Business Model And Strategic Plan Part 11

Business Model And Strategic Plan Part 11strategic Pla

This strategic plan will start with the development of a new service by our fictitious company DoctorsRUs. DoctorsRUs is a company that provides world-class healthcare to people in a local population. DoctorsRUs wants to branch out to be able to help as many people who need it at a competitive price. In the sections below, I will describe the service to be provided by the new division of DoctorsRUs; how the service will address our customers need and will achieve a competitive advantage; explain the business model and vision of the new division; explain how the vision aligns with the company’s vision and mission; summarize the division’s strategic direction; and define the division’s guiding principles.

DoctorsRUs has decided to create a new division of the company focusing on customer service and providing convenient healthcare to the local population. DoctorsRUs will create a home-based healthcare division that will send medical doctors directly to your home for basic medical care and treatment of minor medical conditions. Home-based medical services will replace traditional doctors’ offices for treatment of minor illnesses (cough, colds, flu, earaches, etc.), minor injuries (tick bites, minor burns and cuts, etc.), health screenings and monitoring (cholesterol checks, blood pressure monitoring, glucose screenings, etc.), skin conditions (rashes, ringworm, lice, etc.), vaccinations (flu, pneumonia, etc), and physicals (camp, sports, etc.).

DoctorsRUs’ home-based division’s mission statement is to provide children and adults with a doctor and a nurse who specialize in family healthcare via home-based appointments. DoctorsRUs will come to you when you are feeling unwell and will provide a diagnoses and basic treatment in your home. If the doctor feels your illness is severe and warrants a trip to the emergency room or urgent care center, they will facilitate getting you where you need to be for the next steps in the healthcare process. DoctorsRUs has agreements in place with local emergency rooms and urgent care center as well as on-call ambulance staff who can transport the patient to the nearest hospital or center to get the escalated care the patient needs.

The creation of the home-based healthcare division will directly address customer and patients’ needs for medical treatment from the comfort of their homes. When you don’t feel well the last thing you want to do is take a shower, get dressed and drive to the doctor’s office to wait for an appointment or the availability of your doctor. Home-based healthcare will take the stress out of the doctor’s visit and puts the driving in the hands of well-rested and healthy doctors and nurses. Privacy is also important to both the doctor and patient, and with the advancements in technology, our doctors can bring your medical records with them to your home via laptop and VPN technology.

The VPN technology will allow the doctor to access your medical records from a safe and secure location in a datacenter while being able to provide the care and attention the patient deserves. The key differentiator and competitive advantage DoctorsRUs sets to achieve is with their cost structure. Without the overhead costs of a brick and mortar doctor’s office, DoctorsRUs can keep costs low and in competition with local urgent care facilities. The cost would be more than a typical office visit but much less than a trip to the local emergency room.

DoctorsRUs’ vision for the future is to expand our services from our initial location to locations across the United States. To get us there, DoctorsRUs has created the following business model and pricing structure to ensure a decent gross profit while maintaining our company’s mission to provide cost-effective healthcare. The monthly cost for providing our home-based services are shown in the table below: Monthly Costs for each Home-Based Doctor / Nurse Team Doctor’s Salary $13,000.00 Nurse’s Salary $5,600.00 Car Payment $250.00 Car Insurance $80.00 Malpractice Insurance $1,000.00 Gas $250.00 Medical Supplies $200.00 Vehicle Maintenance $100.00 Lab Fees / Equipment $1,400.00 Ambulatory Outsourcing $1,000.00 TOTAL: $22,880.00

The costs for our home-based medical services each month shows that we will have an outflow of $22,880.00 every month. To offset these costs, DoctorsRUs has created the pricing structure below which is equal to or less than the amount changed by local urgent care centers: Price List for Medical Services Provided (per occurrence) Minor Illnesses $229.00 Minor Injuries $229.00 Health Screenings $229.00 Health Monitoring’s $150.00 Skin Conditions $229.00 Vaccinations $200.00 Physicals $229.00 Lab Test – A1C $45.00 Lab Test – Pink Eye $35.00 Lab Test – Blood Sugar $35.00 Lab Test – Flu $45.00 Lab Test – Lipid Panel $45.00 Lab Test – Mono $35.00 Lab Test – Pregnancy $35.00 Lab Test – Strep $45.00 Lab Test – Urine $45.00

The average cost of each visit will be $213.50 plus any Lab test costs incurred. If each doctor/nurse team performs eight home-based visits per day for a total of 160 home-based visits per month, the average income that would be brought in each month is $34,160.00, resulting in a monthly profit of $11,280.00. Aligning with the Company’s Mission and Vision As stated previously, DoctorsRUs’ home-based division’s mission statement is to provide children and adults with a doctor and a nurse who specialize in family healthcare via home-based appointments. This mission statement is in direct confluence with the company’s overarching mission statement to improve the health of the diverse community we serve, through excellence in patient care, customer service, and convenient access.

Strategy management ensures that only projects that are a good fit for an organization are selected for implementation and that those projects meet the businesses established strategic goals and objectives (Kerzner, 2013). A company’s mission statement is a declaration of why a business exists and what goals it plans to achieve. The goals of the mission statement must be mirrored by the company’s Project Management Office (PMO) or the group that manages a company’s portfolio. DoctorsRUs’ portfolio managers within their PMO understand the direction the company is heading and know all of the factors that should be considered when creating a new service division.

The DoctorsRUs’ homes-based division met the business objectives of the company and as was demonstrated in the Vision and Business Model section, will generate a lucrative financial return on investment. DoctorsRUs’ new home-based division will ensure the company’s continued success, as we understand the importance of portfolio management and how it ties into the company’s mission statement. If the new home-based division didn’t meet the company’s missions statement, business goals and objectives we would not be where we are today, announcing our new service. Guiding Principles and Values DoctorsRUs is committed to providing world-class healthcare by demonstrating a culture rich in positivity, respect, and courtesy.

To achieve the level of excellence, we transpire to reach we will exceed the expectations of our patients, embrace our cultural differences, own our actions, treat our colleagues with professionalism and bring pride to the DoctorsRUs name. DoctorsRUs believes that it is our social responsibility to provide healthcare to everyone who needs it. The company also believes in implementing best practices to ensure a better tomorrow such as limiting waste and conserving natural resources. DoctorsRUs uses recycled materials when allowed and recycles all waste products. Electric cars are also used by our doctors and nurses to reduce pollution caused by gasoline consuming vehicles.

Ethics is of vital importance to DoctorsRUs. DoctorsRUs’ code of ethics demonstrates the principles of ethical behavior that will be followed in the workplace. All employees will practice with empathy and kindness while respecting the rights and wellbeing of others. Employees will provide quality patient care regardless of the patient’s race, religion, age, sex, ethnicity, disability, or sexual orientation. Employees will preserve and protect the confidentiality of privileged information and will not, share, reproduce, or publish the information in any form. Employees will comply with all applicable local, state, federal laws, and any state healthcare practice acts.

Paper For Above instruction

Developing a comprehensive strategic plan is essential for healthcare organizations seeking to expand or introduce new services. This paper explores the strategic development process of DoctorsRUs, a fictitious healthcare company, focusing on the creation of a new home-based healthcare division. The analysis includes service description, customer needs, competitive advantage, business model, mission alignment, strategic direction, guiding principles, and ethical considerations, illustrating how these elements integrate to support sustainable growth and organizational success.

DoctorsRUs has identified a growing demand for accessible, convenient healthcare solutions, particularly for minor illnesses and injuries. The company’s strategic decision to launch a home-based healthcare division aims to meet this need by leveraging technology, operational efficiency, and strategic partnerships. The division promises to deliver medical and nursing services directly to patients' homes, effectively replacing traditional outpatient visits for minor health issues. This innovative approach enhances patient comfort, reduces stress, and improves access, aligning with current healthcare trends emphasizing patient-centered care and convenience (Hwang et al., 2015).

The division’s mission emphasizes providing family healthcare through dedicated physicians and nurses who visit patients at home. It strives to improve health outcomes while ensuring affordability by significantly lowering overhead costs associated with brick-and-mortar clinics. The use of secure VPN technology facilitates access to digital medical records, ensuring comprehensive and personalized care. The division’s vision is expansive, aiming to extend services nationwide, supported by a scalable business model that balances quality, cost-efficiency, and profitability.

The financial model indicates that each doctor and nurse team performs multiple daily visits, generating substantial revenue that surpasses operational costs. With an average visit cost of $213.50 plus additional lab fees, monthly revenues are projected at over $34,000, yielding a profit margin that sustains organizational growth (Kerzner, 2013). Strategic alignment with the broader organizational mission ensures that the division contributes to the overarching goal of community health improvement while maintaining financial viability.

Furthermore, guiding principles underpin the organization’s culture, emphasizing respect, professionalism, environmental sustainability, and ethical responsibility. Practices such as recycling, use of electric vehicles, and adherence to legal and ethical standards reflect the commitment to sustainability and social responsibility (Carroll & Shabana, 2010). Ethical behavior, driven by a comprehensive code of ethics, ensures that patient dignity, confidentiality, and equitable treatment remain central to service delivery.

In conclusion, the strategic planning process for DoctorsRUs demonstrates the integration of service innovation, operational efficiency, ethical standards, and organizational values. By aligning its strategic initiatives with mission-driven goals and leveraging technological advancements, DoctorsRUs is poised to establish a profitable, sustainable, and patient-centered healthcare model that adapts to evolving community needs and industry standards.

References

• Carroll, A. B., & Shabana, K. M. (2010). The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice. International Journal of Management Reviews, 12(1), 85-105.
• Hwang, U., Suter, E., McDonald, D. S., & Moore, L. (2015). Community-Based Resources and Emergency Department Use in Older Adults. Journal of the American Geriatrics Society, 63(4), 735-743.
• Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th ed.). Hoboken, NJ: John Wiley & Sons.