Business Plan

[Company logo]

Authors: Taulant Komani & Nico Schweizer

Nanoo Taulant Komani & Nico Schweizer

1. NANOO CONNECTING PATIENTS AND DOCTORS.....................................4

1.1. Business Idea.......................................................................................................... 4
1.2. Vision, Mission & Strategy......................................................................................... 4
1.3. Management Team................................................................................................... 4
2. SERVICE OFFER...............................................................................6
2.1. Core Service........................................................................................................... 6
2.2. Development Requirements.......................................................................................6
2.3. Technology.............................................................................................................. 6
3. MARKETS & CLIENTS.........................................................................7
3.1. Market overview / Porters 5 Forces............................................................................7
3.1.1. Industry competition........................................................................................... 7
3.1.2. Bargaining power of suppliers.............................................................................8
3.1.3. Bargaining power of buyers................................................................................8
3.1.4. Threat of new entrants.......................................................................................8
3.1.5. Substitution...................................................................................................... 8
3.2. Target Market.......................................................................................................... 8
3.2.1. Clients............................................................................................................. 8
3.2.2. Market Volume.................................................................................................. 9
4. COMPETITIVE LANDSCAPE................................................................10
4.1. SWOT of Nanoo.................................................................................................... 10
4.2. SWOT of competitors..............................................................................................10
4.3. Analysis................................................................................................................ 10
5. MARKET ENTRY..............................................................................11
5.1. Product Strategy.................................................................................................... 11
5.2. Price Strategy........................................................................................................ 11
5.3. Place Strategy....................................................................................................... 12
5.4. Promotion Strategy.................................................................................................12
6. OPERATIONS.................................................................................13
6.1. To be filled............................................................................................................ 13
6.2. To be filled............................................................................................................ 13
7. ACTION PLAN.................................................................................14
8. RISK ANALYSIS...............................................................................15
8.1. Strategic Risks....................................................................................................... 15
8.2. Market Risks......................................................................................................... 15
8.3. Financial Risks...................................................................................................... 15
8.4. Operational Risks................................................................................................... 15
8.5. Risk Map.............................................................................................................. 15
9. FINANCIAL PLANNING......................................................................16
9.1. Pessimistic Financial Scenario.................................................................................16
9.1.1. Income Statement........................................................................................... 16
9.1.2. Balance Sheet................................................................................................ 16
9.1.3. Cash Flow Statement.......................................................................................16
9.2. Optimistic Financial Scenario...................................................................................16
9.2.1. Income Statement........................................................................................... 16
9.2.2. Balance Sheet................................................................................................ 16
9.2.3. Cash Flow Statement.......................................................................................16
10. FUTURE PERSPECTIVE..................................................................17

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10.1. Future Potential..................................................................................................17

10.2. Conclusion........................................................................................................ 17

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1. Nanoo connecting patients and doctors

1.1. Business Idea

The recent megatrend Internet of Things (IoT) became an omnipresent topic in business
discussions. IoT describes the fact that different devices can be linked and interconnected
with each other to share information and data. In addition, health related applicants are
transforming business models. Healthcare has been under enormous cost pressures recently
due to the increasing population age and shortage of healthcare professionals. Therefore,
lately there has been a high trend among healthcare companies to digitalize and provide
remote solutions to their patients that reduce the need for appointments and lower the cost
simultaneously. We started thinking about ways we could create value not only for the
patients and doctors, but also for the overall healthcare system and governments. After
careful analysis of the market, we have discovered that there are tens of applications for
progressing the health of babies, about recommendations for parents, however there is no
application that tries to link the parents and doctors within a plaform. Our company Nanoo,
will exactly fill this gap by providing a unique way to connecting pediatricians and general
practitioners with parents.

Our business idea can be clustered to the above mentioned trends and developments as
well. The name of our company is Nanoo. It is a Start-up business and is organized as a
business partnership. Nanoo is a platform which serves as an exchange measure between
patients and doctors. Our target group of patients are babies, children and teenager from 0-
19 years of age. The platform will be provided via an application (app) and web application
for the patients side. The doctors will experience a web application as well but with a
different user surface that fulfills the requirements for a doctors daily business activities.

The application will provide an organized electronic health (care) report for babies, children
and teenagers until the age of 19. The application on the patients side offers several
features for parents to track the health condition for their children. Further, the application
serves a social platform for parents which offers a forum to discuss issues and topics and to
exchange clothes. However, the main unique selling proposition (USP) of our business is the
connectivity between doctors and its patients. Doctors and patients will have a continuous
overview about the health condition of the babies, children and teenagers. Further, it will
enable to appoint visits at the doctor via the application and reminders will pop up before the
visit or when vaccines are necessary.

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The platform and the direct exchange between doctors and patients is beneficial as it saves
time for both sides. Patients can directly enter health data like blood pressure measurements
into the application and the information is directly transferred to the doctor.
Describe shortly the Megatrend Internet of Things as an introduction
Talk about Health related applications etc. (backed with the article of Taulant)
Name of company: Nanoo
Type of business: application and web application
Business structure: partnership and the business is a startup
Idea as such:
o Electronic health(care) report/CV for babies/children/teenagers until they
reach the age of 18
o Describe the USP of connecting patients with doctors and continuously
tracking the health of the patients
o Likely to be successful: the connectivity part and the trend of connecting
devices, people etc (in the healthcare sector)
o Visualization of the connectivity between the parties (with MS Visio)

1.2. Vision, Mission & Strategy

The overall vison of Nanoo is being the leading connectivity part between patients and
doctors that supports the well-being of children through fast and efficient interavtivites with
their doctors.

Based on the vision, the mission statement of our business can be formulated. Our mission
is to provide a functional, fair and easy-to-use application for every day health purposes and
issues.

In order to achieve the vision and the mission of our business, we pursue the following
strategic objectives

Spreading the idea of our platform / application

Strengthening the network with doctors

These two objectives are crucial for the success of our business as our business idea needs
to be promoted in order to attract potential customers. Further, the network with doctors is
necessary since they will be one of the main users of our platform.

1.3. Management Team

Consists of two open-minded personalities with a great passion for different cultures
and international work environments, currently being in the final phase of their Master
studies in International Management at the FHNW
Taulant Komani:
o Bachelor of Science in Business Administration (studied in 3 different
countries)

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o Work experience in different companies

o Start up / Entrepreneur experience
o Focus: Marketing and Business Development
Nico Schweizer:
o Bachelor of Arts in Business Administration (studied in 3 different countries)
o Dual study program and therefore work experience
o Audit at Ernst & Young / IT-Project Management at Arcondis AG (IT-
Consulting)
o Focus: Financial Management and Project Management with focus on IT
Below the combined strengths as well as weaknesses of the management team are
combined and presented by the following table:

Strengths Weaknesses
Strong academic background No strong network
Start-up experience Years of professional experience
Cultural awareness
Six different languages
Broad field of experience in Marketing, Financial
Management, Business Development, Project
Management, Consulting

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2. Service Offer
2.1. Core Service

2.2. Development Requirements

2.3. Technology

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3. Markets & Clients

3.1. Market overview (Porters 5 Forces)

The current market is analyzed by applying the five forces which have been introduced by
Michael Porter. This management tool allows us to identify all key stakeholders in the market
and to evaluate their influence on our business. This influence is described and visualized
with a traffic light system. A red box indicates that the influence on our business is strong and
can be a potential danger or risk. Yellow boxes describe a medium risk. In contrast, a green
box shows that there is only a relatively low danger or risk of the particular force. The
following figure visualizes the five forces and its main aspects.

1.1.1. Industry competition

The app and platform business is relatively new. Therefore, it is first of all difficult to
predict in which direction the trend of digitalization is going to. Secondly, in this
world it is not easy to clearly identify another business as a competitor because there
are no clear borders of where the business starts and ends
There are lots of different apps available regarding baby care and tracking of the
childrens progress in growing and getting older (rough number can be checked by
looking in the app store) >50 apps available and identified by going through the
app stores of the operation systems Android and iOS
Yellow = medium

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1.1.2. Bargaining power of suppliers

Our business considers the app developer and the associated ongoing service to
operate the app as suppliers
Thousands of app developers available around the world (in Europe: 439.000 Android
Software developer and 540.000 iOS Software developer):
https://de.statista.com/statistik/daten/studie/388886/umfrage/app-entwickler-von-
android-und-ios-in-europa/ low switching costs and outsourcing is possible
Green = low

1.1.3. Bargaining power of buyers

At beginning phase resistance of customers is possible (private ones)

Resistance among the second customer group is possible as well (doctors)
Companies that advertise through our app (third customer group)
Real benefit of the customers has to be shown price then relatively low compared
to the benefit it offers (no high financial burden)
Yellow = medium (overall for all three customer groups)

1.1.4. Threat of new entrants

Since the initial financial investment for developing an app (starts with only a few
thousands https://savvyapps.com/blog/how-much-does-app-cost-massive-review-
pricing-budget-considerations; http://mobilbranche.de/2015/07/ibusiness-studie-die) is
pretty low, it is easy to enter in that kind of business
Sustainability of the new entrants can be doubted
If our idea succeeds, it is likely that others will follow our trend
Red = strong

1.1.5. Substitution

No app/platform that works like ours is existing at the moment

Therefore the risk of substitution (using another product/service) is relatively low
Green = low

3.2. Target Market

1.1.6. Clients

Target group1: Patients: mothers and fathers of babies/children up to the age of 18

are the main users of the app
o Willingness to track the health condition of their children
o Saves time for them not to see the doctor that often and still being in contact
with him/her busy people
o Socializing through the feature of meeting other mothers/fathers with children
Target group 2: Doctors: having their own medical practice and bigger institutions like
a Kinderspital
o Simplifying their business processes
o Additional and faster help when deciding about what drug/medicament to give
to the patient
Target group 3: Companies which advertise through our app difficult to measure,
just rough estimations
o Pharma companies

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o Companies selling baby stuff

1.1.7. Market Volume

Define the target country for the initial launch: CH

Identify the amount of target group 1 (checking birth rate in CH and amount of people
between 0-18) birth rate in 2016 (CH): 85,648
(https://www.bfs.admin.ch/bfs/de/home/statistiken/bevoelkerung/geburten-
todesfaelle/geburten-fruchtbarkeit.html) amount of people of target group (CH):
1.661.173 summed up (0-19)
(https://www.populationpyramid.net/switzerland/2015/)
Germany (amount of people of target group): 14.421.250 summed up (0-19)
(https://www.populationpyramid.net/germany/2015/)
Germany birth rate (2015): 737.575
(https://www.destatis.de/DE/ZahlenFakten/GesellschaftStaat/Bevoelkerung/Geburten/
Geburten.html)
Identify the amount of target group 2 (checking amount of kinder doctors in CH)
o Germany (2016): 14.466 (Kinder- und Jugendmedizin)
(https://de.statista.com/statistik/daten/studie/158849/umfrage/aerzte-nach-
taetigkeitsbereichen-in-deutschland/)
o CH (2015): 1.707 (Kinder- und Jugendmedizin)
(https://de.statista.com/statistik/daten/studie/296846/umfrage/anzahl-der-
aerzte-in-der-schweiz-nach-fachrichtungen-und-geschlecht/)
Breaking both numbers down in order to come to an amount of potential users of the
app

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4. Competitive Landscape

4.1. SWOT of Nanoo

4.2. SWOT of competitors

4.3. Analysis

New offerors:

Suppliers: Buyers:
Industry
competitor
s

Replacement
products:

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5. Market Entry
The market entry strategy is presented by using the classical marketing-mix consisting of the
four Ps: Product, Price, Place and Promotion. The market entry strategy has been developed
based on the current market situation and the target clients (chapter 3) as well as the
competitive landscape (chapter 4). It has to be pointed out that this market entry strategy
exclusively focuses on the two target clients doctors and patients (target group 1 and 2 as
mentioned in chapter 3.2) as this will be the core business. The market strategy for the third
target clients, which are advertisements of companies (chapter 3.2), are not considered at
that stage as it is only a minor revenue stream which is expected to grow after the
awareness of our service has been risen. Each of the four Ps is further outlined in the
following subchapters.

5.1. Product Strategy

One product app which serves as a platform for exchange between patients and
doctors
Subcategories for the involved parties (doctors and parents of the children/teenagers)
Product innovation the connectivity between patients and doctors
Functional, easy-to-use application

5.2. Price Strategy

For doctors:

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o 1 year subscription: 949 CHF

o 2 years subscription: 1695 CHF
o 3 years subscription: 2295 CHF
o 5 years subscription: 2995 CHF
For patients:
o CH: Download fee of 4.29 CHF for the entire usage of the app
o Germany: Download fee of 3.49 EUR for the entire usage of the app
Customers will be willing to pay our prices due to the fact that they are lower
compared to average market prices
o Lower than competitors in the fight for doctors (mention the 500 CHF
competitor per month)
o Lower than other apps for patients (around 4-5 CHF)
Therefore, we are approaching a penetration strategy with the aim to attract potential
customers by offering our service for lower prices compared to the competitors and
the current market average price
o Target: gain market share at the beginning and raising awareness within the
market for our new product
o After some time, when the market share is rising, prices will be increased to
reflect the gained position in the market and to increase the profit margin

5.3. Place Strategy

The overall distribution channel for the platform (app) will be via E-commerce
o There will be an own Nanoo website with information about the service and
the associated benefits. Further, the pricing model will be visible.
o The homepage will also inform the (potential) customers about how and
where to purchase the service. There are two different ways to receive the
product:
For doctors: direct purchase via the homepage of Nanoo
For patients: on the homepage there will be a link to the App-Stores for
either Android phones or iOS phones
Thus, the main distribution channels are the actual website of Nanoo
and the mentioned App-Stores

5.4. Promotion Strategy

Promotion strategy is of essential importance for Nanoo in order to raise awareness

for the service
Different promotional activities will be needed to achieve this target
Promotion strategy is based on three different activities:
o Advertisement (print and online versions) in baby/children magazines to make
parents aware of the app (price???)

5.5. Soziale Netzwerke

Die Werbung auf Facebook oder LinkedIn hngt davon ab, wie viele Personen das
Unternehmen ansprechen will und wie viel Geld es zu investieren bereit ist. KMU haben die
Wahl zwischen den Systemen Cost-per-Click (CPC) und Cost-per-Mille (CPM). Ein Verzicht
auf ausreichend Werbung in den sozialen Netzwerken ist kontraproduktiv (Werbeflchen sind
bereits ab CHF 0,01 erhltlich). Um konkrete Ergebnisse zu erzielen, wird empfohlen,
mindestens CHF 20 pro Tag zu investieren.

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Quellen: Verband Schweizerischer Werbegesellschaften (VSW) sowie die zitierten

Unternehmen, Stand 2015.

5.6. Zeitungen und Zeitschriften

In einer Lokalzeitung schwankt der Preis fr eine Anzeige zwischen CHF 290 fr eine
Sechzehntelseite in Schwarzweiss in La Gruyre und mehr als CHF 23'500 fr eine ganze
Seite in Farbe in 24 heures. In einer berregionalen Zeitschrift oder Tageszeitung kostet eine
Werbung zwischen CHF 4'900 fr eine Fnftelseite in Le Temps und mehr als CHF 68'500 fr
eine ganze Seite in Farbe in 20 Minuten. Alle Printmedien bieten Preisreduktionen, wenn die
Anzeige mehrmals erscheinen soll.

https://www.kmu.admin.ch/kmu/de/home/praktisches-wissen/kmu-
betreiben/marketing/marketinginstrumente/kosten-einer-kampagne.html

o
o Direct mailing to the target doctors
o Sales Promotion (Free-trial for 15 days for doctors) information will be
provided through direct mailing to the doctors
o Social-Media: Facebook, LinkedIn and Instagram

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6. Operations

6.1. To be filled

6.2. To be filled

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7. Action Plan

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8. Risk Analysis

Risk analysis phases

Identify risks
Evaluate risks
Limit risks
Monitor risks
Impact

Probability of occurrence

8.1. Strategic Risks

8.2. Market Risks

8.3. Financial Risks

8.4. Operational Risks

Not registered for App Store etc.

8.5. Risk Map

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9. Financial Planning
Costs: http://howmuchtomakeanapp.com/estimates/results 87,800 USD (transfer in CHF)
https://savvyapps.com/blog/how-much-does-app-cost-massive-review-pricing-budget-
considerations more information about pricing for developing an app

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Tax/dttl-tax-corporate-tax-
rates.pdf tax rate

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9.1. Pessimistic Financial Scenario

1.1.8.Income Statement

1.1.9.Balance Sheet

1.1.10. Cash Flow Statement

9.2. Optimistic Financial Scenario

1.1.11. Income Statement

1.1.12. Balance Sheet

1.1.13. Cash Flow Statement

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10. Future Perspective

10.1. Future Potential

10.2. Conclusion

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