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Past experience has shown that most clients in this industry will not join this association of their own accord. Instead, [YOUR COMPANY NAME] must mount an aggressive community awareness campaign. In addition, the Company must aggressively contact local run ambulance associations and organizations that wish assistance with their demand. This way, [YOUR COMPANY NAME] can receive outsourced business and further help the community.
4.3 Service Providers Analysis
[YOUR COMPANY NAME] is the only respected medical response organization in town. The Company also services surrounding communities in [YOUR STATE/PROVINCE]. There are other service providers in the surrounding areas; [YOUR COMPANY NAME] is the main contact in the Borough.
There is no other organization in [YOUR CITY], [YOUR STATE/PROVINCE] that currently provides the services and emphasis that [YOUR COMPANY NAME] provides. The Company is proud to assist the local fire and police departments in addition to the senior citizen and medical clinics in the area.
4.3.1 Alternatives and Usage Patterns
Medical and local organizations look for several qualities in ambulance service providers including:
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Medical knowledge and trained response teams.
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Reliable and consistently high-quality service.
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Reputation and positioning of the ambulance association.
5.0 Strategy and Implementation Summary
[YOUR COMPANY NAME] will focus on two major segments: Public services and government contracts.
Other revenue will come from monthly dinner meetings (profit on rallies, raffles and other fundraisers) and community donations.
Dealing with highly independent small and mid-sized medical clinics and hospitals requires an aggressive presentation of the value of [YOUR COMPANY NAME] to encourage prospects to spend their time and the security of contracts with the Association.
[YOUR COMPANY NAME] has a strong presence and also notoriety in [YOUR CITY] and the surrounding areas. The Company feels strongly about meeting all of the needs of the industry's clients and will go that extra step to make sure that all parties are satisfied with the services that [YOUR COMPANY NAME] can provide.
5.2 Marketing Strategy
The marketing for these services is designed around how traditional public community services network. The strategy is to reach these potential organizations one on one, demonstrate what [YOUR COMPANY NAME] can do for them, explain the difference in mentality between a for-profit consultancy and one that is designated nonprofit, and then build on the relationship to actively encourage to existing clients that they bring more business to the Company. At some point, this may even include a finder’s fee or some other financial incentive, although [YOUR COMPANY NAME] hopes that its clients are loyal enough and happy with the service that they will recommend the organization for free.
5.3 Fundraising Strategy
Fundraising and revenue will be generated through a combination of grants and local empowerment zone grants. In addition, clients will be expected to pay for a % of the costs involved, depending on their financial status. In addition, smaller business development grants at the State and Federal level will help continue funding for the organization.
Federal and State grants alone, or even combined with small business client revenue is still not enough to allow the company to achieve its mission. [YOUR COMPANY NAME] will hold periodical fundraisers to raise further much needed funding for the organization to keep up with demand, have the most updated equipment possible to assist clients and be readily available to assist other organizations.
5.3.1 Funding Forecast
Funding resources primarily come from government contracts and local organizations. The Company also holds several fundraisers and events for the public community to participate in raffles, drawings, dinners and holiday celebrations.
[YOUR COMPANY NAME] feels that the Company can expand operations to outlaying areas and further the fundraising efforts, secure independent contracts with organizations in the community that need to outsource services.
Table: Funding Forecast
Funding Forecast
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|
|
|
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2011
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2012
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2013
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Funding
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|
|
|
Direct Public Support Services
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$65,778
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$67,751
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$69,784
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Government Contract Services
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$491,474
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$506,218
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$521,405
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Total Funding
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$557,252
|
$573,969
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$591,189
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|
|
|
|
Direct Cost of Funding
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2011
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2012
|
2013
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Program Services
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$185,736
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$191,308
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$197,047
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Management
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$9,288
|
$9,567
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$9,854
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Fundraising
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$3,674
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$3,781
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$3,895
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Subtotal Cost of Funding
|
$198,698
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$204,656
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$210,796
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