Here are some suggestions to consider regarding the questions: To differentiate further in the value chain, you could look at deeper integration such as producing your own fitness/wellness/food services rather than outsourcing. Gathering more customer data over time to truly understand their needs and tailor the experience. To help overcome adoption obstacles: - Emphasize the holistic health benefits of combining care with vacation/lifestyle vs just being a care facility. Testimonials from happy customers could help convey the added value. - Engage with health insurers to educate them on your services and explore partnership opportunities like discounts or direct billing. A pilot program with one insurer could help prove your value. - Consider

1. Residence Oud Bommenede
Scope of Operations
Distribution Channels
Team: Chloé Brown, Liane Groenedijk, Ricardo Silva, Mario Sol

2. Agenda
 Initial Investments
 Scope of Operations
◦ Value Chain Advantage
 Distribution Channels
 Adoption Factors
 Demand Forecast

3. Investments Start-up phase
Start-up 2010-2011 Estimated cost
Land, 5 ha 300,000
Plumbing 31,400
Gas, water, electr installation 35,600+25,400+29,000
Lighting property 10,600
Infrastructure 45,000
Building & Furnishing
- Homes / apartments (60, averaged) 4,701,000+1,260,000
- Main care building 360,000+145,000
- Tea house 360,000+60,000
Computer system 40,000
Total: 7,403,000

4. Scope of Operations
Inhouse Operations Estimated annual cost
Strategy & Procurement (2 managers) 120,000
Firm infrastructure & maintenance 80,400
(receptionist, gardener, cleaning)
Marketing & Sales 25,000
Gas, Water, Electric 80,640
Total: 306,040
Outsourced operations Estimated annual cost
Home Care n/a
Fitness & Wellness Center n/a
Specialists n/a
Tea Room Service n/a
Total: n/a

5. Scope of Operations
Firm Infrastructure & ROB strategy
Human Resource Management
Technology Development
Procurement
- Acquiring & maintaining quality ‘services’
- Customer awareness, adoption, loyalty

6. Value Chain Advantage
ROB aims to Challenges:
differentiate: - Many loose
- Relationship marketing components
- Location Zeeland - Is it enough?
- Privacy and space
Future development:
- Backward integration
-Fitness/wellness/tea room
- Always know your customers

7. Distribution Channels
Reaching the client through marketing and
sales.
Main purpose:
- Customer awareness
- Customer adoption

8. Distribution Channels
 Website
 Patient associations
 Private clinics
 Health Insurance Companies
 Holiday mediators
 Newspapers
 Word of mouth
- Website, magazine feature articles, flyers -

9. Adoption factors
Favorable factors
• Clear concept of holiday/care combination
• Reputation area Zeeland
• Track record entrepreneurs
Potential Obstacles
• Added value becomes clear through
experience
• Coverage of health insurance

10. Demand Forecast
Year 2012 2013 2014 2015 2016 2017 2018 2019
Availability 10 20 30 40 40 40 40 40
Awareness 40 60 70 75 80 80 80 80
(%)
Purchase 0,000 0,0002 0,0002 0,0004 0,0005 0,0005 0,0005 0,0006
Intention 1
Price 36.00 36.000 36.000 36.000 40.500 40.500 40.500 40.500
(Year 0
calculation)
Yearly Sales 86,4 259,2 302,4 648 972 972 972 1.166,4
(Thousand € (2.4) (7.2) (8.4) (18) (24) (24) (24) (28)
[nº])
Cumulative 86,4 345,6 648 1.296 2.268 3.240 4.212 5.378,4
Sales
(Thousand
€)
60.000 as potential market
Marketable Year = 45 weeks, weekly price of average 800 until 2015 changes to 900

11. Questions for you...
 Value Chain Challenges
 Q. Are we different enough?
 How to overcome the obstacles to
adoption?
• Added value becomes clear through
experience
• Coverage of health insurance