/Sales | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | -106.76% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $256,000 | |
Subtotal Cash from Operations | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $256,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $4,000,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $75,000 | $0 | |
Subtotal Cash Received | $4,000,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $75,000 | $256,000 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $36,583 | $43,250 | $47,000 | $47,000 | $54,500 | $57,417 | $76,250 | $76,250 | $76,250 | $88,750 | $88,750 | $88,750 | |
Bill Payments | $19,297 | $428,814 | $425,878 | $426,837 | $426,873 | $428,598 | $446,640 | $433,530 | $436,709 | $437,554 | $461,365 | $440,561 | |
Subtotal Spent on Operations | $55,880 | $472,064 | $472,878 | $473,837 | $481,373 | $486,015 | $522,890 | $509,780 | $512,959 | $526,304 | $550,115 | $529,311 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $56,005 | $472,189 | $473,003 | $473,962 | $481,498 | $486,140 | $523,015 | $509,905 | $513,084 | $526,429 | $550,240 | $529,436 | |
Net Cash Flow | $3,943,995 | ($472,189) | ($473,003) | ($473,962) | ($481,498) | ($486,140) | ($523,015) | ($509,905) | ($513,084) | ($526,429) | ($475,240) | ($273,436) | |
Cash Balance | $5,459,095 | $4,986,906 | $4,513,902 | $4,039,940 | $3,558,442 | $3,072,302 | $2,549,287 | $2,039,382 | $1,526,298 | $999,869 | $524,629 | $251,193 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $1,515,100 | $5,459,095 | $4,986,906 | $4,513,902 | $4,039,940 | $3,558,442 | $3,072,302 | $2,549,287 | $2,039,382 | $1,526,298 | $999,869 | $524,629 | $251,193 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $1,515,100 | $5,459,095 | $4,986,906 | $4,513,902 | $4,039,940 | $3,558,442 | $3,072,302 | $2,549,287 | $2,039,382 | $1,526,298 | $999,869 | $524,629 | $251,193 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $1,515,100 | $5,459,095 | $4,986,906 | $4,513,902 | $4,039,940 | $3,558,442 | $3,072,302 | $2,549,287 | $2,039,382 | $1,526,298 | $999,869 | $524,629 | $251,193 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $5,000 | $414,619 | $411,651 | $412,609 | $412,608 | $413,694 | $432,193 | $418,973 | $422,152 | $422,151 | $446,679 | $425,876 | $425,875 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $5,000 | $414,619 | $411,651 | $412,609 | $412,608 | $413,694 | $432,193 | $418,973 | $422,152 | $422,151 | $446,679 | $425,876 | $425,875 |
Long-term Liabilities | $15,000 | $14,875 | $14,750 | $14,625 | $14,500 | $14,375 | $14,250 | $14,125 | $14,000 | $13,875 | $13,750 | $13,625 | $13,500 |
Total Liabilities | $20,000 | $429,494 | $426,401 | $427,234 | $427,108 | $428,069 | $446,443 | $433,098 | $436,152 | $436,026 | $460,429 | $439,501 | $439,375 |
Paid-in Capital | $1,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,500,000 | $5,575,000 | $5,575,000 |
Retained Earnings | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) | ($4,900) |
Earnings | $0 | ($465,499) | ($934,595) | ($1,408,432) | ($1,882,268) | ($2,364,727) | ($2,869,241) | ($3,378,911) | ($3,891,870) | ($4,404,828) | ($4,955,660) | ($5,484,971) | ($5,758,281) |
Total Capital | $1,495,100 | $5,029,601 | $4,560,505 | $4,086,668 | $3,612,832 | $3,130,373 | $2,625,859 | $2,116,189 | $1,603,230 | $1,090,272 | $539,440 | $85,129 | ($188,181) |
Total Liabilities and Capital | $1,515,100 | $5,459,095 | $4,986,906 | $4,513,902 | $4,039,940 | $3,558,442 | $3,072,302 | $2,549,287 | $2,039,382 | $1,526,298 | $999,869 | $524,629 | $251,193 |
Net Worth | $1,495,100 | $5,029,601 | $4,560,505 | $4,086,668 | $3,612,832 | $3,130,373 | $2,625,859 | $2,116,189 | $1,603,230 | $1,090,272 | $539,440 | $85,129 | ($188,181) |
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Written by Dave Lavinsky
You’ve come to the right place to create your Healthcare business plan.
We have helped over 10,000 entrepreneurs and business owners create business plans and many have used them to start or grow their Healthcare companies.
Below is a template to help you create each section of your Healthcare business plan.
Business overview.
Riverside Medical is a family medical clinic located in San Francisco, California. Our goal is to provide easy access to quality healthcare, especially for members of the community who have low to moderate incomes. Our clinic provides a wide range of general and preventative healthcare services, including check-ups, minor surgeries, and gynecology. Anyone of any age or group is welcome to visit our clinic to get the healthcare that they need.
Our medical practitioners and supporting staff are well-trained and have a passion for helping improve the health and well-being of our clients. We serve our patients not just with our knowledge and skills but also with our hearts. Our clinic was founded by Samantha Parker, who has been a licensed doctor for nearly 20 years. Her experience and compassion will guide us throughout our mission.
Riverside Medical will provide extensive general care for all ages, creating a complete healthcare solution. Some of the services included in our care include the following:
The costs will depend upon the materials used, the physician’s time, and the amount designated for each procedure. Medical bills will be billed either directly to the patient or to their insurance provider.
Riverside Medical will primarily serve the community living and working within the San Francisco bay area. The city is diverse and growing and includes people of all ages, ethnicities, and backgrounds. Everyone is welcome to visit our clinic to receive the health care they need.
Riverside Medical’s most valuable asset is the expertise and experience of its founder, Samantha Parker. Samantha has been a licensed family doctor for 20 years now. She spent the most recent portion of her career on medical mission trips, where she learned that many people are not privileged to have access to quality medical services. Samantha will be responsible for ensuring the general health of her patients and creating a viable and profitable business medical practice.
Riverside Medical will also employ nurses, expert medical staff, and administrative assistants that also have a passion for healthcare.
Riverside Medical will be able to achieve success by offering the following competitive advantages:
Riverside Medical is seeking a total funding of $800,000 of debt capital to open its clinic. The capital will be used for funding capital expenditures and location build-out, acquiring basic medical supplies and equipment, hiring initial employees, marketing expenses, and working capital.
Specifically, these funds will be used as follows:
The following graph below outlines the pro forma financial projections for Riverside Medical.
Who is riverside medical, riverside medical history.
Samantha Parker started the clinic with the goal of providing easy access to good quality health service, especially to those members of the community with low to moderate income. After years of planning, she finally started to build Riverside Medical in 2022. She gathered a group of professionals to fund the project and was able to incorporate and register Riverside Medical with their funding support.
Since its incorporation, Riverside Medical has achieved the following milestones:
Industry analysis.
The global healthcare market is one of the largest and highest-valued industries in the world. According to Global Newswire, the global healthcare services market is currently valued at $7548.52 billion and is expected to reach $10414.36 billion in 2026. This growth is expected to continue for the foreseeable future.
The biggest drivers of industry growth throughout the next decade will be a continual increase in illnesses and diseases as well as a quickly aging population. With more people aging and needing daily/frequent care, hospitals and medical clinics are bound to be in even more demand than they already are.
One obstacle for the industry is the rising cost of care. Though this results in greater profits, more and more Americans cannot afford basic medical care. Therefore, they are opting out of procedures they believe are unnecessary or unimportant.
Despite the challenges of the next decade, the industry is still expected to see substantial growth and expansion.
Demographic profile of target market.
Riverside Medical will serve the residents of the San Francisco bay area as well as those who work in the area.
The population of the area experiences a large income gap between the highest earners and the lowest earners. Therefore, it is hard for middle and lower-class families to find quality care that is affordable. As a result, they are in need of the services that we offer and are looking for accessible medical care.
The precise demographics of San Francisco are as follows:
Our clinic is a general family practice and will treat patients of all ages, incomes, physical abilities, races, and ethnicities. As such, there is no need to create marketing materials targeted at only one or two of these groups, but we can appeal to all with a similar message.
Direct and indirect competitors.
Riverside Medical will face competition from other companies with similar business profiles. A description of each competitor company is below.
Founded in 2008, City Medical is a membership-based, primary-care practice in the heart of the city. City Medical offers a wide range of primary care services for patients who subscribe to the practice for an annual fee. Patients enjoy personalized care, including office visits, as well as the diagnosis and treatment of common health problems. The patient membership fee covers the services listed below, and most care is received in-office. However, some additional services, such as lab testing and vaccinations, are billed separately. Furthermore, though the annual fee is convenient for some, it is too high for many families, so many are priced out of care at this facility.
Bay Doctors is a primary care practice that provides highly personalized medical care in the office or patients’ homes. Bay Doctors includes a team of dedicated healthcare professionals with dual residency in Emergency Medicine and Internal Medicine. The practice offers same-day/next-day appointments, telemedicine, office visits, and home visits. Some of the medical care services they provide are primary care, urgent care, emergency care, gynecology, pediatrics, and minor procedures.
Established in 1949, Community Care is a non-profit regional healthcare provider serving the city and surrounding suburbs. This facility offers a wide variety of medical services, including 24-hour emergency care, telemedicine, primary care, and more. In addition to their medical care, they have a wide variety of fundraising activities to raise money to operate the hospital and help families cover the costs of their care.
Riverside Medical enjoys several advantages over its competitors. These advantages include:
Brand & value proposition.
The Riverside Medical brand will focus on the company’s unique value proposition:
The promotions strategy for Riverside Medical is as follows:
Riverside Medical understands that the best promotion comes from satisfied customers. The company will encourage its patients to refer their friends and family by providing healthcare benefits for every new client produced. This strategy will increase in effectiveness after the business has already been established.
Direct Mail
The company will use a direct mail campaign to promote its brand and draw clients, as well. The campaign will blanket specific neighborhoods with simple, effective mail advertisements that highlight the credentials and credibility of Riverside Medical.
Website/SEO
Riverside Medical will invest heavily in developing a professional website that displays all of the clinic’s services and procedures. The website will also provide information about each doctor and medical staff member. The clinic will also invest heavily in SEO so the brand’s website will appear at the top of search engine results.
Social Media
Riverside Medical will invest heavily in a social media advertising campaign. The marketing manager will create the company’s social media accounts and invest in ads on all social media platforms. It will use targeted marketing to appeal to the target demographics.
Riverside Medical’s pricing will be lower than big hospitals. Over time, client testimonials will help to maintain our client base and attract new patients. Furthermore, we will be able to provide discounts and incentives for lower-income families by connecting with foundations and charities from people who are interested in helping.
The following will be the operations plan for Riverside Medical.
Operation Functions:
The following are a series of path steps that will lead to the vision of long-term success. Riverside Medical expects to achieve the following milestones in the following twelve months:
3/202X Finalize lease agreement
5/202X Design and build out Riverside Medical location
7/202X Hire and train initial staff
9/202X Kickoff of promotional campaign
11/202X Reach break-even
1/202X Reach 1000 patients
Key revenue & costs.
Riverside Medical’s revenues will come primarily from medical services rendered. The clinic will either bill the patients directly or their insurance providers.
The major cost drivers for the clinic will include labor expenses, lease costs, equipment purchasing and upkeep, and ongoing marketing costs.
Key assumptions.
Below are the key assumptions required to achieve the revenue and cost numbers in the financials and to pay off the startup business loan.
Income statement.
FY 1 | FY 2 | FY 3 | FY 4 | FY 5 | ||
---|---|---|---|---|---|---|
Revenues | ||||||
Total Revenues | $360,000 | $793,728 | $875,006 | $964,606 | $1,063,382 | |
Expenses & Costs | ||||||
Cost of goods sold | $64,800 | $142,871 | $157,501 | $173,629 | $191,409 | |
Lease | $50,000 | $51,250 | $52,531 | $53,845 | $55,191 | |
Marketing | $10,000 | $8,000 | $8,000 | $8,000 | $8,000 | |
Salaries | $157,015 | $214,030 | $235,968 | $247,766 | $260,155 | |
Initial expenditure | $10,000 | $0 | $0 | $0 | $0 | |
Total Expenses & Costs | $291,815 | $416,151 | $454,000 | $483,240 | $514,754 | |
EBITDA | $68,185 | $377,577 | $421,005 | $481,366 | $548,628 | |
Depreciation | $27,160 | $27,160 | $27,160 | $27,160 | $27,160 | |
EBIT | $41,025 | $350,417 | $393,845 | $454,206 | $521,468 | |
Interest | $23,462 | $20,529 | $17,596 | $14,664 | $11,731 | |
PRETAX INCOME | $17,563 | $329,888 | $376,249 | $439,543 | $509,737 | |
Net Operating Loss | $0 | $0 | $0 | $0 | $0 | |
Use of Net Operating Loss | $0 | $0 | $0 | $0 | $0 | |
Taxable Income | $17,563 | $329,888 | $376,249 | $439,543 | $509,737 | |
Income Tax Expense | $6,147 | $115,461 | $131,687 | $153,840 | $178,408 | |
NET INCOME | $11,416 | $214,427 | $244,562 | $285,703 | $331,329 |
FY 1 | FY 2 | FY 3 | FY 4 | FY 5 | ||
---|---|---|---|---|---|---|
ASSETS | ||||||
Cash | $154,257 | $348,760 | $573,195 | $838,550 | $1,149,286 | |
Accounts receivable | $0 | $0 | $0 | $0 | $0 | |
Inventory | $30,000 | $33,072 | $36,459 | $40,192 | $44,308 | |
Total Current Assets | $184,257 | $381,832 | $609,654 | $878,742 | $1,193,594 | |
Fixed assets | $180,950 | $180,950 | $180,950 | $180,950 | $180,950 | |
Depreciation | $27,160 | $54,320 | $81,480 | $108,640 | $135,800 | |
Net fixed assets | $153,790 | $126,630 | $99,470 | $72,310 | $45,150 | |
TOTAL ASSETS | $338,047 | $508,462 | $709,124 | $951,052 | $1,238,744 | |
LIABILITIES & EQUITY | ||||||
Debt | $315,831 | $270,713 | $225,594 | $180,475 | $135,356 | |
Accounts payable | $10,800 | $11,906 | $13,125 | $14,469 | $15,951 | |
Total Liability | $326,631 | $282,618 | $238,719 | $194,944 | $151,307 | |
Share Capital | $0 | $0 | $0 | $0 | $0 | |
Retained earnings | $11,416 | $225,843 | $470,405 | $756,108 | $1,087,437 | |
Total Equity | $11,416 | $225,843 | $470,405 | $756,108 | $1,087,437 | |
TOTAL LIABILITIES & EQUITY | $338,047 | $508,462 | $709,124 | $951,052 | $1,238,744 |
FY 1 | FY 2 | FY 3 | FY 4 | FY 5 | ||
---|---|---|---|---|---|---|
CASH FLOW FROM OPERATIONS | ||||||
Net Income (Loss) | $11,416 | $214,427 | $244,562 | $285,703 | $331,329 | |
Change in working capital | ($19,200) | ($1,966) | ($2,167) | ($2,389) | ($2,634) | |
Depreciation | $27,160 | $27,160 | $27,160 | $27,160 | $27,160 | |
Net Cash Flow from Operations | $19,376 | $239,621 | $269,554 | $310,473 | $355,855 | |
CASH FLOW FROM INVESTMENTS | ||||||
Investment | ($180,950) | $0 | $0 | $0 | $0 | |
Net Cash Flow from Investments | ($180,950) | $0 | $0 | $0 | $0 | |
CASH FLOW FROM FINANCING | ||||||
Cash from equity | $0 | $0 | $0 | $0 | $0 | |
Cash from debt | $315,831 | ($45,119) | ($45,119) | ($45,119) | ($45,119) | |
Net Cash Flow from Financing | $315,831 | ($45,119) | ($45,119) | ($45,119) | ($45,119) | |
Net Cash Flow | $154,257 | $194,502 | $224,436 | $265,355 | $310,736 | |
Cash at Beginning of Period | $0 | $154,257 | $348,760 | $573,195 | $838,550 | |
Cash at End of Period | $154,257 | $348,760 | $573,195 | $838,550 | $1,149,286 |
What is a healthcare business plan.
A healthcare business plan is a plan to start and/or grow your healthcare business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.
You can easily complete your Healthcare business plan using our Healthcare Business Plan Template here .
There are a number of different kinds of healthcare businesses , some examples include: Nursing care, Physical home health care, or Home health care aides:
Healthcare businesses are often funded through small business loans. Personal savings, credit card financing and angel investors are also popular forms of funding.
Starting a healthcare business can be an exciting endeavor. Having a clear roadmap of the steps to start a business will help you stay focused on your goals and get started faster.
1. Develop A Healthcare Business Plan - The first step in starting a business is to create a detailed healthcare business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.
2. Choose Your Legal Structure - It's important to select an appropriate legal entity for your healthcare business. This could be a limited liability company (LLC), corporation, partnership, or sole proprietorship. Each type has its own benefits and drawbacks so it’s important to do research and choose wisely so that your healthcare business is in compliance with local laws.
3. Register Your Healthcare Business - Once you have chosen a legal structure, the next step is to register your healthcare business with the government or state where you’re operating from. This includes obtaining licenses and permits as required by federal, state, and local laws.
4. Identify Financing Options - It’s likely that you’ll need some capital to start your healthcare business, so take some time to identify what financing options are available such as bank loans, investor funding, grants, or crowdfunding platforms.
5. Choose a Location - Whether you plan on operating out of a physical location or not, you should always have an idea of where you’ll be based should it become necessary in the future as well as what kind of space would be suitable for your operations.
6. Hire Employees - There are several ways to find qualified employees including job boards like LinkedIn or Indeed as well as hiring agencies if needed – depending on what type of employees you need it might also be more effective to reach out directly through networking events.
7. Acquire Necessary Healthcare Equipment & Supplies - In order to start your healthcare business, you'll need to purchase all of the necessary equipment and supplies to run a successful operation.
8. Market & Promote Your Business - Once you have all the necessary pieces in place, it’s time to start promoting and marketing your healthcare business. This includes creating a website, utilizing social media platforms like Facebook or Twitter, and having an effective Search Engine Optimization (SEO) strategy. You should also consider traditional marketing techniques such as radio or print advertising.
Nonprofit Business Plan Template Non-Emergency Medical Transportation Business Plan Template Medical Practice Business Plan Template Home Health Care Business Plan Template
Written by Dave Lavinsky
Over the past 20+ years, we have helped over 5,000 entrepreneurs and business owners create business plans to start and grow their mobile app development company. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a mobile app business plan template step-by-step so you can create your plan today.
Download our Ultimate Mobile App Business Plan Template here >
A business plan provides a snapshot of your mobile app as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.
If you’re looking to launch a mobile app or grow your existing mobile app you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your mobile app in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.
With regards to funding, the main sources of funding for a mobile app are personal savings, credit cards, bank loans, angel investors and venture capitalists. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable. But they will want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business.
The second most common form of funding for a mobile app is angel investors. Angel investors are wealthy individuals who will write you a check. They will either take equity in return for their funding, or, like a bank, they will give you a loan.
Venture capitalists will also fund a mobile app and will take equity in return for their funding, VC funding generally comes after you’ve received initial proof of the mobile app concept or traction with your app.
How to write a business plan for a mobile app development company.
A comprehensive business plan for an app company should include the 10 sections as follows:
Customer analysis, competitive analysis, marketing plan, operations plan, management team, financial plan.
Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.
The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of app business you are operating and the status; for example, are you a startup, do you have a mobile app that you would like to grow, or do you already have several successful app businesses?
Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the mobile app industry. Discuss the type of mobile app you are operating. Detail your direct competitors. Give an overview of your target audience. Provide a snapshot of your marketing strategy. Identify the key members of your team. And offer an overview of your financial plan.
In your company overview, you will provide a detailed description of your mobile app business.
For example, you might operate one of the following types:
In addition to the business description, the Company Analysis section of your business plan needs to provide background on the business.
Include answers to questions such as:
In your industry analysis, you need to provide an overview of your app development business.
While this may seem unnecessary, it serves multiple purposes.
First, researching the mobile app industry educates you. It helps you understand the market in which you are operating.
Secondly, market research can improve your strategy particularly if your research identifies market trends. For example, if there was a trend towards quiz apps, it would be helpful to ensure your plan incorporates gamification into your app.
The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.
The following questions should be answered in the industry analysis section:
The customer analysis section must detail the customers you serve and/or expect to serve.
The following are examples of customer segments: business operations managers, college students, sports enthusiasts, soccer moms, techies, teens, baby boomers, etc.
As you can imagine, the customer segment(s) you choose will have a great impact on the type of mobile app you operate. Clearly, baby boomers would want different pricing and product options, and would respond to different user engagement strategies than teens.
Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the business types (if B2B), ages, genders, locations and income levels of the customers you seek to serve.
Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.
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With Growthink’s Ultimate Mobile App Business Plan Template you can finish your plan in just 8 hours or less!
Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.
Direct competitors are other app businesses in your niche.
Indirect competitors are other options that customers have to achieve similar results to what your app offers.
With regards to direct competition, you want to detail the other app development companies with which you compete. Most likely, your direct competitors will be mobile app businesses offering the same type of service or activity that yours does.
For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:
The final part of your competitive analysis section is to document your areas of competitive advantage. For example:
Think about ways you will outperform your competition and document them in this section of your plan.
Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For an app business, your marketing plan should include the following:
Product : in the product section, you should reiterate the type of mobile app that you documented in your Company Analysis. Then, detail the specific features of your app.
Price : Document how you will price your app and if there will be different pricing levels (e.g., free, entry, premium) and what those levels will be.
Place : Place refers to your distribution method. Document how customers can download your app (e.g., from your website, the Apple App Store, Google Play, etc.).
Promotions : the final part of your mobile app marketing plan is the promotions section. Here you will document how you will drive customers to your app(s). The following are some promotional methods you might consider:
While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.
Everyday short-term processes include all of the tasks involved in running your mobile app such as writing code, building upgrades, fixing bugs, providing customer service, etc.
Long-term goals are the milestones you hope to achieve. These could include the dates when you expect your 10,000th app install, or when you hope to reach $X in sales. It could also be when you expect to hire your Xth employee or launch a new location.
To demonstrate your mobile app’s ability to succeed as a business, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.
Ideally you and/or your team members have direct experience in app development business. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.
If your team is lacking, consider assembling an advisory team. An advisory team would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in mobile apps and/or successfully running small businesses.
Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.
Income Statement : an income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.
In developing your income statement, you need to devise assumptions. For example, will you have 100 downloads per week or 200? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.
Balance Sheets : While balance sheets include much information, to simplify them to the key items you need to know about, balance sheets show your assets and liabilities. For instance, if you spend $100,000 on building out your mobile application, that will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $100.000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.
Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.
In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in an app startup or growing mobile app company:
Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your store design blueprint or location lease.
You can download our mobile app business plan PDF template . Our sample mobile app business plan would also be a helpful resource for writing your own business plan.
Putting together a business plan for a mobile app will improve your company’s chances of success. The process of developing your plan will help you better understand your target audience, your competition, and your business strategy. You will also develop the marketing strategies needed to better attract and serve your target market, an operations plan to focus your efforts, and financial projections that give you business goals to strive for and keep your company focused.
Growthink’s Ultimate Mobile App Business Plan Template allows you to quickly and easily complete your Mobile App Business Plan.
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In the ever-evolving landscape of healthcare, 2024 presents a unique opportunity for entrepreneurs to make their mark. The global health crisis has highlighted the importance of innovative solutions and accelerated the adoption of new technologies and approaches. As the emphasis on wellness and preventative care rises, the stage is set for groundbreaking ideas to help you make your mark in the industry.
From AI-powered diagnostics to personalized medicine, the possibilities are endless. This article explores 12 cutting-edge healthcare business ideas with the potential to shape the future of patient care and transform the way we approach well-being.
If you are now thinking about how to start a healthcare startup and be able to pitch a business idea to investors , here are some profitable areas to explore.
One of the best startup ideas is within medical waste management, a sector that is an often overlooked aspect of the healthcare industry. Innovative medical waste startups can help healthcare facilities follow regulations and maintain a safer environment. This solution can help ease the burden of waste management at various stages, in the following ways:
Medical billing outsourcing is a thriving healthcare segment, predicted to reach $44.43 billion by 2032 . Because the rise in patient insurance claims is one of the best future business ideas for healthcare, hospitals actively search for digital solutions as they face the hassle of insurance claims.
These solutions can help reduce the burden on hospitals by handling medical claims for insurance companies.
Blockchain technology changes how healthcare professionals maintain data security and simplifies regulatory compliance.
One of healthcare insurance providers' most crucial tasks is tracking and managing the data and providing customer support. The regulations do not permit insurance companies to share patients' data, making it impossible to unify data and sync between insurance providers.
This gap leads to an increase in the number of healthcare frauds. This is where using blockchain in healthcare can help create innovative solutions. It is one of the best digital healthcare startup ideas for entrepreneurs interested in developing IT (Information Technology) solutions.
Blockchain can enable the detection of insurance fraud using smart contracts. Smart contracts are self-executing contracts with the terms of the agreement directly written into lines of code. They can automatically verify and process claims, cross-checking them against patient data stored on the blockchain. Any discrepancies or attempts at fraud can be flagged and investigated, reducing the potential for fraudulent claims.
The global market is more accessible today than ever. Healthcare businesses can enter the worldwide market by offering medical tourism. Providing cutting-edge medical care, specialist therapies, or reasonable healthcare services can attract people.
It is one of the best online healthcare business ideas that allows patients to find a hospital facility. You can partner with doctors in different countries and cities to feature on your app to provide better patient care.
With a medical tourism app, patients can easily plan a trip on the app. They can find locations, book flight or train tickets, book the nearest hotels, and pay online.
Virtual reality (VR) and the Metaverse present groundbreaking opportunities for healthcare startup ideas in the mental wellness space. With these immersive technologies, businesses can create innovative therapeutic experiences that go beyond the physical world. You can work with healthcare mobile app development companies to build VR and Metaverse-based mental well-being solutions.
Through such a platform, healthcare startups can tap into business possibilities such as:
By integrating VR and the Metaverse into their offerings, healthcare startups can provide patients with an innovative and engaging way to receive mental health care, potentially improving accessibility and efficacy.
Genetic testing is another growing trend, making it one of the promising medical business ideas.
Startups can help people understand their health risks and inherited conditions. With digital solutions, you can make genetic tests accessible and affordable. It can also offer counseling to help people make smart choices about their health.
These testing and counseling solutions help individuals to predict future health issues. Teaming up with doctors and researchers, they can develop medicinal solutions matching a person's genes.
RPM helps doctors track patients' health from different locations. Build a startup to offer solutions like IoMT/ IoT in the healthcare industry (Internet of Medical Things/Internet of Things). With this tech, develop wearable devices, mobile health apps, and connected medical devices.
This healthcare startup idea will help collect real-time data online. Healthcare providers can monitor vital signs, symptoms, and medication adherence. For instance, RMP apps connected with the blood glucose meter can help examine patients' self-reported data.
Use different healthcare niche business ideas like this to offer cutting-edge remote solutions.
AI in healthcare can revolutionize the way medical data from patients is analyzed. Machine-learning algorithms offer healthcare professionals near-accurate analyzing power. This is where your AI healthcare startup can come in - with intelligent applications that provide tailored recommendations based on patients' health profiles.
These AI-powered applications can:
The global AI-powered diagnostic market reached $1.33 billion in 2024 and is expected to touch the $5.57 billion mark by 2029, presenting profitable business ideas in the healthcare industry. Your startup can help a large group of patients and physicians, making a real difference.
A drug rehabilitation facility helps patients who wish to recover from substance abuse. These healthcare-related business ideas combine medical, psychological, and social methods to help individuals. It offers services to guide them towards a drug-free life.
Offer structured programs that include detoxification, counseling, therapy, and support groups. The objective is to help people develop coping mechanisms and adopt a holistic lifestyle.
Alternative medicine is one of the top innovative ideas for the healthcare business. One can think of offering complementary therapies and treatments beyond conventional Western medicine. These services can range from chiropractic adjustments to naturopathy, Ayurveda, etc.
Alternative medical services can also cover dietary interventions and other holistic wellness plans.
Many people seek a more thorough and individualized approach to their well-being. In fact, statistics reveal that the global alternative healthcare market reached $144.68 billion in 2023 and will grow at a CAGR of 25.3% from 2024 to 2030.
You can cater to this growing market by including alternative medical services.
Since the 20th century, doctors have started wearing blue and green uniforms instead of universal white ones. Today, scrubs and uniforms come in all sizes and colors. The global hospital scrub and uniform market recorded $193.13 million in 2022 and is expected to reach $290.23 million by 2030.
Entrepreneurs can use this opportunity to redesign and modernize medical scrubs and uniforms, using innovative materials to help staff and medical professionals.
Your products can offer antibacterial qualities, moisture-absorbing features, and ergonomic designs. These solutions can improve comfort and hygiene and offer better functionality.
For example, FIGS is a healthcare apparel startup that is contributing to this area. It designs scrubs with flattering fits and hard-wearing fabrics. The brand is growing steadily, proving it capitalized on one of the best startup ideas in healthcare.
Telemedicine or e-health apps use video calls, secure chat channels, and virtual consultations. They allow patients to connect with doctors, specialists, and other professionals.
This is one of the top healthcare IT business startup ideas to enhance patient convenience, since the need for phsyical visits is reduced. It also helps healthcare professionals improve their services and goes beyond in-person visitations.
These business ideas for healthcare professionals can be a game changer. In rural areas with limited healthcare access, you can offer a solution to help doctors save time.
Here are some medical business examples with a healthcare startup business model for each to start your venture.
The startup offers chronic pain care through innovative digital health solutions. Their digital solutions provide personalized treatment plans, support groups, and virtual appointments.
They use Enso® (predictive analysis through deep learning) and computer vision. These technologies help enhance member-centric experiences.
They serve healthcare businesses, employers, and patients with flexible pricing plans. The focus is to improve patient outcomes and modernize healthcare systems.
Teladoc Health is an e-health platform for remote patient care. It connects patients and doctors using digital and IoMT and offers virtual consultations, medical advice, and medications.
You can reach licensed doctors, therapists, and dermatologists using their app from anywhere.
The platform offers these services through subscriptions and fees. They partner with insurers, medical professionals, and other healthcare employees. It addresses the accessibility gaps and provides fast medical treatment.
Guardtime used one of the best healthcare business ideas to solve security issues in healthcare. Using blockchain technology, the company ensures and maintains data traceability.
The technology also helps with security and reduces manipulation, providing a platform for protecting sensitive patient data. The company offers services through a subscription-based model, consulting fees, and licensing agreements.
BetterHelp is a platform for mental health patients to reach trained therapists online. It has options for video, phone, and text-based treatment channels. BetterHelp covers the time and geography gaps to improve mental health services.
Betterhelp is, again, a subscription-based platform. It addresses the growing demand for mental health care. Therapists not employed by BetterHelp get paid for their time. The platform makes professional mental health advice accessible, reducing the stigma around therapy.
The opportunities are vast, whether through AI-powered diagnostics, telemedicine platforms, or blockchain solutions for medical record sharing. Use these medical startup ideas and examples to find inspiration and turn their vision into reality. Carefully prepare a business plan with in-depth market research and develop a unique value proposition.
Further, respect the conservative market and strict compliance to ensure success. Reach out to the best startup accelerators to pitch your ideas. It will help you secure funding and guidance to tackle these challenges.
Non-compliance with industry standards is one of the top reasons healthcare startups fail. So, choose the best healthcare business ideas and plan well to avoid obstacles.
The revolution is already underway. The question is: will you be a part of it?
Frequently asked questions, what are some promising areas for healthcare startups to explore.
Many promising areas are there for healthcare startups to focus on. Some of them are:
Creating a business plan for a healthcare startup is the same as for any other business. Careful planning and market analysis are essential to come with great medical field business ideas.
Here are key considerations every healthcare startup owner must follow:
The first step is to understand all the healthcare regulatory and compliance standards. Research your startup niche and find all the valuable resources on these standards. Follow them and create a broad compliance plan to avoid any risks and roadblocks in the future. Here are a few strategies you can adopt to always adhere to these laws.
While the healthcare market has immense potential, raising funds in this regulated market takes time and effort. Here are a few ways to secure funding for healthcare business plan ideas.
Technology drives innovation in healthcare startups. Going digital helps enable advancements in diagnostics, treatment, and patient care. From IoMT to 5G and AI, new technologies are helping the healthcare industry. It gives professionals better tools to improve efficiency and reduce human efforts. New-age startups use these technologies to make healthcare more accessible and affordable for patients. This ensures informed decision-making about diagnosis and provides the right treatment when needed.
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The healthcare industry in the United States has experienced steady growth over the past decade while simultaneously promoting quality, efficiency, and access to care. Between 2012 and 2019, profit pools (earnings before interest, taxes, depreciation, and amortization, or EBITDA) grew at a compound average growth rate of roughly 5 percent. This growth was aided in part by incremental healthcare spending that resulted from the 2010 Affordable Care Act. In 2020, subsidies for qualified individual purchasers on the marketplaces and expansion of Medicaid coverage resulted in roughly $130 billion 1 Federal Subsidies for Health Insurance Coverage for People Under Age 65: CBO and JCT’s March 2020 Projections, Congressional Budget Office, Washington, DC, September 29, 2020, cbo.gov. 2 Includes adults made eligible for Medicaid by the ACA and marketplace-related coverage and the Basic Health Program. of incremental healthcare spending by the federal government.
The next three years are expected to be less positive for the economics of the healthcare industry, as profit pools are more likely to be flat. COVID-19 has led to the potential for economic headwinds and a rebalancing of system funds. Current unemployment rates (6.9 percent as of October 2020) 3 The employment situation—October 2020 , US Department of Labor, November 6, 2020, bls.gov. indicate some individuals may move from employer-sponsored insurance to other options. It is expected that roughly between $70 billion and $100 billion in funding may leave the healthcare system by 2022, compared with the expected trajectory pre-COVID-19. The outflow is driven by coverage shifts out of employer-sponsored insurance, product buy-downs, and Medicaid rate pressures from states, partially offset by increased federal spending in the form of subsidies and cost sharing in the Individual market and in Medicaid funding.
Underlying this broader outlook are chances to innovate (Exhibit 1). 4 Smit S, Hirt M, Buehler K, Lund S, Greenberg E, and Govindarajan A, “ Safeguarding our lives and our livelihoods: The imperative of our time ,” March 23, 2020, McKinsey.com. Innovation may drive outpaced growth in three categories: segments that are anticipated to rebound from poor performance over recent years, segments that benefit from shifting care patterns that result directly from COVID-19, and segments where growth was expected pre-COVID-19 and remain largely unaffected by the pandemic. For the payer vertical, we estimate profit pools in Medicaid will likely increase by more than 10 percent per annum from 2019 to 2022 as a result of increased enrollment and normalized margins following historical lows. In the provider vertical, the rapid acceleration in the use of telehealth and other virtual care options spurred by COVID-19 could continue. 5 Bestsennyy O, Gilbert G, Harris A, and Rost J, “ Telehealth: A quarter-trillion-dollar post-COVID-19 reality? ” May 29, 2020, McKinsey.com. Growth is expected across a range of sub-segments in the services and technology vertical, as specialized players are able to provide services at scale (for example, software and platforms and data and analytics). Specialty pharmacy is another area where strong growth in profit pools is likely, with between 5 and 10 percent compound annual growth rate (CAGR) expected in infusion services and hospital-owned specialty pharmacy sub-segments.
Strategies that align to attractive and growing profit pools, while important, may be insufficient to achieve the growth that incumbents have come to expect. For example, in 2019, 34 percent of all revenue in the healthcare system was linked to a profit pool that grew at greater than 5 percent per year (from 2017 to 2019). In contrast, we estimate that only 13 percent of revenue in 2022 will be linked to profit pools growing at that rate between 2019 and 2022. This estimate reflects that profit pools are growing more slowly due to factors that include lower membership growth, margin pressure, and lower revenue growth. This relative scarcity in opportunity could lead to increased competition in attractive sub-segments with the potential for profits to be spread thinly across organizations. Developing new and innovative business models will become important to achieve the level of EBITDA growth observed in recent years and deliver better care for individuals. The good news is that there is significant opportunity, and need, for innovation in healthcare.
Glimpse into profit pool analyses and select sub-segments.
Within the context of these overarching observations, the projections for specific sub-segments are nuanced and tightly connected to the specific dynamics each sub-segment is currently facing:
New and innovative business models are beginning to show promise in delivering better care and generating higher returns. The existence of these models and their initial successes are reflective of what we have observed in the market in recent years: leading organizations in the healthcare industry are not content to simply play in attractive segments and markets, but instead are proactively and fundamentally reshaping how the industry operates and how care is delivered. While the recipe across verticals varies, common among these new business models are greater alignment of incentives typically involving risk bearing, better integration of care, and use of data and advanced analytics.
For payers, the new and innovative business models that are generating superior returns are those that incorporate care delivery and advanced analytics to better serve individuals with increasingly complex healthcare needs (Exhibit 2). As chronic disease and other long-term conditions require more continuous management supported by providers (for example, behavioral health conditions), these next-generation managed care models have garnered notice. Nine of the top ten payers have made acquisitions in the care delivery space. Such models intend to reorient the traditional payer model away from an operational focus on financing healthcare and pricing risk, and toward more integrated managed care models that better align incentives and provide higher-quality, better experience, lower-cost, and more accessible care. Payers that deployed next-generation managed care models generate 0.5 percentage points of EBITDA margin above average expectations after normalizing for payer scale, geographical footprint, and segment mix, according to our research.
The evidence for the effectiveness of these next-generation care models goes beyond the financial analysis of returns. We observe that these models are being deployed in those geographies that have the greatest opportunity to positively impact individuals. Those markets with 1) a critical mass of disease burden, 2) presence of compressible costs (the opportunity for care to be redirected to lower-cost settings), and 3) a market structure conducive to shifting to higher-value sites of care, offer substantial ways to improve outcomes and reduce costs. (Exhibit 3).
Currently, a handful of payers—often large national players with access to capital and geographic breadth that enables acquisition of at-scale providers and technologies—have begun to pursue such models. Smaller payers may find it more difficult to make outright acquisitions, given capital constraints and geographic limitations. M&A activity across the care delivery landscape is leaving smaller and more localized assets available for integration and partnership. Payers may need to increasingly turn toward strategic partnerships and alliances to create value and integrate a range of offerings that address all drivers of health.
For health systems, through an investment lens, the ownership and integration of alternative sites of care beyond the hospital has demonstrated superior financial returns. Between 2013 and 2018, the number of transactions executed by health systems for outpatient assets increased by 31 percent, for physician practices by 23 percent, and for post-acute care assets by 13 percent. At the same time, the number of hospital-focused deals declined by 6 percent. In addition, private equity investors and payers are becoming more active dealmakers in these non-acute settings. 6 CapitalIQ, Dealogic, and Irving Levin Associates. 7 In 2018, around 40 percent of all post-acute and outpatient deals were completed by an acquirer other than a traditional provider.
As investment is focused on alternative sites of care, we observe that health systems pursuing diversified business models that encompass a greater range of care delivery assets (for example, physician practices, ambulatory surgery centers, and urgent care centers) are generating returns above expectations (Exhibit 4). By offering diverse settings to receive care, many of these systems have been able to lower costs, enhance coordination, and improve patient experience while maintaining or enhancing the quality of the services provided. Consistent with prior research, 8 Singhal S, Latko B, and Pardo Martin C, “ The future of healthcare: Finding the opportunities that lie beneath the uncertainty ,” January 31, 2018, McKinsey.com. systems with high market share tend to outperform peers with lower market share, potentially because systems with greater share have greater ability not only to ensure referral integrity but also to leverage economies of scale that drive efficiency.
The extent of this outperformance, however, varies by market type. For players with top quartile share, the difference in outperformance between acute-focused players and diverse players is less meaningful. Contrastingly, for bottom quartile players, the increase in value provided by presence beyond the acute setting is more significant. While there may be disadvantages for smaller and sub-scale providers, opportunities exist for these players—as well as new entrants and attackers—to succeed by integrating offerings across the care continuum.
These new models and entrants and their non-acute, technology-enabled, and multichannel offerings can offer a different vision of care delivery. Consumer adoption of telehealth has skyrocketed, from 11 percent of US consumers using telehealth in 2019 to 46 percent now using telehealth to replace canceled healthcare visits. Pre-COVID-19, the total annual revenues of US telehealth players were an estimated $3 billion; with the acceleration of consumer and provider adoption and the extension of telehealth beyond virtual urgent care, up to $250 billion of current US healthcare spend could be virtualized. 9 Bestsennyy O, Gilbert G, Harris A, and Rost J, “ Telehealth: A quarter-trillion-dollar post-COVID-19 reality? ” May 29, 2020, McKinsey.com. These early indications suggest that the market may be shifting toward a model of innovative tech-enabled care, one that unlocks value by integrating digital and non-acute settings into a comprehensive, coordinated, and lower-cost offering. While functional care coordination is currently still at the early stages, the potential of technology and other alternative settings raises the question of the role of existing acute-focused providers in a more integrated and digital world.
Healthcare services and technology—innovation and integration across the value chain.
Growth in the healthcare services and technology vertical has been material, as players are bringing technology-enabled services to help improve patient care and boost efficiency. Healthcare services and technology companies are serving nearly all segments of the healthcare ecosystem. These efforts include working with payers and providers to better enable the link between actions and outcomes, to engage with consumers, and to provide real-time and convenient access to health information. Since 2014, a large number and value of deals have been completed: more than 580 deals, or $83 billion in aggregate value. 10 Includes deals over $10 million in value. 11 Analysis from PitchBook Data, Inc. and McKinsey Healthcare Services and Technology domain profit pools model. Venture capital and private equity have fueled much of the innovation in the space: more than 80 percent 12 Includes deals over $10 million in value. of deal volume has come from these institutional investors, while more traditional strategic players have focused on scaling such innovations and integrating them into their core.
Driven by this investment, multiple new models, players, and approaches are emerging across various sub-segments of the technology and services space, driving both innovation (measured by the number of venture capital deals as a percent of total deals) and integration (measured by strategic dollars invested as a percent of total dollars) with traditional payers and providers (Exhibit 5). In some sub-segments, such as data and analytics, utilization management, provider enablement, network management, and clinical information systems, there has been a high rate of both innovation and integration. For instance, in the data and analytics sub-segment, areas such as behavioral health and social determinants of health have driven innovation, while payer and provider investment in at-scale data and analytics platforms has driven deeper integration with existing core platforms. Other sub-segments, such as patient engagement and population health management, have exhibited high innovation but lower integration.
Traditional players have an opportunity to integrate innovative new technologies and offerings to transform and modernize their existing business models. Simultaneously, new (and often non-traditional) players are well positioned to continue to drive innovation across multiple sub-segments and through combinations of capabilities (roll-ups).
The profit pools within the pharmacy services vertical are shifting from traditional dispensing to specialty pharmacy. Profits earned by retail dispensers (excluding specialty pharmacy) are expected to decline by 0.5 percent per year through 2022, in the face of intensifying competition and the maturing generic market. New modalities of care, new care settings, and new distribution systems are emerging, though many innovations remain in early stages of development.
Specialty pharmacy continues to be an area of outpaced growth. By 2023, specialty pharmacy is expected to account for 44 percent of pharmacy industry prescription revenues, up from 24 percent in 2013. 13 Fein AJ, The 2019 economic report on U.S. pharmacies and pharmacy benefit managers , Drug Channels Institute, 2019, drugchannelsinstitute.com. In response, both incumbents and non-traditional players are seeking opportunities to both capture a rapidly growing portion of the pharmacy value chain and deliver better experience to patients. Health systems, for instance, are increasingly entering the specialty space. Between 2015 and 2018 the share of provider-owned pharmacy locations with specialty pharmacy accreditation more than doubled, from 11 percent in 2015 to 27 percent in 2018, creating an opportunity to directly provide more integrated, holistic care to patients.
A new wave of modalities of care and pharmaceutical innovation are being driven by cell and gene therapies. Global sales are forecasted to grow at more than 40 percent per annum from 2019 to 2024. 14 Evaluate Pharma, February 2020. These new therapies can be potentially curative and often serve patients with high unmet needs, but also pose challenges: 15 Capra E, Smith J, and Yang G, “ Gene therapy coming of age: Opportunities and challenges to getting ahead ,” October 2, 2019, McKinsey.com. upfront costs are high (often in the range of $500,000 to $2,000,000 per treatment), benefits are realized over time, and treatment is complex, with unique infrastructure and supply chain requirements. In response, both traditional healthcare players (payers, manufacturers) and policy makers (for example, the Centers for Medicare & Medicaid Services) 16 Centers for Medicare & Medicaid Services, “Medicaid program; establishing minimum standards in Medicaid state drug utilization review (DUR) and supporting value-based purchasing (VBP) for drugs covered in Medicaid, revising Medicaid drug rebate and third party liability (TPL) requirements,” Federal Register , June 19, 2020, Volume 85, Number 119, p. 37286, govinfo.gov. are considering innovative models that include value-based arrangements (outcomes-based pricing, annuity pricing, subscription pricing) to support flexibility around these new modalities.
Innovations also are accelerating in pharmaceutical distribution and delivery. Non-traditional players have entered the direct-to-consumer pharmacy space to improve efficiency and reimagine customer experience, including non-healthcare players such as Amazon (through its acquisition of PillPack in 2018) and, increasingly, traditional healthcare players as well, such as UnitedHealth Group (through its acquisition of DivvyDose in September 2020). COVID-19 has further accelerated innovation in patient experience and new models of drug delivery, with growth in tele-prescribing, 17 McKinsey COVID-19 Consumer Survey conducted June 8, 2020 and July 14, 2020. a continued shift toward delivery of pharmaceutical care at home, and the emergence of digital tools to help manage pharmaceutical care. Select providers have also begun to expand in-home offerings (for example, to include oncology treatments), shifting the care delivery paradigm toward home-first models.
A range of new models to better integrate pharmaceutical and medical care and management are emerging. Payers, particularly those with in-house pharmacy benefit managers, are using access to data on both the medical and pharmacy benefit to develop distinctive insights and better coordinate across pharmacy and medical care. Technology providers, together with a range of both traditional and non-traditional healthcare players, are working to integrate medical and pharmaceutical care in more convenient settings, such as the home, through access to real-time adherence monitoring and interventions. These players have an opportunity to access a broad range of comprehensive data, and advanced analytics can be leveraged to more effectively personalize and target care. Such an approach may necessitate cross-segment partnerships, acquisitions, and/or alliances to effectively integrate the many components required to deliver integrated, personalized, and higher-value care.
These materials are being provided on an accelerated basis in response to the COVID-19 crisis. These materials reflect general insight based on currently available information, which has not been independently verified and is inherently uncertain. Future results may differ materially from any statements of expectation, forecasts or projections. These materials are not a guarantee of results and cannot be relied upon. These materials do not constitute legal, medical, policy, or other regulated advice and do not contain all the information needed to determine a future course of action. Given the uncertainty surrounding COVID-19, these materials are provided “as is” solely for information purposes without any representation or warranty, and all liability is expressly disclaimed. References to specific products or organizations are solely for illustration and do not constitute any endorsement or recommendation. The recipient remains solely responsible for all decisions, use of these materials, and compliance with applicable laws, rules, regulations, and standards. Consider seeking advice of legal and other relevant certified/licensed experts prior to taking any specific steps.
Before the COVID-19 pandemic, our research indicated that profits for healthcare organizations were expected to be harder to earn than they have been in the recent past, which has been made even more difficult by COVID-19. New entrants and incumbents who can reimagine their business models have a chance to find ways to innovate to improve healthcare and therefore earn superior returns. The opportunity for incumbents who can reimagine their business models and new entrants is substantial.
Institutions will be expected to do more than align with growth segments of healthcare. The ability to innovate at scale and with speed is expected to be a differentiator. Senior leaders can consider five important questions:
There is no question that the next few years in healthcare are expected to require innovation and fresh perspectives. Yet healthcare stakeholders have never hesitated to rise to the occasion in a quest to deliver innovative, quality care that benefits everyone. Rewiring organizations for speed and efficiency, adapting to an ecosystem model, and scaling innovations to deliver meaningful changes are only some of the ways that helping both healthcare players and patients is possible.
Emily Clark is an associate partner in the Stamford office. Shubham Singhal , a senior partner in McKinsey’s Detroit office, is the global leader of the Healthcare, Public Sector and Social Sector practices. Kyle Weber is a partner in the Chicago office.
The authors would like to thank Ismail Aijazuddin, Naman Bansal, Zachary Greenberg, Rob May, Neha Patel, and Alex Sozdatelev for their contributions to this article.
This article was edited by Elizabeth Newman, an executive editor in the Chicago office.
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State of Healthcare and mHealth Startups. As of 2018, there were an estimated 318,000 health apps on the market with over 200 new apps being added each day. This was double the number of health apps that existed in 2015. With a total projected value of over $28.3 billion and an expectation of reaching $102 billion by 2023; there's no question ...
Here are a few steps to develop your mobile app. 1. Market research. As with any business, you need to have an understanding of your competition, the overall market and determine if there's a need for your solution. Performing market research will give you answers to the following questions:
Step 4 - Create Design. Design completes the lion's share of the app's success, and the mHealth app design should be consistent and intuitive. Its goal is to lead the user to the endpoint smoothly. The design must be user-friendly, and the fewer interaction points it has, the better experience users get.
Step 2: Conduct Market Research. Market research is a critical phase that informs the entire development process. Research is a crucial first step when considering how to develop a healthcare app. Start by delving deep into the healthcare landscape to understand the industry's current state comprehensively.
Healthcare Mobile App Development: A Complete Guide
It's estimated that the global healthcare mobile app development market will grow and be valued at over $59 billion. On the consumer side, patients LOVE health care apps. In fact, of patients said they would prefer if their doctors used a healthcare mobile app. On the provider side, the same applies.
The global healthcare app market was valued at USD 38.89 billion in 2021 and is projected to reach $314.60 billion in 2028, growing at a CAGR of 34.8% during the forecast period (2021-2028). The mHealth (mobile health) app market is expected to grow to $136.64 billion in 2027 at a CAGR of 24.6%.
Fastforward to 2022 and 2023 - digital health startups raised $15.3 billion in 2022, and $10.7 billion in 2023, marking the lowest amount of capital invested in the sector since 2019. Sectors that have managed to reach new record-highs in healthcare funding include: Artificial Intelligence. Telemedicine.
It requires regulations, security, and support. With a rough estimation, the average cost of a health mobile app is $425.000. It is the price of an app enhanced with the latest technologies. The price, though, does not include marketing and support services. There is no universal pricing for app development.
On average, the healthcare application costs $300,000 to develop. Post-launch maintenance and promotion costs differ and don't count in the development cost. In India, an app development company charges $15-45 per hour based on the device you choose to construct your mobile app on (android/iOS/cross-web (flutter).
Healthcare Application Development Steps. The whole journey of developing a healthcare application can be narrowed down to 5 main stages that you cannot skip if you want to know how to develop a medical app: Step 1: Shape the concept for your app. Step 2: Choose the monetization model. Step 3: Create UI/UX design.
A Doctor on-demand app: from $5,000 for white label / from $10,000 for custom. Software with more complex functionality like a custom chatbot with an AI symptom checker, telemedicine, and integration with an EMR, will cost $40,000 - $60,000. Custom nursing home/assisted living facility app: $20,000 - $25,000 for MVP.
8. Health Tracking App. Health tracking apps come in handy for users to track their daily activities. It also offers other services like basic health data collection, including sleep rate, heart rate, weight loss, etc. Market research is a very crucial step in health tracking app development.
Business-to-business (B2B) solutions in healthcare app development focus on creating tailored apps specifically designed to meet the unique needs of healthcare organizations. These apps are ...
Your operations plan should have two distinct sections as follows. Everyday short-term processes include all of the tasks involved in running your mobile health clinic business, including answering calls, planning and providing mobile clinic services, billing insurance and/or corporate clients, etc.
Creating a business plan will help you identify your market and streamline your finances. To help you get started we've created an example business plan for a Health and Wellness Application based business. Our example focuses on a fitness app, but it will also work as a framework for other apps. Click the 'Download Tool' button to gain ...
However, that doesn't mean all and every healthcare mobile app will sell. The app you create must offer an excellent user experience, comply with regulations (e.g., HIPAA), and have a solid marketing plan. Let's learn more about healthcare mobile app development based on these criteria. The Healthcare Mobile App Landscape
MobiDoc is seeking $300,000 in debt financing to launch its Mobile Health Clinic operation. The funding will be dedicated towards procuring a medical van and necessary medical supplies, and payroll of the staff until the firm reaches break even. The breakout of the funding is below: Used Medical Vehicle: $200,000.
7.1 Personnel Plan. The personnel table assumes steady growth in employees over the next year. We expect head count to reach 14 employees by end of year one. We are in the process of implementing a strong benefits policy (with fully-paid medical, dental, and life insurance, plus a profit sharing and 401K plan).
The global healthcare market is one of the largest and highest-valued industries in the world. According to Global Newswire, the global healthcare services market is currently valued at $7548.52 billion and is expected to reach $10414.36 billion in 2026. This growth is expected to continue for the foreseeable future.
Marketing Plan. Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For an app business, your marketing plan should include the following: Product: in the product section, you should reiterate the type of mobile app that you documented in your Company Analysis. Then, detail the specific features of ...
With a medical tourism app, patients can easily plan a trip on the app. They can find locations, book flight or train tickets, book the nearest hotels, and pay online. 5. VR and Metaverse Apps for Mental Health. Virtual reality (VR) and the Metaverse present groundbreaking opportunities for healthcare startup ideas in the mental wellness space.
Next-generation business models creating value
In this Business Talk with Michael Avery interview, Medshield Principal Officer Kevin Aron discusses the biggest healthcare trends in South Africa. Aron has over 30 years of experience in the ...