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UBC Phar400-business planning-21sept2012

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Guest lecture to UBC Entry to Practice 4th year Pharmacy students about strategic business planning and their semester term project to present a business plan for a new clinical service.

Guest lecture to UBC Entry to Practice 4th year Pharmacy students about strategic business planning and their semester term project to present a business plan for a new clinical service.

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  • 1. UBC – Phar400 | Pharmacy Management retailSOS.ca | Gerry Spitzner September 21, 2012
  • 2. Email megerry@retailsos.ca
  • 3.  Get my attention if you have a question or comment Or text me if that works... @ 604.985.4425 There are no “out of bounds” questions When I reference... ◦ Patients are customers - - customers are patients ◦ System refers to delivering the promise of your product or service ◦ Product or service; they are the same ◦ Organization, firm, company; all these = Pharmacy ◦ “You”; I am referring to your clinical service idea and business plan. retailSOS.ca | Gerry Spitzner 3
  • 4.  Thoughtstarter Planning In Its Larger Context Market Research The Business Plan Your Presentation retailSOS.ca | Gerry Spitzner 4
  • 5.  To guide and inspire your clinical service Business Plan project and presentation. ◦ Help you with a strategic framework to create and document your clinical service Business Plan. ◦ First we’ll look at a high level approach to planning with proven concepts. ◦ Then take these ideas to share a simple 3 step presentation strategy of your Business Plan at “The Pharmacy Moguls Den” to communicate and implement a new clinical service that produces strong financial results. retailSOS.ca | Gerry Spitzner 5
  • 6.  Why does it matter? Why should the business come to you rather than someone else? What are you known for? What are you a solution for? Doesn’t make sense to dream up ideas without speaking with customers. A need alone does not necessarily mean there is a market. Differentiate, differentiate, differentiate retailSOS.ca | Gerry Spitzner 6
  • 7. Understanding the overall contextfor planning can greatly help you todesign and carry out the planningprocess in almost any planningapplication. retailSOS.ca | Gerry Spitzner 7
  • 8.  Simply put, planning is setting the direction for something -- some system -- and then working to ensure the system follows that direction. Systems have inputs, processes, outputs and outcomes. ◦ Inputs to the system include resources such as raw materials, money, technologies and people. ◦ Inputs go through a process where theyre aligned, moved along and carefully coordinated, ultimately to achieve the goals set for the system. retailSOS.ca | Gerry Spitzner 8
  • 9.  Outputs are tangible results produced by processes in the system, such as products or services for consumers (patients/customers). Another kind of result is outcomes, for the business or the benefits for consumers ◦ i.e. jobs for workers or enhanced quality of life for patients and customers. Systems can be the entire organization, or its departments, groups, or processes. retailSOS.ca | Gerry Spitzner 9
  • 10.  Work Backwards Through Any "System“ ◦ Whether the system is an organization, department, business, project, etc., the process of planning includes planners working backwards through the system. ◦ They start from the results (outcomes and outputs) they prefer and work backwards through the system to identify the processes needed to produce the results. ◦ Then they identify what inputs (or resources) are needed to carry out the processes. retailSOS.ca | Gerry Spitzner 10
  • 11.  Planning includes use of the following basic terms... Goals ◦ Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to achieve some larger, overall result preferred from the system, for example, the mission of an organization. (goals are outputs from the system.) Strategies or Activities ◦ These are the methods or processes required in total, or in some combination, to achieve the goals. (strategies are processes in the system.) retailSOS.ca | Gerry Spitzner 11
  • 12.  Objectives ◦ Objectives are specific accomplishments that must be accomplished in total, or in some combination, to achieve the goals in the plan. Objectives are usually "milestones" along the way when implementing the strategies. Tasks ◦ Particularly in small organizations, people are assigned various tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same. Resources (and Budgets) ◦ Resources include the people, materials, technologies, money, etc., required to implement the strategies or processes. The costs of these resources are often depicted in the form of a budget. (resources are inputs to the system) retailSOS.ca | Gerry Spitzner 12
  • 13.  Reference Some Overall Singular Purpose Such As The Mission or Desired Result from System ◦ During planning, planners have in mind some overall purpose or result that the plan is to achieve. Its critical to reference the mission, or overall purpose, of the organization. Take Stock Outside and Inside the System ◦ This "taking stock" is always done to some extent. For example, its important to conduct an environmental scan. This scan usually involves considering various driving forces, or major influences, that might effect the organization. retailSOS.ca | Gerry Spitzner 13
  • 14.  Analyze the Situation ◦ For example, conduct a "SWOT analysis". (SWOT is an acronym for considering the organizations strengths, weaknesses, opportunities and threats faced by the organization.) Establish Goals ◦ Based on the analysis and alignment to the overall mission of the system, establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats. retailSOS.ca | Gerry Spitzner 14
  • 15.  Establish Strategies to Reach Goals ◦ The particular strategies (or methods to reach the goals) chosen depend on matters of affordability, practicality and efficiency. Establish Objectives Along the Way to Achieving Goals ◦ Objectives are selected to be timely and indicative of progress toward goals. ◦ They are “signposts” to ensure implementation results are cycled back so that adjustments can be made to stay on track. retailSOS.ca | Gerry Spitzner 15
  • 16.  Assign Responsibilities and Time Lines With Each Objective ◦ Responsibilities are assigned, including for implementation of the plan, and for achieving various goals and objectives. ◦ Ideally, deadlines are set for meeting each responsibility. Write and Communicate a Plan Document ◦ The above information is organized and written in a document which is distributed around the system or company. retailSOS.ca | Gerry Spitzner 16
  • 17.  Ideas can come from many different sources... ◦ Complaints and feedback from customers. ◦ Requests for proposals (RFP’s) from large businesses, government agencies (BC Bid), or LTC facilities. ◦ Modifications to current products ( i.e. diabetic meters). ◦ Suggestions from employees, doctors, inter-professional healthcare, wholesalers and suppliers. ◦ Healthcare publications, magazines, media (Dr. Art) ◦ Competition retailSOS.ca | Gerry Spitzner 17
  • 18.  You need more than a good idea to verify and fund your proposed product or service. ◦ Just because it seems like a great idea doesnt mean that it can become a product or service. ◦ A viable product/service needs to be profitable and sustainable, including being “producible” and marketable. ◦ Also, the product/service should be related to the purpose, or mission, of your business. ◦ Businesses can go bankrupt by trying to be too many things to too many customers, rather than doing a few things very well. retailSOS.ca | Gerry Spitzner 18
  • 19.  At this point, you will benefit from understanding the basics of marketing, particularly how to conduct market research and a competitive analysis. If your idea still seems like a good one, then its important to know how you will position and identify your new product/service to the market. Youll certainly want to know how much you might charge for it (that is, its price to the customer). retailSOS.ca | Gerry Spitzner 19
  • 20. It is extremely difficult to developand provide a high-quality productor service without conducting atleast some basic market research. retailSOS.ca | Gerry Spitzner 20
  • 21.  Market research has a variety of purposes and a variety of data collection methods might be used for each purpose. The data collection method that you use during your market research depends very much on the information that you are seeking to understand. Businesses can learn a great deal about customers, their needs, how to meet those needs and how the business is doing to meet those needs. retailSOS.ca | Gerry Spitzner 21
  • 22.  Market research usually involves doing a periodic study of some sort. Market research generally probes a few topics; however by itself doesn’t yield a deep understanding of the customer. The periodic nature merely offers a snapshot of customers at a moment in time. Adopt a customer learning approach to find out who your customers are and what they want. retailSOS.ca | Gerry Spitzner 22
  • 23.  As opposed to periodic studies, customer learning is a continuous process of probing customers. ◦ It’s a process that fundamentally incorporates the fact that every customer is truly unique and that their needs, wants and expectations are never static. ◦ They change with the life forces affecting the individual or the business and the environment in which they exist. Who is your ideal audience, where do they do business, and why? retailSOS.ca | Gerry Spitzner 23
  • 24.  Identify opportunities to serve various groups of patients/customers (your ideal customers). ◦ Verify and understand the unmet needs of a certain group (or market) of customers. What do they say that they want? What do they say that they need? Examine the size of the market – how many people have the unmet need. (your ideal audience) ◦ Identify various subgroups, or market segments, in that overall market along with each of their unique features and preferences. retailSOS.ca | Gerry Spitzner 24
  • 25.  Determine the best methods to meet the unmet needs of your ideal audience (the target markets). ◦ How can you develop a product with the features and benefits to meet that unmet need? How can you ensure that you have the capacity to continue to meet the demand? Investigate the competition. ◦ Examine their products, services, marketing techniques, pricing, location, etc. One of the best ways to understand your competitors is to use their services. retailSOS.ca | Gerry Spitzner 25
  • 26.  Clarify your unique value proposition. ◦ Your proposition describes why customers should use your organization and not the competition’s. Conclude if the product is effectively meeting the needs of your ideal customers. ◦ One of the best ways to make this conclusion is to conduct an evaluation. An evaluation often includes the use of various data collection methods, usually several of them. ◦ I.e. observing clients, interviewing them, administrating questionnaires with them, developing some case studies, and, ideally, conducting a product field test, or pilot. retailSOS.ca | Gerry Spitzner 26
  • 27.  Who are your competitors? ◦ What customer needs and preferences are you competing to meet? ◦ What are the similarities and differences between their products/services and yours? ◦ What are the strengths and weaknesses of each of their products and services? ◦ How do their prices compare to yours? ◦ How are they doing overall? retailSOS.ca | Gerry Spitzner 27
  • 28.  How do you plan to compete? ◦ Offer better quality services? (value) ◦ Lower prices? ◦ More support? ◦ Easier access to services? ◦ How are you uniquely suited to compete with them? It is all about gathering competitive intelligence from as many sources as possible. retailSOS.ca | Gerry Spitzner 28
  • 29. Initial considerations to addressabout your idea for a new product orservice and preparation todocument the business plan. retailSOS.ca | Gerry Spitzner 29
  • 30.  If youll need funding to start your new product or clinical service, investors or funders are much more likely to provide money to you if they see that youve done some planning. What will the return on investment (ROI) be? How long will it take to break even and make money? What are the barriers to entry for us and our competition? retailSOS.ca | Gerry Spitzner 30
  • 31.  You’ll need to answer these questions... ◦ Is there really a need for the product or service and is there a market? ◦ What type of new product or service will you be starting? ◦ What Are Your Initial Plans? ◦ What Planning and Financial Skills Do You Need? ◦ What Human Resources Will You Need? ◦ What Facilities and Equipment Will You Need? ◦ How Much Money Will You Need? retailSOS.ca | Gerry Spitzner 31
  • 32.  What is the nature of your new product or service? ◦ Whether youre starting a new product or service, there needs to be a strong market for it. How do you know there is a need? ◦ Youll have to have enough evidence to convince an investor or funder -- and yourself. Who are your competitors? ◦ What makes your new product/service any different or more needed by customers? Conduct a competitive analysis. retailSOS.ca | Gerry Spitzner 32
  • 33.  What is the basic purpose of your product or service? ◦ This is your mission statement, or your value proposition. ◦ Basically, the mission statement describes the overall purpose of the product or service. ◦ When wording the mission statement/value proposition, consider the product or services’; markets, values, concern for public image, and maybe priorities of activities for survival. ◦ Use the value proposition worksheet provided in pre-reads. retailSOS.ca | Gerry Spitzner 33
  • 34.  How will you manage your finances? How will you monitor and record your income and expenses? ◦ What system will you use for bookkeeping and accounting? ◦ What system will you use to document patient counselling? ◦ How will you adjudicate with Pharmacare? ◦ How will you bill the patient? (if it’s not a covered benefit) retailSOS.ca | Gerry Spitzner 34
  • 35.  What are the major goals for your product or service over the next 24 to 36 months? What do you need to do to reach those goals? What objectives do you need to reach along the way to each goal? How will you know that the organization is efficiently pursuing its goals? ◦ Knowledge of these goals will help you a great deal when thinking about what resources/skills you will need right away. retailSOS.ca | Gerry Spitzner 35
  • 36.  What skills (and people) are needed by your organization to deliver the product or service? How will you attract and retain the best people? How will you organize your staff? ◦ Workforce planning, Specifying Jobs and Roles and Selecting Your Organizational Design (who will work for whom, etc.) retailSOS.ca | Gerry Spitzner 36
  • 37.  What equipment needs will you have? ◦ These needs depend very much on the resources needed to develop, distribute and support your product/service. ◦ Facilities Management includes, cleaning, floor washing, ventilation (HVAC), lighting, receiving dock, delivery van etc. What computer equipment will you need? ◦ Hardware, Laptops, iPad’s, mobile phones, printers, Wi-Fi etc. retailSOS.ca | Gerry Spitzner 37
  • 38.  What is the Cost of Needed Resources? ◦ Consider the costs to obtain the necessary skills, facilities and equipment identified from addressing the questions from all the previous. What are your start up costs? ◦ How much money will you need to get started before generating any revenue? ◦ Consider wages, licenses & fees, advertising, marketing & promotion, leasehold improvements etc. retailSOS.ca | Gerry Spitzner 38
  • 39.  Business summary ◦ Describes the organization, business venture or product (service), summarizing its purpose, management, operations, marketing and finances. Market opportunity ◦ Concisely describes what unmet need it will (or does) fill, presents evidence that this need is genuine, and that the patients or customers will pay for the costs to meet this need. ◦ Describes credible market research on target customers (including perceived benefits and willingness to pay), competitors and pricing. retailSOS.ca | Gerry Spitzner 39
  • 40.  People ◦ Arguably the most important part of the plan, it describes who will be responsible for developing, marketing and operating this venture, and why their backgrounds and skills make them the right people to make this successful. ◦ This section is also where you should include your advisors (board of advisors) and other healthcare professionals such as doctors, NP’s, nurses, LTC administrators etc. ◦ Also consider others you may need to make the plan a success; suppliers, corporate sponsor, associations, advisors retailSOS.ca | Gerry Spitzner 40
  • 41.  Implementation ◦ This is the how-to of the plan, where the action steps are clearly described, usually in four areas: start-up, marketing, operations and financial. ◦ Marketing builds on market research presented, include your competitive niche. How will you be better than your competitors in ways that matter to your ideal customers ? ◦ Financial plan includes, costs to launch, operate, market and finance, along with conservative estimates of revenue, typically for 2 to 3 years; a break-even analysis is often included. retailSOS.ca | Gerry Spitzner 41
  • 42.  Contingencies ◦ Outline the most likely things that could go wrong with implementing this plan, and how management is prepared to respond to those problems if they emerge. ◦ What will your recovery plan be when (not if) something goes wrong. ◦ It’s not so much about trying to identify and avoid the things that can take you off track or go wrong; it’s usually more about how you will recover. retailSOS.ca | Gerry Spitzner 42
  • 43. You have 5 minutes to communicateyour product/service strategy that mustresult in action; so, keep it simple andget to the core issues quickly. retailSOS.ca | Gerry Spitzner 43
  • 44.  Prepare and answer just three questions and you have your presentation strategy... HOW BIG do we want to be? ◦ Money, sales/cash flow WHO do we want to SERVE? ◦ Ideal audience and Customer awareness HOW will we COMPETE and WIN? ◦ Competitive advantage and Customer experience. retailSOS.ca | Gerry Spitzner 44
  • 45.  HOW BIG do we want to be? ◦ Means the Financial plan for your Business Plan and product or service idea. ◦ What are the financial goals to satisfy the owners of the business? Financial goals determine the character of your strategy. Morph from a strategy-drives-financials paradigm to a financials-drive-strategy one. Don’t try to squeeze better numbers out of a given strategy. retailSOS.ca | Gerry Spitzner 45
  • 46.  WHO do we want to SERVE? ◦ Means the Marketing Plan of your Business Plan. ◦ Who are the ideal customers to whom you intend allocating scarce resources because you believe they represent the best economic opportunity? ◦ There is no such thing as a bad customer; it’s just that some are better than others. ◦ If a customer segment (audience) can’t deliver your financial goals why would you bother with it? ◦ Consider the Lifetime Value (LTV) of a customer as a way of making a choice of who to serve. retailSOS.ca | Gerry Spitzner 46
  • 47.  HOW will we COMPETE and WIN? ◦ Means your daily Operations Plan and how you will “deliver the promise” in all the other parts of the Business Plan. ◦ How do you intend to compete with other companies available to your ideal customers and win? ◦ The most critical aspect; as it puts words to why someone should do business with you instead of with your competition. ◦ Too many objectives paralyzes progress; define the critical few and outline them. ◦ Find the three things that will achieve 80% of the strategy. retailSOS.ca | Gerry Spitzner 47
  • 48.  Step by step approach to create HOW to WIN... ◦ Select the customer needs and expectations you intend to satisfy from the segment you have chosen to serve. ◦ Examine the internal opportunities; look broadly at the competencies your organization currently has to deliver. ◦ Evaluate exactly where the competition is focusing their efforts; Which segments? Their value proposition? Market success? Vulnerabilities? (use the SWOT results) ◦ Decide on what basis you intend to compete/win and create a unique value proposition to say how you will do it. retailSOS.ca | Gerry Spitzner 48
  • 49.  Here’s an example of a value proposition... “Our basic competitive approach will be to develop intimate one-to-one relationships with our diabetic patients (customers) and be the only Pharmacy in our community that delivers disease management, healthy living and nutrition offers to match each one’s unique needs and preferences.” retailSOS.ca | Gerry Spitzner 49
  • 50.  HOW BIG? WHO SERVE? HOW WIN? Once the answer to each of these questions is clear the Strategic Game Plan Statement needs to be created. It’s developed from the answers to the 3 questions above and looks something like this... “We intend to (HOW BIG) by [desired time frame] by focusing our scarce resources on (WHO to SERVE). We will compete by (HOW to WIN).” retailSOS.ca | Gerry Spitzner 50
  • 51.  We intend to grow Pharmacy revenue from the rapidly increasing diabetic market segment from 500K to 750K by the end of 2013. We will focus our resources on working with our local 1st Nations Bands with a view to expand into other Lower Mainland bands in the 1st Quarter of 2014. We will COMPETE and WIN by... ◦ Leveraging the intimate understanding we have of the patient and their current situation with disease management. ◦ Providing personalized holistic health & wellness based solutions combined with nutritional solutions to improve daily living. ◦ Matching our CDE Pharmacists specifically with each patient, and delivering knock your socks off service to our customers. retailSOS.ca | Gerry Spitzner 51
  • 52.  Thank You... Questions? Comments? retailSOS.ca | Gerry Spitzner 52
  • 53.  Follow Twitter: @passion4retail Connect LinkedIn: Gerry Spitzner Web: retailSOS.ca Blog: gerryspitzner.com Email: gerry@retailsos.ca Online Biz Card: gerryspitzner.tel Online Biz Card: retailSOS.tel retailSOS.ca | Gerry Spitzner 53
  • 54.  retailSOS.ca is a Vancouver-based retail consultancy guiding Pharmacy owners to create, engage and retain great customers by doing the right thing extraordinarily well. Gerry Spitzner works as a management consultant supporting community Pharmacy owners to achieve results by aligning their vision and implementing marketing strategy with operational execution. Drawing on 35+ years experience in drug store multi-site retail operations, Pharmacy ownership and Pharmaceutical wholesale supply-chain; Gerry brings the leadership, knowledge and market awareness of ownership and business development to Pharmacy owners to achieve growth objectives. retailSOS.ca | Gerry Spitzner 54

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