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Small Business Plan

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Submitted By kajillion
Words 2438
Pages 10
Jane Doe
Second National Bank
123 Fourth Street
New Albany, IN 47150

May 4, 2014

Dear Ms. Doe,

Please find enclosed a copy of the business plan for Kajillion Compounding Solutions Thank you for taking the time to consider our proposal and hope that you find all pertinent data within. There is seemingly a pharmacy on every street corner in the United States, any of which can fill a prescription for a pill or cream any time day or night. But, there is a pharmacy sector that is being largely ignored. Compound pharmacy is a booming business for those few pharmacies that partake. It is estimated that the business of pharmacy compounding has grown to over a billion dollar per year business (PRWEB.com, 2012). What Kajillion Compounding Solutions aims to do is to aid pharmacies that are not currently compounding and help them establish that as a part of their business. The main target of this company are independent pharmacies all over the country. KCS's goal is to reach out to traditional retail pharmacies and offer them assistance in gauging the interest in compounding as well as offer them our unique knowledge and expertise in helping them maintain that business after they have chosen to move forward. The founders of the company hold nearly one hundred thousand dollars in capital to help the business get off the ground. We are asking for another twenty thousand dollars to help offset some start-up costs and the in the acquisition of equipment that will be used to demonstrate the practice of compounding inside the guest pharmacy. This type of business, by it's nature is going to take some time to build up the clientele to begin turning large profits, but has tremendous potential to make a great deal of money. Thank you for taking the time to read and evaluate our business plan. We are more than available to come in and speak with you and your staff to further flesh out any details.
Sincerely,

Table of Contents 1.0 Executive Summary 2.0 The Company 2a. Company Description 2a1. Vision Statement 2a2. Mission Statement 2a3. Objectives 2a4. Company Background 2b. Product/ service and industry 2b1. Product/ service description 2b2. Industry Description 3.0 The Market 3a. The Market and Target Customer 3b. Competition and Competitive Advantage 3c. Marketing Strategy 3c1. Overall Strategy 3c2. Sales Plan 3c3. Competitive Plan 3c4. Growth Plan 4.0 The Organization 4a. Legal and Organizational Structures 4b. Key Personnel 4c. Related Service Providers 4d. Location 5.0 The Financials 5a. Critical Risks 5b. The Deal 5c. Income Statement 5d. Cash Flow Projection 5e. Balance Sheet 5f. Start-Up Costs 5g. Assumptions 5h. Schedule 6.0 The Appendices
1.0 Executive Summary PCCA defines compounding: "Pharmacy compounding is the art and science of preparing personalized medications for patients. Compounded medications are “made from scratch” – individual ingredients are mixed together in the exact strength and dosage form required by the patient. This method allows the compounding pharmacist to work with the patient and the prescriber to customize a medication to meet the patient’s specific needs." Kajillion Compounding Solution's main goal is to provide compounding services to pharmacies that do not currently provide them for their customers through a number of different avenues. By way of in-store presentations a KCS representative will perform a demonstration of a variety of compounding techniques with the latest equipment. Following the presentation will be a Q&A. By focusing on small, independent pharmacies KCS will have better control of its message and a closer relationship with pharmacists and pharmacy owners. The development of the company will be multi-faceted. KCS will sell training, supplies and supplementary education and documentation in order to assist pharmacies develop and maintain profitable compounding business. Upon opening KCS will work from the retail space of its co-founder until it is off the ground. Then it will move into a small business space. The current model does not include the need for a retail space, but if the future should include that, it will a part of the plan moving forward. The advertising budget will be very small at first because the niche for KCS will be fairly small. What advertising being done will be through SEO and website development as well as social media outlets. The bulk of the advertising budget will be for ad placement in pharmacy trade magazines, particularly those that focus on compounding. Kajillion Compounding Solutions will be led by Randy Smith. Mr. Smith has over a decade's worth of experience in the pharmacy field and five years as a full-time compounder. Acting in a supplementary role will be Anthony Westmoreland, RPH, owner of Westmoreland Pharmacy and Compounding in New Albany, Indiana. Mr. Smith will utilize his own experience as well as the experience of Mr. Westmoreland. We plan to minimize costs by initially only utilizing the two staff members. We anticipate reaching profitability by year two and have substantial revenue by year three.
2.0 The Company 2a. Company Description
2a1. Vision Statement
Compound pharmacy is an exciting way to serve the medicinal needs of your customers. Our vision is to provide pharmacies with the tools, vision and know-how to give their patients access to compounded medicines.
2a2. Mission Statement
It is the mission of Kajillion Compounding Solutions to provide rich, timely information, services and training for pharmacists and pharmacy staff so that they can provide skilled compounding services to their customers. 2a3. Objectives
The objectives for the first three years include:
Exceed customer expectations with excellent demonstrations, training and services from day one.
Have twenty five pharmacies under contract for any of a combination of continuing education training, equipment rental, and online and email assistance services.
Develop a business plan that can survive off of its own cash flow.
2a4. Company Background After years working in a compounding lab, the owner Randy Smith fell in love with compounding and began to wonder why more pharmacies were not also compounding. It quickly became evident that the reason that more pharmacies were not compounding were complex, but can be broken down into two categories, lack of education on the topic and cost. As he researched those two reasons he began to formulate a way to eliminate them. Firstly, there was a lack of education. Many pharmacist hadn't done any compounding since they were in school. Much has changed even in the last ten years. Mr. Smith began to talk to regional independent pharmacist via email to gauge interest in compounding education classes and received strong positive feedback. Secondly, there was the matter of cost. Compounding has advanced a great deal in the last few years and the equipment to do it is quite expensive. So the question became, if pharmacies could lease equipment from a reputable dealer for a reasonable monthly payment would they be willing to compound if it meant less commitment to the equipment, and response was favorable.
2a5. Keys to Success
The keys to success for KCS include:
Create excitement in the pharmacy community for compounding.
Satisfy our customers with excellent customer service and attention to detail above and beyond customer expectations.
Maintain low overhead and operating costs.
Always innovate. 2b. Product/ service and industry
2b1. Product/ service description
Kajillion Compounding Solutions will offer a mix of products and services. These include:
Subscription formulation services/standardized best by dating.
Continuing education for pharmacy and pharmacy lab staff provided on site.
Equipment rental and maintenance performed on site.
2b2. Industry Description We have been unable to find another company that is currently providing the same mix of goods and services that Kajillion Compounding Solutions hopes to fill. The compounding niche is fairly small and most companies in the field tend to focus on one aspect of the business.
3.0 The Market
3a. The Market and Target Customer This business is trying to build a weak, but growing market. Compounding pharmacy grew in revenue even as the economy struggled and should continue to grow as the recovery continues. But, what KCS offers is not compound pharmacy per se, but more the ends to that means. It is difficult to define this market as it seems to be a new market. The target customer, though, will primarily be owners of small, independent pharmacies. Many large retail pharmacies, Walgreens as an example, already have in place some form of compounding department. They tend to be under-equipped and slow, two points that a Kajillion compounding lab would not be.
3b. Competition and Competitive Advantage The advantage that Kajillion Compounding Solutions will offer to their clients over other less full featured companies in the same niche will the the fullness and completeness of the relationship with the pharmacies in its care. Being in a new market in a small niche the only competitive advantage that will matter is customer service. Getting to know everyone involved in each of the Kajillion labs will be central to the strategy of hooking customers and holding onto them.
3c. Marketing Strategy
3c1. Overall Strategy The overall marketing strategy will be a media mix including print and social media marketing as well as cold calling small pharmacies. The key will be to have a report with clients and potential clients. The pharmacy fraternity tends to be a tight one and cultivating one relationship will foster goodwill with another.
3c2. Sales Plan The sales strategy will be based on generating long-term relationships with each of our customers. The staff will be trained to handle all matters of sales, rental and training so that no customer will ever have to be left on hold or passed from representative to representative. By keeping interactions high in information and low in complexity KCS will strive to maintain customers for the long haul.
3c3. Competitive Plan Creating a new niche means there is no direct competition. This means keeping an eye on any number of companies that may be working to become competition to our product/service mix. This means looking closely at companies involved in compounding such as ingredient sales companies such as Letco, Medisca, Fagron and equipment companies such as AirScience and Unguator. These are companies that Kajillion will necessarily be working closely with, so it will be important to develop patentable information and procedures.
3c4. Growth Plan The one to three year growth plan is to cultivate a client base and use those funds to purchase more and better equipment to rent and to use in demonstrations. The key will always be on the cutting edge as to get the most from equipment rental and sales. The plan is to double in size after three years.
4.0 The Organization
4a. Legal and Organizational Structures
Kajillion Compounding Solutions will be organized as an LLC in the state of Indiana.
4b. Key Personnel
The key personnel will initially be Randy Smith and Anthony Westmoreland. The business will run with only two employees. The personnel plan is to hire one office support staff by month six and one additional trainer/representative by the end of month eighteen.
4c. Related Service Providers KCS will work with a number of companies in the industry, helping companies set up buyer accounts and assist in the maintenance of equipment. Those service providers will include:
Letco (https://www.letcomedical.com/)
Medisca (https://www.medisca.com/Pages/Home.aspx)
Fagron (http://fagron.us/)
Airscience (http://airscience.com/)
Unguator (http://www.unguator.com/en/index.php)
4d. Location The physical location of the operation will be New Albany, Indiana. But, representatives will travel nationwide for demonstrations.
5.0 The Financials
5a. Critical Risks The are a set of inherent risks when working in the medical field. The DEA and FDA are always looking in on compounding pharmacies. And with a series of errors in compounding labs across the country the rules and laws of compounding pharmacy are likely to change in the years to come. This may hamper a compounding labs ability to continue compounding or scare away potential new compounders. Either eventuality is a risk of this business. There is also the risk of a large, more connected company trying to develop a program similar to Kajillion. One of the companies listed above is a prime potential rival.
5b. Income Statement

5c. Cash Flow Projection
5d. Balance Sheet

5e. Start-Up Costs
5f. Assumptions
Is there a need for your product or service? The industry is growing. Pharmacies like to make money. If they are not compounding they are leaving money on the table.
Is there a significant customer base? The customer base is smaller than in many industries, but pharmacy owners tend to have money, so the customer base is small, but strong.
Can this business turn a profit? It is possible to keep the overhead very low and hold very little inventory. So while the company grows the profit may be slow to come initially but the grown potential is high.
Are you the right person to run this business? With a desire for business and a love of compounding the knowledge and desire base is there. So, the staff have the right combination of education and desire for growth.
Is your business funded appropriately? Funding is strong and one of the founders is wealthy with a desire to succeed and a willingness to contribute capital to make the company a success.
5g. Schedule We plan to have the business open and running within three months. Without a storefront to furnish and finish the start up time is very fast. Within six months we hope to have the first round of business trips schedule and be on the road to successs.

References
Air Science. (n.d.). Air Science. Retrieved May 4, 2014, from http://airscience.com/
Compound Pharmacy Marketing - More Doctors. More Compounds. More Money.. (n.d.). Compound Pharmacy Marketing. Retrieved May 4, 2014, from http://compoundpharmacymarketing.com/
Compounding Pharmacies in the US Industry Market Research Report Now Available from IBISWorld. (n.d.). PRWeb. Retrieved May 4, 2014, from http://www.prweb.com/releases/2012/5/prweb9521056.htm
Fagron. (n.d.). Fagron. Retrieved May 4, 2014, from http://fagron.us/
From the IACP. (n.d.). Letco Medical. Retrieved May 4, 2014, from https://www.letcomedical.com/
Medisca | Landing Page | Active Pharmaceutical Ingredients | Pharmacy Compounding. (n.d.). Medisca | Landing Page | Active Pharmaceutical Ingredients | Pharmacy Compounding. Retrieved May 4, 2014, from https://www.medisca.com/Pages/Home.aspx
What is Compounding? - PCCA - Professional Compounding Centers of America. (n.d.). What is Compounding? - PCCA - Professional Compounding Centers of America. Retrieved May 4, 2014, from http://www.pccarx.com/what-is-compounding

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...themselves, not how they actually appear to others. Many small businesses get snared in this same trap. For an accurate picture of where your business is, conduct external and internal audits to get a clear understanding of the marketplace, the competitive environment, and your organization’s competencies (your real—not perceived—competencies). 2. Identify what’s important. Focus on where you want to take your organization over time. This sets the direction of the enterprise over the long term and clearly defines the mission (markets, customers, products, etc.) and vision (conceptualization of what your organization’s future should or could be). From this analysis, you can determine the priority issues—those issues so significant to the overall well-being of the enterprise that they require the full and immediate attention of the entire management team. The strategic plan should focus on these issues. 3. Define what you must achieve. Define the expected objectives that clearly state what your organization must achieve to address the priority issues. 4. Determine who is accountable. This is how you’re going to get to where you want to go. The strategies, action plans, and budgets are all steps in the process that effectively communicates how you will allocate time, human capital, and money to address the priority issues and achieve the defined objectives. 5. Review. Review. Review. It’s not over. It’s never over. To ensure the plan performs as designed, you must hold regularly scheduled...

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