3. Business Strategy: Current Situation
Year 1 2 3 4 5
Projected No of
Canada physicians 66,405 67,593 68,782 69,970 71,158
Market Size for A.D. rating 0.69 45,819 46,639 47,460 48,279 49,099
Web-based A.D
Technology
Factor 0.63 28,866 29,383 29,900 30,416 30,932
Adjustment for
adoption rate 4,089 6,515 10,375 16,519 26,293
Year 1 2 3 4 5
Projected No of
Ontario physicians 24,115 24,567 25,019 25,471 25,923
A.D. Rating 0.69 16,639 16,951 17,263 17,575 17,887
Market Size for
Web-based A.D
Technology
Factor 0.65 10,816 11,018 11,221 11,424 11,626
Adjustment for
adoption rate 1,532 2,443 3,894 6,204 9,882
Year 1 2 3 4 5
Proportion of
adoption 14.17% 22.17% 34.70% 54.31% 85.00%
Adoption Rate Adoption rate in Effective
year 5 85.00% (datum) growth 500% (datum)
Annual
growth of
adoption
Years 4 (datum) rate 56.51%
4. Business Strategy: Analysis
KEY FINANCIAL PROJECTIONS (in thousand CAD)
Advertisers’
Reasons
Y1 Y2 Y3 Y4 Y5 expectations
End-Users 1,200 1,913 3,050 4,859 7,740 •Service needs to
•Service must be be tested
Revenues $ 242.40 $ 463.71 $ 739.32 $ 1,177.82 $ 1,876.18 attractive
•Unknown market
Expenses $624.38 $655.60 $780.25 $868.72 $1,239.41 •Steady growth response
Net Profit ($381.98) ($191.89) ($40.93) $ 309.11 $ 636.77 •Stable online •See to believe
Cash Balance before community attitude
financing ($381.10) ($191.39) $41.33 $354.87 $681.98
Financing $ 400.00 $ 300.00
Cash Balance after financing $ 18.90 $ 108.61 $ (48.68) $ (45.85) $ 281.26
Ending Cash (Accumulated) $ 30.90 $ 139.51 $ 90.83 $ 44.98 $ 326.24
KEY FINANCIAL PROJECTIONS (in thousand CAD)
Academic Detailing
Reasons
Y1 Y2 Y3 Y4 Y5 expectations
End-Users 500 625 781 977 1,221
•Academic Detailing
Revenues $ 242.40 $ 151.50 $ 189.31 $ 236.82 $ 295.97 needs to be
promoted in Ontario
Expenses $624.38 $639.99 $752.75 $739.01 $767.75 •Conservative number
of enrolments •Unknown market
Net Profit ($381.98) ($488.49) ($563.44) ($502.19) ($471.78) response
Cash Balance before •Conservative rate of
financing ($381.10) ($487.99) ($481.17) ($456.43) ($426.57) growth •Service needs to
be displayed &
Financing $ 400.00 $ 300.00 tested
Cash Balance after financing $ 18.90 ($187.99) ($571.19) ($857.14) ($827.28) •Limited resources
have been allocated
Ending Cash (Accumulated) $ 30.90 ($157.09) ($728.28) ($1,585.42) ($2,412.70) for similar programs
5. Analysis of the Situation: A.D. Ontario
Service Expectations Reasons
•Conservative number of •Academic Detailing needs to be promoted in
enrollments Ontario
•Conservative rate of growth •Unknown real market response
•Service needs to be presented and tested for
web-based service
•Unknown amount of resources effectively
allocated from sources
Direct Impact on Financial Model
Infrastructure Growth Service
costs Attractiveness
Revenues cover a •Drastically below market •Outside the range of advertisers’
fraction of tendency in Ontario interest to choose for this web-based
infrastructure costs channel
6. Analysis of the Situation: Conclusion
Different Areas of Ways to Establishment
Views Uncertainty Reduce of Metrics
Uncertainty
•Number of family
Academic Conservative physicians enrolled in
Detailing expectation of •Service needs to •Building trust the service
Service growth be presented and
tested •Physician enrollment
rate growth
•Unknown real •Creating awareness
market response •Number of one-hour
sessions required
Advertisers High and
demanding rate •Testing the service
of enrollment & •Number of sponsors
growth attracted per
advertising package
7. Alternatives Paths for the Market Launch
Alternative Pros Cons
•Unexpected challenges
Establish the service Know impressions directly from •Face inefficiencies not
customers & end-users previously uncovered
•Lack of learning curve
•Waste of resources
Perform more Market Customers & Lack of service experience &
Research end-users insights about the expected feedback
service
Build a prototype •Not costly Functionality is not fully tested
•Controlled trial
•Expose to real environment
Team up with the (Knowledge, system channel,
Academic Detailing in interactive technology, advertising,
Ontario for a Pilot end-users) Add extra costs to the entire
Education Program •Learn from inefficiencies due to project
materials, processes and learning
curve
•Optimize and refine the service
•Reduce uncertainty
•Compare metrics
•Promote the service
8. Strategic Path for the Market Launch
System Development Full System
Cost
Visual Pilot Education Pilot Education Full Scaled
& Program Program Service in
Functional Year 1
Prototype
Time
6 months 1 year 1 year Continuing
Market Research
& Voice of the Customer
Academic Detailing Academic Detailing
Pilot Program in Ontario Launch
9. Strategic Path for Market Launch
Visual & Pilot Education Pilot Education Full
Functional Program Program System
Prototype
Duration 6 months 1 year 1 year Continuing
Recruitment 100 200 500 >500
Objective
No. of Physicians 100 300 800 >1,300
enrolled
No. of Advertisers 1 3 >6
participating
Headquarters McMaster Family Practice - West End Clinic (CBRT) - Hamilton Own rental office
Area of promotion West End Clinic Kitchener-Waterloo Brampton (CBRT) Mississauga
& expansion (CBRT) Hamilton (CBRT) & area & area
Hamilton/
Niagara corridor
Prospective 2,400 990 828 1,474
physicians in the
area (1997)*
CBRT (Community Based Residency Training): It is provided by McMaster Family Practice.
CBRT provides residents with the opportunity to train in a ”typical” community practice
* McMaster University, 2008. The Ontario Physician Human Resources Data Centre
10. Visual & Functional Prototype
•Create a verification tool for design and functionality
Purpose •Converge toward a system acceptable to all users and feasible for developers
•Unified Process Cycle (UPC)
Development Emphasis on Elaboration & Construction phases
Techniques •Rapid Application Development (RAD)
A team approach that works in a continuous design process and makes necessary modifications as
the design evolves
Deliverables Interface designs, screen shots, simulated functions found in physicians, Academic Detailing and
Advertisers modules (Software Development Plan, Software Requirement Specification)
Ways to CDs and computer walk-throughs
deliver
Supported by Surveys and VOC
Staff Systems Engineer Programmer Analyst Project Manager
Requirement 1 1 1
Time Allocated 40 hours 150 hours 20 hours
Resources Estimate Costs CAD 1,400 CAD 3,875 CAD 800
Estimate Costs for CAD 6,000 Subtotal CAD 12,075
Equipment & Software
10% additional CAD 1,811 Estimate Total CAD 13,886
(visits, transportation) Costs
11. Pilot Education Program
•Test the system under real environment and correct deficiencies
Purpose •Gain learning curve
Development •Unified Process Cycle (UPC)
Techniques Emphasis on Construction & Transition phases
•Rapid Application Development (RAD)
A team approach that works in a continuous design process and makes necessary modifications as the
design evolves
Deliverables System Documentation, Functional Description Package, Quality Control Plan,
Ways to Live sessions
deliver
Supported by Surveys and VOC
Staff Systems Engineer Programmer Analyst Project Manager Recruiter/
Promoter
Requirement 1 2 1 1
Time Allocated 80 hours (1 yr) 310 hours (1yr) 45 hours (1 yr) 200 hours +
500 hours
Resources Estimate Costs CAD 2,800 (x2 yrs) CAD 7,750 (x2 yrs) CAD 1,800 (x2 yrs) CAD 9,100
Purchase of CAD 1,500 Subtotal CAD 35,300
server
10% CAD 3,530 Estimate Total Costs CAD 38,830
Contingency
12. Pilot Education Program: Detailers
Pilot Education Program
Year 1 Year 2
Physicians 300 800
Enrolled
Sessions of one- 900 hrs 2,400 hrs
hour a year: 3
Number of Detailers per Category
Full-Time - 2
Part-Time 2 2
Funding Required to pay detailers (in thousand CAD)
Full-Time $500.00
Part-Time $250.00 $321.46
Total funding $250.00 $821.46
Required
13. The Organization
Visual & Pilot Education Service
Functional Program Launch
Prototype
System 1 1
Engineer
Programmer 1 1 2
Analyst
Project 1 1
Manager
Recruiter/ 1
Promoter
Sales Staff 1
Office 1
Administrator
Manager 1
Total 3 4 5
14. Evaluation: Continue vs. Close out
Assessed Area Criteria
•Enrollment objective was achieved
Business
Perspective •Service growth was in line with market tendency
•Hours of education estimated were accomplished and fully covered
•Number of participating advertisers was accomplished
•Confirm advertisers commitment to pay for the service
MacMedia System •System inefficiencies were corrected
• All users gained exposure to the system
•Proven influence on physicians in prescribing certain recommended
Academic drugs
Detailing Content
& Interventions •Proven influence on physicians to apply knowledge on patients
(Patient list)
•Impact on time and motion
•Evaluation & feedback on sessions, materials and interventions
15. Marketing Strategy
Area Strategy
Service •Create prototype
•Articulate with A.D. in a pilot education program
• Apply more market research and VOC
Place •Use of the Family Medicine infrastructure in CBRT (Community Based
Residency Training) and surrounding areas
•Move to own headquarters during service launch
•Create awareness by visiting physicians personally
Promotion •Invite health care professionals by using physicians databases
•Hire a service promoter for pilot education program
•Invite advertisers to try and test the service
Prices •No charge during the first year of pilot
•Pursue commitment from advertisers to enroll as service sponsors
during second year of pilot
16. The Competition
Area Strategy
Service •Create prototype
•Articulate with A.D. in a pilot education program
• Apply more market research and VOC
Place •Use of the Family Medicine infrastructure in CBRT (Community Based
Residency Training) and surrounding areas
•Move to own headquarters during service launch
•Create awareness by visiting physicians personally
Promotion •Invite health care professionals by using physicians databases
•Hire a service promoter for pilot education program
•Invite advertisers to try and test the service
Prices •No charge during the first year of pilot
•Pursue commitment from advertisers to enroll as service sponsors
during second year of pilot
