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BUSINESS PLAN

Road map of
International Hajj Hospital – Indonesia
FLOW OF PRESENTATION

• PREFACE
• Current market assessment
• Gap of supply AND Demand
• Market Niece Analysis
• Porter 5 Forces / SWOT Analysis
• Action plan to answer those challenges above
• Assessment of of Feasibility
• Entitled Vision – Mission – Purpose of the International Hajj Hospital of
Indonesia
• Services included
• International hajj hospital – Indonesia and its development
PREFACE

 Indonesia, the world’s fourth most populous nation, is 86 percent Muslim—and the
largest Islamic country. This fact shows that the market niece of Hajj and Muslim
related activity are always welcome.
 The Indonesian health system has a mixture of public and private providers and
financing. The public system is administered in line with the decentralized government
system in Indonesia, with central, provincial and district government responsibilities
 There are a range of private providers, including networks of hospitals and clinics
managed by not-for-profit and charitable organizations, for-profit providers, and
individual doctors and midwives who engage in dual practice (i.e. have a private
clinic as well as a public facility role).
Trend of Hajj of Indonesia 2008-2017
CON’T ..

 The presence fact has been confirm that health related issue of hajj
have not been taking seriously by the government.
 The current facilities are unable to provide sufficient services in order to
ensure the smoothness of the Hajj and Umrah of Indonesian citizen.
 The purpose of this proposal is to accommodate market needs of Hajj
and Umrah healthcare related activity that can ensure the smoothness of
of the pilgrimage by providing best and most international standard
hospital in Indonesia.
SWOT ANALYSIS
STRENGTHS (S) WEAKNESSES (W)
1. The new concept of integrated services of Healthcare 1. Current market leader of Hajj hospital that has been
related of Hajj and Umrah that has been standardize by established under Government of Indonesia (Ministry of
International renowed body (ISO, JCI) Religious Affairs).

2. The concept one stop shopping mega complex that 2. Challage to provide the reasonable and affordable price
providre a – z services related activity of Hajj and especially the current cost of Umroh and Hajj in Indonesia.
Umrah

3. Government support of its existance of the facilities 3. Internal management challenge to provide the best yet
affordable services healthcare related to Hajj and Umrah.

4. Provide the security, safety and comfort of people who 4. The limitation of HR with international standard who able
are about to do Hajj and Umrah to provide excellent services.

OPPORTUNITIES (O) THREATS (T)


1. The 86% of Muslim population of Indonesia 1. Conventional hospital that has been running and provide
the services
2. Market niece of Hajj and Umrah that always increase 2. Cheap and affordable price of current competitor
every year
3. Power of purchase of Indonesia has been increased 3. The increasing of price of current medical related
every year products.
INTERNASIONAL HAJJ HOSPITAL OF INDONESIA
WILL SUPPORT THE LATEST TECHNOLOGY
EQUIPMENT :

 Digital Medical Record dan Picture Archiving and Communication


System (PACS) dan integrated information technology
 Magnetic Resonance Imaging (MRI) 1,5 Tesla
 Multi Slice CT Scan 128 slice
 Mobile Fluoroscopy C-Arm dan X-Ray Digital terbaru
 EEG & EMG
 Audiometry
VISION, MISSION AND PURPOSE

• The objective : To accommodate the needs of the HAJJ community in


spesific and indonesian in general on providing one stop shopping
concept of best , affordable and international standart of hajj related
services.
• Vision : BECOME RENOWN AND MOST RESPECTABLE FACILITY WITH
INTEGRATED ONE STOP SHOPPING CORNER WITH HIGH QUALITY
SERVICES FOR HAJJ AND UMRAH RELATED SUPPORTING ACTIVITY
MISSION :

 Being a referral hospital that has the best service and quality standards in Indonesia
within the next 5 years
 Creating an independent hospital both financially and human resource capabilities with
professional services
 Develop a Health Services and Research with specialization in HAJJ AND UMRAH RELATED
ACTIVITY
 Develop facilities and infrastructure of health services
 Providing health services for people who can not afford good health insurance through the
poor, as well as in corporate social responsibility (Corporate Social Responsibility) for the
poor are not covered
Purpose :
• Creating Infrastructure consists of Hospital, Sport Center, Environmental Health
Recovery Support, and Other Supporting Facilities in an integrated region.
• Develop health services for the HAJJ AND UMRAH RELATED ACTIVITY
• Provide health services to the poor through health insurance of the poor (HIP),
veterans and the poor are not reached by HIP as a form of corporate social
responsibility (Corporate Social Responsibility) with the allocation of 10-20% of
available bed capacity.
• Achieved 20% market share in 5 (five) years in the greater Jakarta area
• Be a benchmark for referral hospitals in Indonesia
• Creating a health supporting facilities, whether it be sports facilities, health
centers and medical equipment sales.
• Make commercial facilities as a source of income support and other
HOSPITAL SERVICES
No. Hospital Services

1. Outpatient
2. - Pediatric Clinic
3. - Internal Medicine Clinic
4. - Cardiology Clinic
5. - Obstetric and Genecology Clinic
6. - General Surgery Clinic
7. - Neurology Clinic
8. - Psychiatry Clinic
9. - Ear Nose Throath Clinic
10. - Eye Clinic
11. - Lung Clinic
12. - Aesthetic (Skincare) Clinic
13. - Vaccine Clinic
14. - Dental Clinic
15. - Geriatric Clinic
16. - Medical Rehabilitation Clinic
17 - Medical Check Up Unit
No.
Hospital Services
2. Outpatient Clinic (Batch II)
- Thorax Cardiovaskular Clinic
- Plastic Surgery Clinic
- Pediatric Surgery Clinic
- Digestive Surgery Clinic
- Oncology Clinic
- Urology Clinic
- Macrofacial and Dental Surgery Clinic

3. Unit (A&E)
4. Ambulance
5. Fisiotherapy
6. Inpatient Services
7. ICU/ICCU
8. PICU/NICU
9. High Dependency Unit Room
10. Operation Theater
11. Recovery Room
12. Endoscopy/Gastroscopy/Colonoscopy/ESWL
13. Cath Lab
14. Hemodialysis Clinic

15. Supporting Unit


- Basic Radiology
- Advanced Radiology
- Pharmacy
- Pathology
- Advanced Pathology
- Central Medical Record
16. General Services
- Parking man
- Cleaning Services
- Security
- Laundry
- Garden and Pest Control
- Ganeral Engineering and Medic
17. Marketing Services
- Internal Marketing
INVESTMENT HOSPITAL
CHARACTERISTICS

• NATURE OF THE BUSINESS IS NOT SOLELY ORIENTED BUSINESS THAT GENERATES


PROFIT, BUT ALSO BEARS A SOCIAL MISSION TO HELP PEOPLE LESS FORTUNATE.
MORE IMPORTANTLY, REGARDING THE LIFE (LIVES) OF HUMAN AND MEDICAL
ETHICS SHOULD BE UPHELD BY EVERY MEDICAL-RELATED PROFESSIONS.
• INVESTMENT TO BUILD A VERY LARGE HOSPITAL WITH A RELATIVELY LONG RETURN
TO THE LEVEL OF RETURN THAT IS NOT TOO BIG COMPARED TO OTHER
INDUSTRIES.
• HOSPITAL EQUIPMENT IS GENERALLY A HIGH-TECH EQUIPMENT SO EASY TO WEAR
WITH A RELATIVELY LIMITED LIFE. THIS RESULTED IN A CONSIDERABLE COST TO
PURCHASE ADEQUATE EQUIPMENT.
• COMPETITION AMONG HOSPITALS IS ALSO MAKING RATE OF RETURN BECOMES
LONGER, BUT WITH SUPERIOR SERVICE PRODUCT IS EXPECTED TO SLOWLY TAKE
MARKET SHARE.
CON’T
 Number of Hospitals in Indonesia amounted to only 1,334 units, with the ratio between the
number of care beds (B) and population is only 1: 1,580. Comparison of the ideal ratio between
the number of Bed and Total Population is 1: 500.

 The assumption that if an average of one hospital has 200 beds, is still needed about 2,250
Hospital to serve the needs of the entire population of Indonesia.

 Number of Hospitals in Indonesia amounted to only 1,334 units, with the ratio between the
number of care beds (B) and population is only 1: 1,580. Comparison of the ideal ratio between
the number of Bed and Total Population is 1: 500.

 The assumption that if an average of one hospital has 200 beds, is still needed about 2,250
Hospital to serve the needs of the entire population of Indonesia.

 No. INTEGRATED AND HIGH QUALITY HAJJ AND UMRAH HEALTHCARE CENTRE THAT BENE
OPERATED IN Indonesia. CURRENT PLAYER ARE COMING FROM GOVERNMENT FACILITY WITH
LOW QUALITY OF SERVICES
Problems in Hospital Business
 Hospital investment costs are very costly, especially for construction
and procurement of equipment and provision of other medical
personnel.
 it is very difficult to get expert doctors, especially specialists and
paramedics.
 Operational costs are also quite expensive so that the hospitals
charge to the consumer excessively, due to higher investment and
maintenance costs.
 less effective and efficient due to low occupancy levels, operating
costs are not monitored well, and other overhead costs that should not
be charged to the Hospital
 in addition to providing hospital healthcare facilities, commercial
facilities also need to develop more profitable so that it can be used
to support the cost of substantial operational
THREATS AND OPPORTUNITIES
• Hospitals are still insufficient numbers in Indonesia, especially specialist hospitals making the potential
market is still benefits from the business side. Growth in the number of patients estimated to be ± 16%
(source: Ministry of Health, 2017)

• Hospital service levels are still low, and hospitals that are focused on providing hardware to make the
patient level to upper middle class chose to hospital for treatment abroad. It is a threat and an
opportunity to educate the consumer to believe that local products have an international standard
with the relatively more affordable cost.

• Currently there are no Hospitals that focus on HAJJ AND UMRAH RELATED SERVICES.

• THE HAJJ AND UMRAH ACTIVITY ARE MOST PROFITABLE ACTIVITY DUE TO THE CURRENT
POPULATION OF INDONESIA WITH 86% MUSLIM HENCE BUILDING THE BUSINESS THAT EASE THE
PROCESS OF HAJJ AND UMRAH WILL ALWAYS RECEIVED AN ADVANTAGE OF THE CURRENT
CIRCUMSTANCES.

• Hospital threat to investment is the amount of investment and return on investment that is long enough.
It can be anticipated through cooperation with captive insurance, international financial institutions
and all travel Hajj & umrah as a consumer that can generate substantial revenue for the Hospital.
STRENGTHS AND WEAKNESSES

• THE STRENGTH OF THE HOSPITAL TO BE DEVELOPED IS


THE FINANCIAL ASPECT OF THE SUPPORT AND
STRENGTH OF THE SYSTEM DIGITAL TECHNICAL ASPECTS
CONTROLLED BY THE DIRECTOR, MARKETING MANAGER
AND ALL DOCTOR SPECIALIST.
• THE MAIN DRAWBACK IS THAT THE HOSPITAL OLD IS
BUILT IS STILL DEVELOPING SMALL GO TO
INTERNATIONAL, NOT YET HAVE A WELL-KNOWN
BRAND IMAGE SO THAT THE NECESSARY
COMMUNICATION AND PROMOTION STRATEGY IS
QUITE INTENSIVE AND AGGRESIF.
RISK AND BENEFITS
• The investment in the business of the Hospital is an investment with a great value
and over a relatively long time (± 10 years). Investments would be in vain if the
business is not managed properly.
• The accuracy in designing the right strategy, implementation of effective and
efficient as well as the formation of a solid and competent team to be a necessary
condition that must be done before the development is carried out.
• Proper site selection and value that is not too big an investment in land acquisition
is also a key factor in the success of this project.
• Commitment between capital owners and operators as well as hospital
management also must be absolute and must be maintained existing commitments.
Integrity and loyalty among existing teams is a necessary condition that must be
met.
KEY SUCCESS FACTORS
Short-term strategies that should be done, among others, are:
Develop a Feasibility Study for the establishment of the Hospital International.
Develop Market Research to measure the market potential and design a marketing strategy
Develop detailed Project Plan Development and Equipment Procurement of effective and
efficient
Planning for minimizing potential problems and make alternative plans to address the
potential problem
Develop a project organizational structure and management of the hospital the following
job description for each organ in the organization
LONG-TERM STRATEGIES THAT SHOULD BE DONE,
AMONG OTHERS, ARE:
• Develop sustainability and consistency relation Investor, Executive and
Management appointed.
• Conduct an optimal marketing strategy to always look at market
conditions, the level of competition and innovation of products and
services needed.
• Make some hospitals and hospital networks to develop the operational
costs can be further reduced
HOSPITAL CONCEPTUAL STRATEGIES
 The concept of Internasional HAJJ HOSPITAL OF Indonesian is providing health
facilities through the hospital as a One Stop Solution for the HAJJ AND UMRAH
RELATED HEALTH SERVICES.
 The hospital is a hospital that was developed to international standards that benefit
from the business side without forgetting the social aspect to provide services to all
Indonesian people, especially for the poor
 The hospital developed will be the benchmark hospitals across Indonesia with a goal
of 5 (five) years has international certification for quality of service from Joint
Commission International (JCI).
RESOURCE REQUIRED

 Personnel: Human resources are needed qualified human resources, ethical and high
integrity, especially in medical and management personnel who have a high
intrapreunership.
 Technology: Aspects of the technology used is optimal with a high-tech equipment selection
of effective and efficient.
 Finance: Hospital investment is an investment with a large value (high capital investment) so
that the necessary financial arrangements are optimal
 Distribution: Marketing network that will be used to market the products of health services
is through cooperation with third-party distribution company that has experience in
marketing healthcare services.
PLAN OF ACTION

• Promotion: will be used is below and above the line and, more important
is the mouth to mouth marketing from satisfied customers on quality and
service excellence.
• Product and Services : will continue to develop products and innovative
health services and well-received by consumers.
• Products and services are made based on research developed at the
research center which targeted a specific number of new products every
year.
FINANCIAL PLANNING AND FINANCING

 The value of investment for the construction of INTERNATIONAL HAJJ HOSPITAL OF


INDONESIA, is Rp 500 Billion WITH RESERVE FUND OF 10%, by the number of bed
as much as 200 beds.
 Development carried out for 2 (two) phases with each phase for 1 (one) year :
 The first stage is the development of infrastructure of roads, fences, and a portion of the
building environment of care that includes 150 beds, software and medical equipment.
 The second phase of development includes the construction of maintenance facilities for 50
beds and other infrastructure equipment that has not been completed.

 Investing in INTERNATIONAL HAJJ HOSPITAL OF INDONESIA accounted for by


calculating a payback period or Break Even Point (BEP) for 10 (ten) years.
MARKETING STRATEGY
 Marketing strategy is done is an integrated marketing strategy and
progressive with a powerful marketing team.
 Cooperation with foreign hospitals and doctors are expected to bring
patients from abroad to Indonesia.
 For optimization of the marketing strategy, cooperation with third parties as
a powerful marketing consultant in the international market.
 The Hospital is also working with private and government health insurance
(health insurance), ministry of religion, travel hajj and umrah plus as well as
with social security, and Health of the Poor (HIP).
LEGAL FORMAL STRUCTURE

 Formal legal structure developed for the International Hajj and Umrah
Hospital Health Centre in the City is the formation of Limited Liability
Company (PT) for the new hospital and health management of city.
 Establishment of foundations for the provision of health services for
people who are less able to manage CSR funds held by the company.
HOSPITAL DESIGN

The concept of health city is a new concept in Indonesia, a city built by the
construction of a centralized health in International hajj hospital of Indonesia
and support services that include :
Hospital with 200 bed capacity
Sport Facility
Supporting Health Facility
Hostel and Guess House
Workshop
Office
Other Supporting Facilities
Master Plan Development
International hajj hospital of Indonesia
LAY OUT
LAY OUT
LAYOUT
1. SEGMENTATION
Market segmentation must be determined how large-scale businesses
Hospital to be made, whether large-scale hospitals, medium or small.
This segmentation is also given estimates that competitors face to face
and have almost similar products and services to competitors either directly
or indirectly.
Recommendation : Market segmentation is a medium-scale hospital with
a ± 200-bed built to grow with a specialist service which focuses on the
specialization of hajj and umrah HealthCare facility
2. TARGETING
Must be determined whether the Hospital which will be
targeted to the consumer who has a good economic level,
middle or bottom.
Recommendation : Target markets will be the Hospital for
the middle to high mainly patients from poor families while
providing a professional service, friendly and understanding
the patient. But also provides care for patients with upper-
middle economic level with inpatient services VVIP and VIP
levels, which may be in separate areas.
3. POSITIONING
Hospital Positioning is determined whether a given
service is the General Hospital or Hospital with specialist
services. Public service can be a regular clinic services
with an emphasis on the equipment owned.
Recommendation : The proposed positioning is made
which is Specialization Hospital Educational and Medical
Ethics for priority customers.
4. SERVICE QUALITY
Quality of services to be provided to consumers should be
determined to what extent.
Recommendation : Quality of services provided is a middle-class
hospital service quality, but coupled with the friendliness and
familiarity in serving consumers, ranging from front office to back
office. Consumers are also expected to participate to want to
provide input for improvement of services at a later date. All levels
of employees are required to be friendly and helpful to consumers
who have hospital environment.
5. DOCTOR’S TEAM AND MANAGEMENT
Management Team and the physician who will manage the hospital should
be determined in advance. Some doctors who have had the name should also
be recruited to attract patients to the hospital.
The team doctor is a doctor who will be recruited to work in a team that has
integrity, medical ethics and good medical track. With the cooperation of
international management with the Hospital will provide technology transfer
from foreign workers to local workers.
Recommendation : Team of doctors chosen by a competent person, this
person will also be plotted as a director of medical services that many have
network specialists in Jakarta and surrounding areas.
6. LOCATION AND SERVICES
 LOCATION AND LAND AREA MUST BE DETERMINED BASED ON
MARKET RESEARCH TO BE CONDUCTED. SUITABILITY OF THE SERVICE,
THE POSITION OF EXISTING COMPETITORS AND THE COST OF LAND
ACQUISITION IS NEEDED IS ALSO A MATERIAL CONSIDERATION TO BE
MADE
 RECOMMENDATION : WHILE THE PROPOSED LOCATION IS IN
EXISTING OF AMINAH HOSPITAL .
7. EQUIPMENT SPECIFICATION
Determination of the built infrastructure specification is also determined
based on information from marketing research that was made and the
consideration of equipment and services to be developed.
Recommendation : If possible, equipment to be purchased is the
preferred local equipment that has quality and good after sales. For high-
tech equipment, priority is Japanese product that has good quality and
price is not too high. Generation technology used is not the latest
technology in the world, considering the prices are still very high, but the
second level of technology with specifications similar to the much lower
price.
CONSTRUCTION PHASE

 DEVELOPMENT STAGE IS THE STAGE WHICH COST CONSIDERABLE. INCLUDES THE


CONSTRUCTION PERMIT, THE ENVIRONMENTAL IMPACT ASSESSMENT (EIA), LAND
PREPARATION AND CONSTRUCTION PROCESS.
 INFRASTRUCTURE TO BE BUILT IS A HOSPITAL FACILITY OPERATIONAL SUPPORT TO RUN
PROPERLY. INCLUDE:
 OUTPATIENT EXAMINATION ROOMS
 INPATIENT ROOM
 ADMINISTRATION ROOM
 EMERGENCY ROOM AND ICU
 SUPPORT FACILITIES (LABORATORIES, PHARMACIES, ETC.)
 PUBLIC FACILITIES (MOSQUES, MUSHOLLAH, WAITING ROOMS, TOILETS)
 COMMERCIAL FACILITIES (RESTAURANT, A BUSINESS LOUNGE, CENTERM SPORT SHOPS)
No. Hospital Services

1. Outpatient
2. - Pediatric Clinic
3. - Internal Medicine Clinic
4. - Cardiology Clinic
5. - Obstetric and Genecology Clinic
6. - General Surgery Clinic
7.
8.
- Neurology Clinic
- Psychiatry Clinic
PHASE I
9. - Ear Nose Throath Clinic
10. - Eye Clinic
11. - Lung Clinic
12. - Aesthetic (Skincare) Clinic
13. - Vaccine Clinic
14. - Dental Clinic
15. - Geriatric Clinic
16. - Medical Rehabilitation Clinic
17 - Medical Check Up Unit
No.
Hospital Services
2. Outpatient Clinic (Batch II)
- Thorax Cardiovaskular Clinic
- Plastic Surgery Clinic
- Pediatric Surgery Clinic
- Digestive Surgery Clinic
- Oncology Clinic
- Urology Clinic
- Macrofacial and Dental Surgery Clinic

3. Unit (A&E)
4. Ambulance
5. Fisiotherapy
6. Inpatient Services
7.
8.
9.
ICU/ICCU
PICU/NICU
High Dependency Unit Room
PHASE
10.
11.
12.
Operation Theater
Recovery Room
Endoscopy/Gastroscopy/Colonoscopy/ESWL
II
13. Cath Lab
14. Hemodialysis Clinic

15. Supporting Unit


- Basic Radiology
- Advanced Radiology
- Pharmacy
- Pathology
- Advanced Pathology
- Central Medical Record
16. General Services
- Parking man
- Cleaning Services
- Security
- Laundry
- Garden and Pest Control
- Ganeral Engineering and Medic
17. Marketing Services
- Internal Marketing
MEDICAL EQUIPMENT PROCUREMENT PHASE

Procurement procedures are standard procedures conducted for the


procurement of materials to be carried out as follows :

Spesifikasi Detail
(BoQ, Pricing, Quality, Delivery, Service)
Procurement Team Vendor Assessment
Buyer (Manunggal)
Asses Sub Contractor
/Vendor/Supplier Vendor Classification
And Rating

Request for Quotation Vendor Submit Quotation


(RFQ)

Quotation from Vendor


Sourcing Team
Procurement Team
Manunggal Management Sourcing Table
Owner Representative

Selection by
Supplier Selection Scoring Rating

Product / Service Delivery


Sourcing Team
Procurement Team
Manunggal Management
Owner Quality & Delivery Control
OPERATIONAL PHASE

This stage is run by forming System Operating Procedure (SOP) is optimal for supporting
business processes with minimal possible violations.

1. Sales & Marketing


Sales force to market to these companies as well as to clinics around the site to be a
reference center in the area
Training for medical personnel such as doctors, nurses and midwives need to be conducted
periodically as a promotional event the hospital.
Held in cooperation with the manufacturer so that the cost will be lower, and participants
do not have to pay. This promotion system as do some hospitals obtain good results.
2. Finance & IT
Financial processes for cost control must be done carefully so that no unnecessary expenses.
Control is done through an integrated information system, where each entry is required through the
cashier and made SOPs also set a fairly clear division of authority in every post.
Information systems are developed for all operational aspects of the company, from HR systems, Sales,
Finance and Security. This information system should be developed through open information systems (eg
Linux) so that the issue of copyright is not a problem in the future.
Surveillance using surveillance cameras (CCTV) is also performed in addition to security as well to see
the quality of services delivered to each customer officer.
3. Operational
 Operational processes performed by the target service quality and efficiency of use of the
resources needed.
 Internal and external audits are also conducted periodically. Expected to obtain certification as
an ISO 9002 quality of service in the third year of operation

4. Human Resource
 Aspects of Human Resources is also important for the survival of the company. Starting from
recruitment and selection process are made with adequate SOPs, and training and development
to improve the quality of service and remuneration systems that support business processes in
companies
EVALUATION STAGE
• Evaluation phase is the phase 6 (six) months of operation the Hospital.
• At this stage of the analysis done by looking at the performance of every employee,
customer feedback and regular meetings are conducted in every department,
especially for the improved quality of care.
• Personnel assigned as internal audit should provide regular monthly reports on the
quality of services provided by any staff in the field.
• This evaluation also makes referrals to the future strategy for product development.
• Evaluation of products and services that have made the reference to the development
of new products and services to be launched.
• At this time also determined whether a person needs to be rotated, promotion or
relegation.
IMPORTANT FACTORS IN THE
DEVELOPMENT OF HOSPITAL
 Waste Processing System: Waste treatment system should be the primary consideration in the presence of a regulatory
requirement to obey any Hospital

 Conformance: Comfort for everyone, especially patients and their families is the success rate of hospital design. The
process flow of people and goods to be optimal also the most important part so as not to impede business processes
that occur.

 Security: Safety factor becomes important, the flow of goods and people in and out must be considered carefully so
that the loss can be reduced

 Gree Design: The design is made of environmentally friendly, uses minimal energy use, and efficient to support business
processes. Use of materials and technology that can be recycled and used again a top priority. Building design that is
used is a design that minimizes energy use and where possible reduce the use of A / C and lighting

 IT Support: Information systems developed to date is to support all business processes, both for implementation and
supervision of each type of activity undertaken. IT system used is open source so that the issue of copyright misuse does
not have to worry about.
LOCATION
 Hospital Aminah very good and strategic location was chosen because
the capital consider ease of access for patients from any area. Location
of this international medical hajj and umrah center near the capital
Jakarta are supported by adequate transport links, good for the
community from out of town, and in the city.
 In addition, also consider the proximity of the location of the hospitals in
Jakarta so that patients from referral hospitals can easily reach the
location of this medical center.
FINANCE CALCULATION
INVESTMENT
 The cost of investments made under this is still a cost that is still a rough estimate,
so changes in either the addition or reduction of fees in accordance with the
needs of the client can still be possible.

 Costs incurred include the cost of initial investment, the cost of routine operations,
and contingency costs for the hospital during the immature period (grace
period).

TOTAL INVESTMENT COST


No DESCRIPTION TOTAL (Rp)
1 Investment Cost 445.000.000.000
2 Operational Reserve Fund 50.000.000.000
3 MONTHLY Operational Cost 5.000.000.000
Total 500.000.000.000
INVESTMENT COST
No. TYPE OFM INVESTMENT Note Price Unit Total (USD)

1. Land and Aminah Hospital Ownership 11.000 11.360 8.620.890

2. New Building 9.800 3.241.379

3. Medical Equipment Investment 14.068.965

4. Non Medical & Inventory Investment 1.517.241

5. Working Capital First Year 3.103.448

6. Management System First Year 248.275

7. Preopening Cost 234.482

8. Reserved Fund 3.448.275

TOTAL 34.482.955
INFRASTRUCTURE COST

NO DESCRIPTION unit VOL UNIT PRICE SUB TOTAL (Rp)

A LAND PREPARATION
1 Land Cost (Buy & Legality) m2 90.000 750.000 67.500.000.000
2 Land Cut & Fill m2 90.000 30.000 2.700.000.000
3 Fences m1 1.400 450.000 630.000.000
SUB A 70.830.000.000
B UTILITIES
Water Pump (Artesis, Instalation &
1 Distribution) unit 1 400.000.000 400.000.000
2 Drainage m1 4.000 850.000 3.400.000.000
3 Corrido between Building m1 700 750.000 525.000.000
4 Waste Water Treatment unit 1 900.000.000 900.000.000
5 Fire Hidrant unit 1 1.020.000.000 1.020.000.000
6 Electricity
a. Installation of Power by PLN unit 1 550.000.000 550.000.000
b. Generator Set for Back Up unit 1 500.000.000 500.000.000
7 Water Heater unit 1 1.000.000.000 1.000.000.000
8 Lightning Rod unit 3 140.000.000 420.000.000
9 CCTV & Security Equipment Ls 1 2.500.000.000 2.500.000.000
SUB B 11.215.000.000
C BUILDING
1 VVIP Room m2 70 6.438.298 450.680.832
2 VIP Room m2 100 5.722.931 572.293.120
3 1st Class Room m2 500 4.655.000 2.327.500.000
4 2nd Class Room m2 1.440 4.655.000 6.703.200.000
5 3rd Class Room m2 2.880 4.655.000 13.406.400.000
Obsgin Room , ICU & Medical
6 Rehabilitation Room m2 1.152 4.655.000 5.362.560.000
7 Operating Room m2 192 4.655.000 893.760.000
8 Radiology Room m2 120 6.688.500 802.620.000
9 Laboratorium Room m2 120 6.468.000 776.160.000
10 Emergency Room (UGD) m2 100 5.390.000 539.000.000
11 CSSD Room, Pharmacy Room m2 150 4.655.000 698.250.000
12 Laundry & Workshop Room m2 216 3.990.000 861.840.000
13 Commercial Facility m2 800 4.655.000 3.724.000.000
14 Office Room m2 3.240 4.620.000 14.968.800.000
15 Hostel m2 200 3.500.000 700.000.000
16 Director House m2 400 4.900.000 1.960.000.000
17 Guest House m2 200 4.200.000 840.000.000
18 Mosque m2 200 3.500.000 700.000.000
19 Praying Room m2 90 3.080.000 277.200.000
20 Generator Room m2 25 3.003.000 75.075.000
21 Incenerator Room m2 48 3.570.000 171.360.000
SUB C 56.810.698.952
D PARK AREA & PARK
1 Street m2 4.500 114.940 517.230.000
2 Building Park m2 1.800 120.000 216.000.000
3 City Parks m2 10.500 50.000 525.000.000
4 Pool m2 200 2.500.000 500.000.000
SUB D 1.758.230.000
COMMUNICATION & INFORMATION
E EQUIPMENT
1 PABX, LAN, Intranet/Extranet, Audio, Visual unit 1 450.000.000 450.000.000
2 Computer Server unit 3 25.000.000 75.000.000
3 Computer Client unit 50 6.000.000 300.000.000
4 Networking Facilicy lot 1 120.000.000 120.000.000
5 Pheripheral (Printer, Scanner, Infocus) lot 1 50.000.000 150.000.000
6 Software Development unit 1 400.000.000 400.000.000
7 Computer Forms unit 1 95.000.000 95.000.000
8 Network Hardware & Instalation unit 1 325.000.000 325.000.000
9 Terminal Phoe unit 150 500.000 75.000.000
9 TV & Display unit 50 12.000.000 600.000.000
SUB E 2.590.000.000
F MEDICAL EQUIPMENT & FURNITURE
1 VVIP (2 bed) dan VIP (4 bed) Room Bed 6 1.007.450.000 6.044.700.000
2 1st Class Room Equipment Bed 20 803.210.000 16.064.200.000
3 2nd Class Room Equipment Bed 48 194.275.000 9.325.200.000
4 3rd Class Room Equipment Bed 60 83.965.000 5.037.900.000
5 Commercial Facility Equipment Unit 1 563.686.005 563.686.005
6 ICU Room Equipment Bed 5 2.267.000.000 11.335.000.000
7 Medical Rehabilitation Equipment unit 1 8.109.500.000 18.109.500.000
8 Laboratorium Equipment unit 1 10.173.500.000 10.173.500.000
9 Osbtetry Ginekologi Equipment unit 2 3.004.900.000 6.009.800.000
10 Osbtetry Ginekologi Recovery Equipment Unit 2 206.000.000 412.000.000
Outpatient for Obstetric/Gynaecologhy
11 Equipment unit 2 1.251.540.000 2.503.080.000
12 Emergency Room (UGD) Equipment unit 1 3.746.136.500 3.746.136.500
13 Lobby Equipment & Furniture unit 1 450.000.000 450.000.000
14 Operating Room Equipment unit 2 1.662.988.474 3.325.976.948
15 Pharmacy &CSSD Equipment unit 1 1.499.701.485 1.499.701.485
16 Radiology Room Equipment unit 1 3.500.000.000 3.500.000.000
17 Laundry Equipment unit 1 438.100.000 438.100.000
18 Warehouse Unit 8 50.000.000 400.000.000
Nutrient Instalation & Workshop
19 Equipment unit 1 650.000.000 650.000.000
SUB
JUMLAH F 99.588.480.938
TOTAL INVESTMENT COST ( A up to F) 242.792.409.890
ROUNDed 242.792.000.000
Number of treatment rooms and spacious Spaces based
s on Clas
Luas per
Nursing Class ruang (m2) Jumlah
VVIP 35 10
VIP 25 20
1st Class 25 40
2nd Class 30 50
3rd Class 48 80
Total 200
MONTHLY OPERATIONAL COST
NO DESCRIPTION Qty Unit Unit Price Sub Total
I HUMAN RESOURCE
1 Direktur 1 person 30.000.000 15.000.000
2 General Manager 2 person 7.000.000 14.000.000
3 Manager 4 Person 5.000.000 20.000.000
4 Supervisor 10 Person 3.000.000 30.000.000
5 Operator 30 person 1.500.000 45.000.000
6 Specialistic Doctor 15 person 3.500.000 52.500.000
7 General Doctor 30 person 2.000.000 60.000 .000
8 Security 30 person 1.200.000 36.000.000
9 Receptionist 2 person 1.500.000 3.000.000
10 OB 6 person 750.000 4.500.000

II UTILITIES
1 Electricity 1 Unit 7.500.000 7.500.000
Telephone &
2 Information 1 Unit 12.000.00 0 12.000.000
3 Water 1 Unit 5.000.000 5.000.000
4 Tax 1 Unit 12.000.000 12.000.000
5 Office Cost 1 Unit 5.000.000 5.000.000
6 Cleaning 1 Unit 10.000.000 10.000.000
9 Other Expenses 1 Unit 6.000.000 6.000.000

III MARKETING
1 Marketing 1 Unit 20.000.000 20.000.000
2 Advertising 1 Unit 15.000.000 15.000.000
3 Contingency Plan 1 Unit 25.088.523 25.088.523
Total 397.588.523
CASH FLOW
A. CASH FLOW
DESCRIPTION I II III IV V VI VII VIII IX X
CASH IN
Revenue 9.500 11.400 14.820 20.748 29.047 43.571 65.356 98.034 151.953 243.125
Last Invoice
- 475 570 741 1.037 1.452 2.179 3.268 4.902 7.598
Payment
Other Revenue - - - - - - - - -
Total Cash In 9.500 11.875 15.390 21.489 30.085 45.023 67.535 101.302 156.855 250.723

CASH OUT
Direct Cost 3.325 3.990 5.187 7.262 10.167 15.250 22.875 34.312 53.184 85.094
Variable Cost 475 570 741 1.037 1.452 2.179 3.268 4.902 7.598 12.156
Salary & Wages 4.771 5.248 5.773 6.350 6.985 7.684 8.452 9.297 10.227 11.250
Investment Cost 349.082 - - - - - - - -
Other Cost - - 200 220 242 266 293 322 354 390
Total Cash Out 357.653 9.808 11.901 14.869 18.846 25.378 34.888 48.833 71.362 108.890
Balance (348.153) 2.067 3.489 6.620 11.238 19.645 32.647 52.469 85.492 141.833
Total Cash Flow (348.153) (346.086) (342.597) (335.978) (324.739) (305.094) (272.447) (219.978) (134.486) 7.347
IMPLEMENTATION PLANNING

• FEASIBILITY STUDY CARRIED OUT THE FIRST TIME


• DETERMINATION OF THE DESIGN AND SPECIFICATIONS SHOULD BE
DONE INTERNALLY
• PURCHASING PROCESS IN A PROFESSIONAL
• THE DIVISION OF DUTIES AND AUTHORITY OF THE BUSINESS PROCESS
• PARTNERSHIPS WITH STAKEHOLDERS
• COMPANY VALUE: INTEGRITY, TIMWORK, AND COMMITMENT
• BEST QUALITY AND DELIVERY STANDARDS
• DIRECT ACCESS TO THE PROJECT OWNER MANAGEMENT EXECUTIVE
CLOSING

Thus this proposal we submitted to be considered. Further discussion can be


done to obtain the equation of perception in understanding the concepts in
this proposal.

- THANK YOU -

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