PMH GLOBAL ENTERPRISEBOYNTON BEACH,FL2017Facil.docx

PMH GLOBAL ENTERPRISE
BOYNTON BEACH,FL
2017
Facility Hours:
Monday-Friday 8:30 AM- 4:30 PM
Saturday 8:30 AM- 2:30 PM
TABLE OF CONTENTS
Section Name
Page NumberWomen’s, Children’s, and Infants’ Clothing
and Accessories Merchant Wholesalers Vision & Mission
Our goals for Year
1Women’s, Children’s, and Infants’ Clothing and Accessories
Merchant Wholesalers Market Analysis Market Demographics
Women’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers Community RelationshipS
PlanWomen’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers AnalysisBuilding An
Women’s, Children’s, and Infants’ Clothing and Accessories
Merchant WholesalersCapital investmentWomen’s, Children’s,
and Infants’ Clothing and Accessories Merchant Wholesalers
facility management planmarketingWomen’s, Children’s, and
Infants’ Clothing and Accessories Merchant Wholesalers
production goals30-60-90 Day planWomen’s, Children’s, and

Compensation Projectionsinput expenses Sheetinput production
Sheetincome summary SheetWOMEN’S, CHILDREN’S, AND
INFANTS’ CLOTHING AND ACCESSORIES MERCHANT
WHOLESALERS VISION AND MISSION
Our Women’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers Vision
Our Mission Statement
OUR GOALS FOR FIRST YEAR
List your high-level goals for the facility. Examples of these
goals include Ambassador Travel, Top 100 New Agents and/or
excelling at Territory / Market promotions.
Owner:
The Team:
Our Facility:
Our Customer Service:
WOMEN’S, CHILDREN’S, AND INFANTS’ CLOTHING AND
ACCESSORIES MERCHANT WHOLESALERS MARKET
ANALYSIS
Market DemographicsDiscuss the demographics and growth
opportunities in the prospective Women’s, Children’s, and
locations. How will this market research affect the Women’s,
Children’s, and Infants’ Clothing and Accessories Merchant
Wholesalers? What specific customer needs have you
identified?Note: Community is the local market; Market Area

is broader, ie: the county in which your community is located.
Primary Market Area:
Demographic Analysis
Community
Micro Market
Market Area
Macro Market
Population
Population Trends
Number of Households
Home Ownership Rate
Median Housing Cost
Median Income
Language Other Than English
Market Factors

State Farm Household Penetration
Auto Penetration
Fire Penetration
Merchant Wholesalers Community Relationships Plan
Communicating With and Involving Team Members
How will you utilize your team members to build your brand
and presence in your community/market area?
Monitoring Community RelationshipsHow will you measure
your involvement and impact in the community? What
strategies will help to maintain and build relationships in your
community?
Merchant Wholesalers Analysis
Summarize your Women’s, Children’s, and Infants’ Clothing
and Accessories Merchant Wholesalers Analysis by identifying
the most important aspects of your business situation. Record
your Women’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers and market Strengths,
Weaknesses, Opportunities & Threats/Competitor Analysis

below.
STRENGTHS
WEAKNESSES
·
·
OPPORTUNITIES
THREATS / COMPETITOR ANALYSIS
·
·
BUILDING AN WOMEN’S, CHILDREN’S, AND INFANTS’
CLOTHING AND ACCESSORIES MERCHANT
WHOLESALERS
Capital Investment
How much capital do you anticipate having accessible in the
first 6 to 24 months. How will investing in your Women’s,
Children’s, and Infants’ Clothing and Accessories Merchant
Wholesalers impact your other financial commitments. It is
recommended that you have 12 months of your personal
expenses set aside with access to additional funding.
Merchant Wholesalers Facility Management Plan
Recruiting Plan
How many team members do you plan to have? What types of
recruiting do you plan in finding your team? Do you have a
growth strategy for increasing your team in the future? What is

your team member skill set requirements?Women’s, Children’s,
and Infants’ Clothing and Accessories Merchant Wholesalers
Team Member Compensation Package
How will you compensate your team? Will you incorporate a
bonus/incentive program? If so, explain.
Team Member Training Plan
How will you train & develop your team?
Accountability & Team Meetings / Team Meeting :
Do you have specific production / sales requirements for your
team? (See the chart below)
How will you measure and hold your team accountable for
results? When & how often will you meet with your team?
What will be the focus of the meetings?
Merchant Wholesalers Production Goals:
List your facility production goals that match the Year 1
monthly
Marketing
How do you plan to tailor your sales and marketing strategies to
meet the needs of the market? Provide some specific examples
of sales and marketing tactics that you would employ. What is
your marketing and advertising breakdown?
Marketing/Advertising Breakdown
Marketing

Monthly Budget
Annual Budget
$
$
$
$
$
$
$
$
$
$
Year 1 Marketing Totals:
$
$
Merchant Wholesalers Production Goal Strategies
Merchant Wholesalers goals are the drivers of your business.
These goals should align with your Personal Goals. Some
example goals are listed below; do not feel obligated to use the
ones provided and please add any additional strategies if
necessary.
Retention Strategies
How do you plan to sustain relationships with clients?
30-60-90 Day Plan

How do you plan to prepare 90 days prior to your opening?
What tasks will you be completing prior to your opening?
What do you anticipate doing 30-60-90 Days after your
opening?
8
MHCM 6320 Corporate Compliance and Legal Issues in
Healthcare
Chapter 8 Creating Policies and Procedures
Chapter 9 Education and Training
Week 6 Lecture Notes
We have been considering the effect of the application of
various laws and regulations
that affect health care providers of all sizes and scopes. All of
these providers have a
common need for the organizational structure that good policies
and procedures
provide.
Any good policy must contain certain basic elements and to
assure this content, the use

of a template is a good process. Such a template should include
the policy type, its
rationale, the population to be affected, and how to comply. It
should also include a
specification of the preferred and contingency behaviors, and
oversight responsibilities.
It should also set out the times for review and update of the
policy and the
consequences for non-compliance, both those to be applied
within the facility as well as
those likely to be the consequence from the government.
Considering each of these elements in more detail, the policy
manual must include
every element of required and expected actions and such topics
must be listed. Not
any single policy will cover every possible situation, even
within the boundaries of a
single department. So, the first step is identification of issues
that require policy
declarations. In identifying issues, no assumptions should be
made that others have
the same or even a similar perspective to your own. And, it is
important that the named

policy be enforceable.
There is an extensive list of possible policy subjects in the Text
in Chapter 8. This list
can be used as a basis for the development of a more specific,
tailored list in policy
development.
In developing and stating a policy rationale, attachment to the
specific organization is
vital, so that the importance may be understood. Unless the
policy is thought to be
important to the success of the organization, it will be difficult
to attract the necessary
attention to its requirements.
Likewise, the application of the policy to particular individuals
within the organization is
necessary to both assure the attention of those affected and to
relieve those that are not
affected from its additional responsibilities.
The policy must clearly state what behavior is required by its
terms, as well as what

contingency behavior is applicable when the primary behavior is
impossible to meet.
In order that such behaviors are understood and carried out,
there must be a clear
description of the preferred behavior, with substantial detail as
to steps to be taken. At
the same time, the contingency behavior must be spelled out in
such a way as to
demonstrate an understanding that real world situations often
require alternative
actions.
It is necessary that oversight be clearly and firmly established
in one person or category
of persons by job title.
Likewise, a process for policy review and update, including
procedures for employee
input and criticism should be established and published, along
with a publication of the
consequences for non-compliance with established policies.
Both facility and
government penalties should be inherent in the publication of

policies and should be
reinforced by the person/s with oversight
authority/responsibility.
All of this information should be contained within a Policies
and Procedural Manual.
Such a Manual, to be effective, must be published and
constantly referred to and
updated so that it is a “living” document. There is nothing more
useless than a
wonderful Policies and Procedures Manual that has been
developed, published, and
placed on a shelf to gather dust.
This Manual, when properly developed and published, can
become a primary source for
education and training of staff. In addition, the training and
education of staff can be a
rich source for the purpose of revising and updating the policies
and procedures
contained within it.
No business should assume that its employees, whether they
come fresh from a formal

education or from some or extensive experience within the
industry, are well trained and
ready to assume full and effective responsibility for carrying
out the work of the current
provider organization. A well designed training program is the
best insurance against
such bad assumptions.
Such a training program must first consider the what, who,
when, how, why and where
of content. The what is the question of what topics to be
covered, the who is the
determination of particular personnel to attend a particular
session for training, and the
when answers the question of scheduling. The how, is the
definition of the process and
time to be spent in a particular training program including the
number of sessions, as
well as determination of the methodology to be used in the
sessions. The why explains
the value of the training to its participants, while the where is
locating the training
activities.

Included in the training must be a repetition of the requirement
for reporting non-
compliance. This is repeated because of its importance as well
as because of the
natural resistance in our culture of “spying or tattling”. While
we have learned to avoid
these practices as a cultural norm from childhood, the training,
as well as the everyday
actions must reinforce the differences in non-compliance
reporting and these
objectionable practices.
Week#60To Do List-CCH
Week 6: Introduction
Introduction To Education and Training
It is often difficult to remember that you know things that
others don’t. As a manager, you are responsible to assure that
those who report to you have the appropriate and necessary
knowledge to do the job expected from them and that they are
protected from making errors through ignorance. Not everyone

begins at the same level of knowledge when accepting
responsibilities in a health care provider. Some have come
fresh from school, while others come from previous experience
in health care providers. Either one may come with incomplete
or incorrect knowledge and practices. It is best that your
facility provide quality training to ensure that they know what
is the correct and proper method and process for compliance.
Objectives
To successfully complete this learning unit, you will be
expected to:
· Set forth the components of policy development.
· Establish the purpose of creating policies and procedures.
· Itemize the roles that policies play in the compliance program.
· Define the role that penalties play in a compliance program.
· List the various types of training programs.
· Itemize the six components of a training program.
· Differentiate the learning styles of adults.
· Understand the importance of motivating your audience.
· Define the reasons why staff should be educated about
reporting non-compliance.
Week 6: Discussion
Answer the following questions:
1. Pick a law or regulation from any of the previous chapters of
the text and write a complete policy.
2. Remember a time when you were a customer/patient and
experienced an incompetent employee. Did you report that
incident? Should you have reported it?
Week 6: Case Study Assignment
Please read and choose one of the following case studies:
Case study on page 143 of your textbook.
Provide an explanation for the choice you made. Your paper

must address the following:
Address problem of the case decision
A thorough analysis including resources
Detailed comprehensive realistic recommendation
Supplements with extensive compelling evidence from
legitimate sources
Sources cited correctly in the body of the case and reference
page
p.143
“July2007: In Florida, a doctor was sentenced to 78 months in
prison and ordered to pay %504,000 in restitution and forfeit
and additional $705,000 after a jury found her guilty on all
counts of an 89 count indictment including 44 charges of health
care fraud. The female physician who practices dermatology,
billed Medicare as if she performed highly complex surgical
closure procedures when she actually only preformed simple
surgical stitches or no procedure at all”
(http://www.oig.hhs.gov)
Business Proposal Presentation
Initial Planning
Preparing to become an entrepreneur and running your own
Women's, Children's, and Infants' Clothing and Accessories
Merchant Wholesalers will take commitment and focus. First-
time business owners often don't understand that good planning
is critical to making things happen and getting things done. In
business, planning is often overlooked. In looking more closely
at becoming a Women’s, Children’s, and Infants’ Clothing and

Accessories Merchant Wholesalers owner, think about these
topics and how you would address them in running your agency
Vision
•How do you want to be perceived by your customers?
•How do you want your staff to treat your customers?
•What should your Women’s, Children’s, and Infants’ Clothing
and Accessories Merchant Wholesalers facility look like to your
customers?
•What will distinguish the level of service you provide to your
customers?
•How should your Women’s, Children’s, and Infants’ Clothing
and Accessories Merchant Wholesalers systems and procedures
function?
•How will you continually build the PMH Global Enterprise
brand?
Market Research
Begin by researching the local market area where you are
thinking of pursuing a Women's, Children's, and Infants'
Clothing and Accessories Merchant Wholesalers opportunity.
The research does not need to be included in full, in your
proposal. Include select facts and figures if they support
specific sections of the proposal. Clearly outline how this
market research affects the company. Relevant data may
include some of the following:
Population Size
•Median income
•Job market
•Population growth rates
•Unemployment rates
•Housing costs
•Primary languages(s)

Median Age
•Major competitors
•Demographic make-up
•Local business environment
•Total households and number insured
Company Analysis
•Evaluate Internal/External Market Opportunities.
•What customer segments or needs present opportunities?
•Competitive Review - Who are the toughest competitors? Why?
•Do you provide better value than competitors? Which ones?
Why? How?
•How accessible are you to customers?
•Are you staffed adequately? Are you considering adding staff?
•Is your Women’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers environment customer
friendly?
•What skills and competencies do you and staff possess?
•What skills and competencies need further development?
•Who do you consider role models to help you improve your
agency?
•What knowledge does your staff need to do a better job?
Goal Setting
•What marketplace trends will you address in your plan?
•How will you maximize the return on your marketing
investment?
•What customer segments will you pursue for which products?
•Do you have plans to improve the marketing atmosphere of
your Women’s, Children’s, and Infants’ Clothing and
Accessories Merchant Wholesalers?
•What is your staffing goal? Will the identified opportunities
require a change in your staffing?
•Do you have systems to ensure proper customer service, claim

handing, and marketing?
•What skills/abilities of yours and your staff need to be
developed to meet your goals?
•What are your personal financial goals?
•What drives your happiness?
•How to accomplish a work/life balance?
Budget
•Estimate the fixed and variable costs running in your Women's,
Children's, and Infants' Clothing and Accessories Merchant
Wholesalers to determine the amount to be invested
Required Documents
• What licenses are needed to start
Local Market Context
1. Local Market Context
a. What resources did you consult to complete your market
research?
b. What opportunities and threats emerged from your market
research?
c. How will this market research affect your Women's,
Children's, and Infants' Clothing and Accessories Merchant
Wholesalers?
Proposed Women's, Children's, and Infants' Clothing and
Accessories Merchant Wholesalers Structure
2. Proposed Women's, Children's, and Infants' Clothing and
Accessories Merchant Wholesalers Structure a. Capital
Investment
i. How much capital do you anticipated investing in the
first 6 to 24 months?
ii. How much debt do you anticipate incurring over the first 24

months?
b. Team Development
i. How do you plan to structure, hire, and develop your team?
ii. What skill sets and experiences will you look for in team
members?
c. Operating Budget
i. What is your operating budget for the first five years
(including start up)?
Sales and Marketing Strategy
3. Sales and Marketing Strategy
a. How do you plan to tailor your sales and marketing
strategies to meet the needs of the market?
b. What are some specific examples of sales and marketing
tactics that you would employ?
c. How would you market specific PMH Global Enterprise
Products?
Production Goals
4. Production Goals
a. What are your production goals over the first two years?
b. How do your production goals relate to your local
market research?
your team development plan, and sales and marketing
strategy?
c. How will you ensure your production goals stay on
track? What will you
do if your production results are below goal?
Compensation
5. Compensation
a. When do you anticipate reaching your break-even point?
b. What PMH Global Enterprise incentives will you seek
to achieve in your first two years?

Proposal Evaluation
The business proposal presentation will be evaluated on the
technical performance dimensions listed below as well as on
non-technical dimensions, such as your communication and
interpersonal skills.
Definition
Strategic Marketing
Demonstrates understanding of the industry, the competitive
position, customer demographics, and buying habits of target
customers. Develops a marketing plan.
Goal Driven
Identifies goals for the agency and team members, develops
business plan to attain goals and monitors progress toward those
goals.
Business Acumen
Demonstrates knowledge of business management and financial
principles
Tactical Marketing
Executes the marketing activities needed to carry out the
strategic plan. Uses effective tools, channels, and tactics to
deliver the message to target customers.
Resources
F. Small Business Administation Website

G. Zipskinny.com, Realtor.com, and Census.gov
PS. Use this company as a reference:
http://listings.findthecompany.com/l/13282468/Vincent-
International-Distributing-Inc-in-Miami-FL

PMH GLOBAL ENTERPRISEBOYNTON BEACH,FL2017Facil.docx

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