We draw up a business plan for a private clinic. How to open a medical center Business plan sample with hospital calculations

The time when medical services were absolutely free and provided only by specialized medical institutions is long gone.

At the moment, citizens increasingly prefer private medical clinics.

There are several reasons for this:

• the cost of a service in a commercial center is slightly higher than in a public institution;
• the level of service in the hospital leaves much to be desired, which cannot be said about a private organization.

Market and competition analysis

An entrepreneur planning to open his own clinic or diagnostic center should be aware that both the state and potential clients put forward several high requirements for the subject of the medical services market, therefore, the start of a successful and productive activity is impossible without familiarization with legislative documents, a thorough analysis of the existing market and taking into account many underlying factors.

Before proceeding with the official registration of your own institution, you need to pay attention to the choice of a suitable profile that brings the greatest amount of profit. That is why an analytical section should be placed at the beginning of the business plan, in which information should be reflected:

• about the saturation of the paid medical services market in the region/city;
• about the demand for a particular therapeutic service;
• on the effectiveness of such a center;
• on the cost of services that are in greatest demand.

A detailed market analysis is necessary to determine the most promising areas of activity for a future private clinic, on the basis of which the optimal location of the institution, initial and monthly costs, as well as the expected profit will be determined.

No less important is information about existing competitors and potential customers, since without this it is impossible to determine the desired position in the market.

Interesting information about the opening of this type of activity is presented in the following video:

Production plan

The future profit to a large extent depends on the favorable location of the clinic, because many people prefer the institution that is located close to home.

Thus, the highest level of income will go to the clinic located next to a luxury building, whose inhabitants are wealthy people. And vice versa, it is hardly worth counting on the success of the center if it is located in a residential area built fifty years ago.

It is not so easy to find a suitable place, because you need:

• effectively allocate the area in accordance with the functional plan (treatment rooms, treatment room, staff room, room where staff can relax, bathrooms for employees and visitors (it is desirable to have 2 - male and female), sterilization, reception, cloakroom, offices for administrative staff (director , accountant), etc.);
• make an assessment to determine the amount Money necessary for repairs, because the institution must be equipped with all communications (requirement of Rospotrebnadzor).

In addition, it is impossible to disregard existing competitors and the estimated future development of the area. Based on the available resources (financial, personnel, client, technical, administrative), it is necessary to determine the level of the future clinic - premium, business or economy.

The acquisition of equipment is the most expensive part of the project implementation, since medical devices and devices have never been cheap. For example, the purchase of a high-quality ultrasound will cost about 160 thousand dollars, and the price of equipment for analysis ranges from 10 to 70 thousand dollars. Currently, customers value high quality and are willing to pay money for it, therefore, the equipment must meet this requirement.

At the beginning of the activity, you can resort to purchasing used foreign-made equipment - it is of high quality and lasts a long time.

Opening your own clinic involves hard work for several years (2-3 years minimum) and only after that you can count on a stable income.

Financial plan

The business plan involves a description of the financial costs necessary for the opening and stable functioning of the institution. Their value largely depends on the planned type of activity.

Consider the monthly costs for a small diagnostic laboratory as an example:

• payment rent payment- 40,000-60,000 rubles;
• wage- about 100 thousand rubles. (laboratory doctor, biologist, laboratory technician, laboratory assistant, administrator, cleaner);
• tax deductions to the PFR and the FSS - about 30 thousand rubles;
• utilities - 10 thousand rubles;
• purchase of consumables - 15 thousand rubles;
• transportation costs - 15 thousand rubles;
• for other expenses - 10 thousand rubles.

The amount of capital investment also depends on the expected level of the institution, the equipment and furniture purchased, as well as the necessary repairs. The amount of investment in a large private clinic can reach tens of millions of rubles.

organizational plan

The range of services depends on the chosen area of ​​activity:

• Diagnosis of diseases:
  • analysis;
  • consulting practices;
  • x-ray, ultrasound, MRI, etc.
• Treatment:
  • hospital rooms;
  • dentistry;
  • surgery;
  • gynecology;
  • urology, etc.

If there are difficulties when choosing a direction, then you can analyze the success of competitors. Services that are not in their price list can be safely included in your own.

Quite successful is the opening of a monoprofile center specializing in the provision of any one type of activity (testing, gynecological services, etc.).

A significant advantage of such an institution is the fact that much less finance is required to open it. In addition, over time (as profits grow), new services can be gradually introduced.

The staff of the organization is completely dependent on the range of services. For example, laboratory tests require the employment of a laboratory doctor and 1-2 laboratory assistants, and the provision of gynecological services requires a gynecologist and a midwife, etc. In addition, it is necessary to provide for the presence of accompanying personnel. So, you can not do without a director, administrator (registrar), accountant and cleaning lady.

Launch Schedule

Be sure to specify the calendar sequence of actions. So, opening such a business involves going through the following steps:

• search for investors - 1 month;
• selection of suitable premises - 2-3 weeks;
• official registration of activities - 2 weeks;
• receipt - 2 months;
• signing (if you don't have your own) - 1-3 days;
• repair work - 1-2 months;
• purchase of the necessary equipment and consumables for it - 1 month;
• recruitment of qualified employees - 1 month;
• conducting an advertising campaign - a month before the opening and after it.

That is, everything needs a minimum 7-8 months.

Marketing plan

Medical activities require effective outreach, as:

• a potential client should form a complete picture of the center as a whole and of each service provided separately;
• information should not be neutral, but positive;
• the consumer must clearly understand what service he will receive in the clinic, how much he will need to pay for it, what qualifications the doctor has and what impression previous clients received.

The implementation of the above tasks should underlie the advertising campaign. The use of one or more of the following communication tools is encouraged:

• a corporate website where you can place all the information that interests the consumer (staff, price list, working hours, location map, etc.);
• television advertising (for example, a local TV channel broadcasting in a given region);
• advertising in the immediate vicinity of the institution (board advertising, pillar, sign, etc.);
• transit advertising (posters placed on municipal public transport);
• direct mail (sending advertising to the consumer's mailbox in the form of a leaflet).

Risk Analysis

The implementation of each business project involves the possibility of unforeseen risks. The potential risk is fraught with the legal environment, as well as the political and economic situation in the country. Russian legislators of the local or regional level they often edit tax and financial law, as well as make changes to the procedure for passing certain licensing procedures, which can both facilitate and complicate entrepreneurial activity.

It is not uncommon for the manifestation of an economic crisis or the strengthening of political sanctions, which negatively affects demand.

Of course, we must not forget about the wear and tear of equipment and a possible natural disaster.

Commercial medical care is increasingly entering our lives. Medical offices are becoming one of the available forms of primary diagnostics and minimally invasive operations. This business plan was developed taking into account the changes that were made by the adoption by the Ministry of Health of the Russian Federation of the Order "On approval of the procedure for organizing and providing medical care using telemedicine technologies" and the launch of the DocDoc.ru medical services aggregator. The calculations necessary for the business plan of the medical office were carried out in Microsoft Excel and are universal. You can independently adapt the calculations to the economic conditions of your own business.

Summary

The purpose of the business project: the creation of a medical office providing services for general therapy, testing, consultations and minimally invasive gynecological and vascular operations.

1. Develop a legal, marketing, organizational and financial model of a medical office

2. Justify the possibility of repaying the loan, returning funds to the investor and bringing the medical office to the payback level within 5 years.

Initiator of the project

The project is being developed according to the requirements of the investor: a gynecologist. Investments partly own funds, partly bank loan.

Investment costs

The planned capital investments for the opening of a medical office will amount to 7.4 million rubles.

Capital expenditure items:

• Registration legal entity and licensing of activities: 53 thousand rubles.
• Preliminary payment for the lease of the premises: 270 thousand rubles.
• Repair work and preparation of the premises: 1,778 thousand rubles.
• External facade work: 32.5 thousand rubles.
• Purchase of equipment, furniture, office equipment (general): 2,961.75 thousand rubles.
• Selection and training of personnel: 15 thousand rubles.
• Initial purchase of consumables: 250 thousand rubles.
• Unforeseen expenses (at the rate of 7% of the total amount): 380 thousand rubles.

Total initial investment in capital: 5,835.25 thousand rubles. Investments in working capital: 1.5 million rubles

Project financing

Investments in the business project of the medical office will amount to 7.4 million rubles, and are distributed as follows:

• Bank loan - 5.5 million rubles.
• Personal funds of the project initiator - 1.9 million rubles.

Lending terms:

• Annual rate - 15% per year
• Loan duration - 3 years
• Deferred payments - 4 months.

Project payback

Investment plan

Investment size

Name of works/goods/services	Quantity	Price	Price
Registration of a legal entity and licensing of activities			53 000,00
LLC registration
Activity Licensing
Conducting an examination of the premises
Registration of a sanitary and epidemiological conclusion
Disposal agreement
Equipment certificates
Field state examination of the object of licensing
Payment of state fees
Legal support
Advance rental fee			105 000,00
Repair work and preparation of the premises			1 778 000,00
Finishing Construction Materials
Works on the finishing of common areas
Procurement and installation of a ventilation system
Procurement and air conditioning systems
Works on the finishing of medical offices
Plumbing work
External facade works			32 500,00
Purchase of equipment, furniture, office equipment (general)			2 961 750,00
common room
Coffee table
Card file
A computer
Armchairs for staff
Laser MFP
Cushioned furniture for visitors
Reseption
Phones
Wardrobe for outerwear
General practice room
floor scales
Armchairs for staff
Medical couch
Height meter
Document rack
Work tables
Chairs for visitors
Wash cabinet
Medical screen
Gynecological office
Doppler analyzer
Ultrasound machine
Bactericidal irradiator-recirculator
Wash cabinet
Gynecological chair
Medical containers (bix)
Colposcope
Armchairs for staff
Armchair for staff
Medical couch
A set of gynecological instruments (examination)
Set of gynecological instruments (surgical)
Blood pressure monitor
Medical screen
Phlebology office
Medical containers (bix)
Armchair for staff
Armchair for staff
Medical couch
Laser Diode Surgical Unit
Manipulation table for storage of sterile instruments
Mobile medical lamp
Blood pressure monitor
Workplace doctor and nurse
Wash cabinet
Medical screen
Electrocoagulator
Treatment room for collecting samples
Medical containers (bix)
Isothermal container
Armchair for staff
Medical couch
Manipulation table for storage of sterile instruments
Tool kit (viewing)
Blood pressure monitor
Wash cabinet
Medical screen
Laboratory for sterilization of medical instruments
Water distiller
Washing bath for disinfection and pre-sterilization treatment of instruments
Bactericidal irradiator (lamp)
Steam sterilizer (autoclave)
Dry heat cabinet
Office for staff
Wardrobe
Utility room (warehouse)
Storage cabinets
Refrigerator medical
Additional equipment not included in the list
Recruitment and training of personnel
Payment for HR agency services
Initial purchase of consumables			250 000 ,00
Initial investment in marketing			70 000 ,00
Site and group
Printing and distribution of leaflets
Unexpected expenses			370 000 ,00
Total initial investment			5 620 250 ,00

Note: The contract for disposal and certificates for equipment are included in the mandatory set of documents required to obtain a license and obtain permission to start the office. The contract must be concluded, but payment for the company's services for the disposal of medical waste is carried out only after the start of the company's work. Certificates for equipment and consumables are provided by the supplier company.

Investment work plan

Tentatively, work before the opening of the medical office will take 4 months. and carried out in accordance with the schedule:

room

Requirements for the area of ​​medical offices are regulated by Appendix No. 1 "Minimum area of ​​\u200b\u200bpremises" to SanPiN 2.1.3.2630-10 "Sanitary and epidemiological requirements for organizations engaged in medical activities", approved by the Decree of the Chief State Sanitary Doctor of the Russian Federation dated May 18, 2010 No. 58 (valid as amended on 06/10/2016):

• General therapy room - 12 m 2, in fact - 13.2 m 2
• Gynecologist's office - 18 m 2 with a specially equipped place, in fact - 21.4 m 2
• Doctor's office - phlebologist (doctor's office, with a specially equipped workplace) -18 m 2 with a specially equipped place, in fact - 20.2 m 2;
• Sterilization room for emergency sterilization - 10 m 2, in fact - 9.4 m 2;
• Staff room - 12 m 2, in fact - 10.4 m 2;
• Storage room for consumables and medicines - 4 m 2, in fact - 5.2 m 2;

Additional premises, unregulated SanPiN 2.1.3.2630-10:

Waiting room - 8 m 2;

The total area, including a bathroom and corridors - 110 m 2.

The plan of the medical office is presented below:

Equipment

The equipment is purchased only from specialized companies, because all equipment must be certified. The supplier company participates in the preparation of the design of the premises (calculation of the load on the electrical network, work with ventilation and plumbing) and installs equipment that requires installation. It is mandatory to provide all certificates. In the future, an agreement is signed with the company for the prevention and maintenance of the supplied equipment.

Working hours

The medical office works according to the schedule 9.00 to 21.00. Breaks and holidays are not included in the work schedule.

Service delivery process

Reception registration of visits to medical specialists:

• Acceptance of pre-orders by phone and mail
• Coordination and registration of the order;
• Search for a patient card, when registering a patient, a new card is started;
• Without an appointment, services are provided on a first-come, first-served basis.

Client service by a general practitioner;

• Testing is scheduled;
• A visit to a specialist is scheduled (in a medical office, and in the absence of the right doctor in a partner clinic or hospital at the place of residence);
• The order of treatment is determined;
• Medicines are prescribed;
• The cabinet is cleaned

Customer care by a gynecologist;

• The nurse of the relevant specialist invites the patient to the doctor's office;
• The patient's tests are checked;
• The patient's request is checked and primary diagnostics are carried out;
• Necessary procedures are being carried out
• The data is entered into the patient's card and transferred to the registry;
• The cabinet is cleaned

Client service by a phlebologist;

• The nurse of the relevant specialist invites the patient to the doctor's office;
• The patient's tests are checked;
• The patient's request is checked and primary diagnostics are carried out;
• The necessary procedures are being carried out;
• If necessary, a treatment plan and a follow-up visit are prescribed;
• The data is entered into the patient's card and transferred to the registry;
• The office is being removed.

After services have been rendered:

• The client's card is verified and the client's data is entered into the electronic system
• The administrator receives payment from the client
• A check is issued;
• Follow-up visit to be determined.

Cost of services

The cost of medical services consists of the cost of consumables calculated as a percentage of the tariff for services and equipment depreciation. The cost price is consistent with the costing sheet.

Other types of costs, including wages (with deductions), taxation, are presented in separate articles in the financial section of the business plan.

Marketing plan

Medical offices provide general and special diagnostic services and minimally invasive surgeries. The main problem is slow entry into the market at the initial stage, which depends on the target audience.

Attention!!! Clinics designed for children and women are growing their client base faster, offices with a male target audience are slower. However, men tend to run diseases to acute or chronic conditions, so they require longer and more expensive treatment. This means that in the long run, the average check and the overall profitability of such a medical office will be higher. However, a male-targeted business model will require more spending, a more targeted marketing policy, and has higher commercial and financial risks.

Forecast expansion of medical office occupancy is shown in the graph

The target audience

The target audience is women aged 18-55 with average incomes in the region. The main need is anonymity and comfortable conditions.

Competition and location

The medical office is located in a residential area in a non-residential area on the ground floor of a residential building.

The premises were renovated in order to meet the requirements of SanPiN and allowed to obtain a license to carry out medical activities. The walls were repaired, the floor tiles in the offices were re-tiled, hot and cold water and sewage were brought into the offices, split systems and ventilation were installed. Facade work is minimal: redecoration of the entrance and placement of a sign.

Main competitors:

• public clinics
• network medical offices or franchises;
• private medical offices;
• medical offices.

Differences of the project from analogues

	State polyclinics	Network medical offices, franchises	Private medical offices	Project
Location	In every residential area	Downtown	In the city center and sleeping areas	Dormitory area
Range of services	Maximum wide
Participation in OMS
Participation in VHI
Possibility to refer the patient to a specialized clinic		Own specialized clinics		To a specialized specialist
Availability of specialists	Almost all specialties	Profile and related	Only profile	Profile and related
Qualification
Reception of analyzes
Biomaterial analysis	Own laboratory	Own laboratory		Transfer to a public or private laboratory
Operations	Invasive	Invasive and minimally invasive	Minimally invasive or not	Minimally invasive
Service
Client support
Service cost

The main competitors are network medical offices, franchised medical offices and private offices. In the first two, the designed medical office wins in terms of price, in the second in terms of the possibilities of accompanying clients with specialists.

Range of services

Medical office services are presented on the chart:

A greater number of requests are for tests, general and special diagnostics, which are the cheapest services.

However, the structure of sales in financial terms differs significantly from the number of services rendered:

Therefore, phlebological and gynecological care, or rather the support of diseases, their treatment and minimally invasive operations, bring the greatest income. For example, gynecological cosmetic surgeries include hemenoplasty, labioplasty, vaginoplasty, etc. Sales prices are indicated as average for the type of service, without additional diagnostics.

Price policy

The pricing policy is determined by the competitive situation. In the initial period, prices are comparable to the city average in the category of medical offices. Gradually, the prices for basic services are being pulled up to the level of prices of network medical offices, however, the prices for primary diagnostics and analyzes remain at the same level.

Please note that minimally invasive operations are grouped and the average check for similar interventions is taken. So, for example, foam sclerotherapy of varicose veins carried out within the lower leg or thigh is estimated at about 15 thousand rubles, and foam sclerotherapy of varicose veins within the entire lower limb is 25 thousand. An average indicator of 20 thousand rubles is taken in the calculations.

Volume of sales

Health in any economic situation is one of the most demanded services, therefore, even with a low income level of the population, services will be in demand. The market is stabilized, there will be no significant growth.

The sales volume will be affected by the seasonality factor, therefore, seasonality coefficients were determined for further calculations.

The impact of seasonality on the provision of services by the medical center is low. The main demand falls on the period October-May, in summer there is a decline, the minimum number of requests for gynecological and phlebological care is September. Therefore, the opening of the medical office should take place in the month of October in order to cover the peak sales season.

SWOT analysis

SWOT analysis allows you to identify opportunities and difficulties in creating a medical office and take advantage of strengths and weaknesses in order to properly take advantage of opportunities, neutralize or avoid difficulties.

	Strengths: location professional level services comprehensive services access to	Weak sides: small target audience advertising promotion
Opportunities: Achievement of planned maintenance volumes price policy	proximity to CA high level of loyalty price differentiation	customer support discounts for regular customers comfort service anonymity
Difficulties: the problem is to interest the client low customer base growth high requirements for customer service with a poor understanding of the essence of services limiting the expansion of the range of services return on investment	optimization advertising budget customer support advertising and discounts for regular customers redistribution of prices opportunities to expand the range of services after the loan is repaid	optimization of work on advertising and sales channels educational articles on the site, customer education access to public clinics work with CHI and VHI

Advertising strategy

• advertising booklets and distribution of leaflets;
• advertising in the local newspaper and radio;
• website opening, justification and implementation of the SEO strategy;
• registration and promotion of the group in VK (targeting women aged 16-30), OK (targeting women aged 30-50), FB and Instagram (targeting women aged 25-45);
• access to the client bases of public clinics;
• implementation of an ERP system

Upon reaching a sufficient customer base:

• expansion of the ERP system;
• SMM and group support in all social networks;
• customer care programs.

organizational plan

Business form

Legal form: limited liability company with full taxation system.

Accounting and legal support is outsourced. Legal support is mandatory because there is a significant amount of legal information: permits, certification, etc.

Personnel and staff structure

19 people work in the medical office: General Director (gynecologist) - business owner, therapists, gynecologist, phlebologists, administrators, specialized nurses, nurse (tests), technical worker.

The personnel structure is shown in the diagram.

The work schedule of the medical office is in shifts: 2x2 for 12 hours, extra pay for overtime

Position	Quantity	Salary, (thousand rubles)	Prize		Total
			bid	base
CEO				from income
Therapist				from sales
Gynecologist				from sales
Phlebologist				from sales
Administrator				from sales
Nurse				from sales
Nurse (tests)				from sales
Technical worker				from the rate
Total

The General Director has an irregular work schedule and combines the work of a gynecologist and the head of a medical office:

• performs professional duties, according to the schedule;
• organizes the process of rendering services;
• monitors the execution of instructions by subordinates;
• approves reporting and legal documentation;
• control over the transfer of information to a lawyer and an accountant;
• based on the data received from the administrator and nurses, approves the order for the supply of consumables and medical preparations;
• determines the marketing strategy;
• controls the work of SEO and SMM;
• works with regulatory and tax authorities.

Outsourced accountant and lawyer. The introduction of an ERP system allows not only keeping records of customers, but also complete accounting online. The accountant remotely controls the work of the administrator, periodically (once a week) conducts an internal audit and checks the results of the administrator's work in person. The lawyer checks the execution of contracts remotely. Internal audit and checking the results of the administrator's work in person is also carried out once a week. An accountant and a lawyer must be in the medical office during an external audit by certifying and controlling state bodies.

Responsibilities of specialized doctors:

• Providing services to patients on pre-orders and on a first-come, first-served basis;
• writes out medications necessary for the treatment of clients.
• Maintaining and controlling documentation for each client, issuing cards, entering them into the ERP system.

Responsibilities of specialized nurses:

• Fulfillment of duties in accordance with job descriptions and the provisions of the regulations of the Ministry of Health of the Russian Federation;
• Assistance to the profile doctor in the provision of services to patients;
• Preparation of the workplace of a specialized doctor
• Checking the availability of all medical instruments, consumables and drugs necessary for the work of a specialized doctor;
• Monitoring the operation of equipment, the availability of consumables, transferring data to the administrator in case of violations.
• Maintaining documentation and entering data for each client, issuing cards, entering them into the ERP system by order of the specialized doctor.

Responsibilities of a nurse (analysis):

• Fulfillment of duties in accordance with job descriptions and the provisions of the regulations of the Ministry of Health of the Russian Federation;
• Workplace preparation;
• Checking the availability of all medical instruments, consumables and preparations necessary for the collection of biomaterials for analysis;
• Monitoring the operation of equipment, the availability of consumables, transferring data to the administrator in case of violations.
• Placement of the received biomaterials in the place of storage;
• Analysis of biomaterials at the place of storage;
• Transfer of the obtained biomaterials to clinical centers (if the necessary analysis cannot be carried out in the medical office);
• Maintaining documentation and entering data for each client, issuing cards, entering them into the ERP system.
• Sterilization of used medical instruments coming from specialized doctors. Preparation of medical instruments for further use specialist doctors.
• Workplace and office cleaning.
• Collection and disposal of medical waste.

Administrator Responsibilities:

• Receiving orders and scheduling service;
• Receives and systematizes data from nurses on the presence or absence of consumables and medical preparations, and then transfers them to the head of the medical office;
• Controls the delivery of consumables and medicines;
• Monitoring the maintenance of the ERP system by specialized doctors and nurses;
• Receipt of payment for the treatment;
• Initial work with customer objections;
• Customer service in the waiting room;
• Control over the placement of materials on the website and social networks, transfer of information about the placement of materials to the manager.

Technician Responsibilities:

• Cleaning of common areas (waiting room, warehouse, bathroom);
• Cleaning the offices of specialized doctors (if necessary).

Financial plan

Project financing

To implement the project, an investment of 7.4 million rubles is required. Of these, the initial capital investment will amount to 5.9 million rubles, which is 5.5 million rubles. backed by bank loans. Additional working capital will amount to another 1.5 million rubles. The entire amount over the amount of the loan is the personal funds of the project initiator.

low incomes and purchasing power of the population. Potential clients cannot spend significant funds on the necessary treatment.

the state of the drug market and the system of compulsory and voluntary medical insurance.

Slow accumulation of the client base, but faster than that of the male target audience

The high competition of individual and network (franchise) medical offices will lead to the fact that there will be binding of individual offices to state polyclinics, like commercial departments, or their entry / absorption by networks. Separate medical offices will remain only as points for receiving analysis and providing individual services.

Information risks associated with the resolution of telemedicine. This is the Order of the Ministry of Health of Russia "On approval of the procedure for organizing and providing medical care using telemedicine technologies" dated November 30, 2017 No. 965n and the development of the DocDoc.ru medical services aggregator will lead to a situation similar to the situation in a taxi, when aggregators have reduced prices so much that income is barely enough for the implementation of activities. This will lead to a decrease in the quality of medical care.

legal risks associated with market dynamics. First of all, with mandatory medical insurance and voluntary medical insurance in the light of pension reform and the provision of pensioners with medicines and medical care.

consumption model. People prefer to come with problems and get treated, preventive visits are not common. It is necessary to gradually change the pattern of behavior.

findings

Calculations have shown that the project of a medical office under current conditions can pay off. Opening requires significant investments in equipment and business support. Given the high risks associated with the forecast of changes in the medical services market, it is necessary to have higher growth rates. Attention should be paid to the development of the client base and service.

• Description of services
• Production plan
• financial calculation
• Permissions to open

Sample business plan for opening a medical center in a small city of 150,000 inhabitants.

How much money do you need to open a medical center

In order to reduce risks, it was decided to open a medical center under the well-known franchise of the Invitro company. This is one of the largest commercial laboratories in the Russian Federation, which includes a network of more than 700 medical offices in Russia.

What are the benefits of opening a successful company under the brand:

• Legal, accounting and marketing support at all stages of project implementation
• Ready medical license
• Connecting the office to a central help desk
• Personnel training on the basis of the federal center Invitro
• Regular conferences for doctors
• The initial fee for the purchase of a franchise is 100,000 rubles.
• Purchase of equipment, furniture, renovation of the premises - 1,500,000 rubles.
• Business registration and other expenses - 200,000 rubles.

Total - 1.8 million rubles.

Description of services

The main services that the medical center plans to provide are:

• Hematological studies (clinical blood test)
• Immunohematological studies
• Biochemical research
• Sperm study
• Examination of feces
• Urinalysis
• Diagnosis of infectious diseases
• Histological studies
• Genetic Predispositions
• Hereditary monogenic diseases and conditions
• Computed tomography (CT)
• Mammography
• Urological research

The average cost of one analysis or service (average check) will be 800 rubles. The expected flow of customers will be 20 people per day. In 22 working days, the company's turnover will amount to 352,000 rubles.

Production plan

The selection of premises for the placement of a medical center should be based on the following principles (including the requirements of the SES):

1. The minimum area is 60 sq. m.
2. The presence of a separate entrance to the room
3. Floor made of washable materials (linoleum or tile)
4. Availability of natural light
5. Availability of a bathroom or the possibility of installing one
6. Availability of a telephone line
7. Convenient access roads and parking.

For this purpose, a room was selected in a densely populated area of ​​the city, on the first line of houses. The room is non-residential and is located on the first floor of an apartment building. The amount of the rent will be 42,000 rubles. per month. The premises will be divided into the following rooms:

• Hall for waiting and receiving visitors, dressing room - 12 sq. m.
• Consultant doctor's office - 18 sq. m.
• Office for taking biological material (nurse) - 12 sq. m.
• Rest room for staff - 10 sq. m.
• San. knot - 6 sq. m.

At the stage of arranging the premises, according to the plan, a search for the personnel of the medical center will be carried out. The variety of services provided will require the hiring and appropriate number of qualified professionals. Among which:

• Ultrasound doctor - salary 18,000 rubles.
• Obstetrician-gynecologist - salary 18,000 rubles.
• Nurse in the treatment room (2 people) - salary 16,000 rubles.
• Administrator, customer service specialist - salary 16,000 rubles.
• Cleaning lady - salary 10,000 rubles.

The payroll fund will amount to 94,000 rubles. per month. Our organization will make monthly contributions to off-budget funds (PFR and FSS) in the amount of 28,200 rubles.

Which taxation system to choose for a medical center

The organizational form of the medical center will be a limited liability company. Taxation system - USN, 15% of the organization's profits.

Step-by-step plan for opening a small medical center

The sequence of steps to open a business:

1. Search for sources of project financing (30 days)
2. Search for premises to accommodate the center (15 days)
3. Registration of a legal entity (14 days)
4. Acquisition of a franchise, conclusion of the necessary contracts (7 days)
5. Conclusion of a lease agreement for premises (1 day)
6. Repair (20 days)
7. Purchase of laboratory equipment and consumables (part provided by the franchisor) (7 days)
8. Staff employment
9. Advertising services (ongoing)
10. Opening of a medical center

In total, the opening of the medical center will take about three months.

financial calculation

Fixed monthly expenses of the organization:

• Rent - 42,000 rubles.
• Salary - 94,000 rubles.
• Deductions to the PFR and the FSS - 28,200 rubles.
• Utilities - 10,000 rubles.
• Consumables - 15,000 rubles.
• Transportation costs - 15,000 rubles.
• Other costs - 10,000 rubles.

Total - 214,200 rubles.

How much can you earn on the services of a medical center

The company's profit before tax will be equal to: 352,000 (revenue) - 214,200 (expenses) = 137,800 rubles. Net of taxes (STS), net profit will be: 137,800 - 15% = 117,130 rubles. The profitability of the medical center according to the plan is 54%. With such calculations, the return on investment will come after 15 months of work.

This is a complete, ready-made project that you will not find in the public domain. The content of the business plan: 1. Confidentiality 2. Summary 3. Stages of the project implementation 4. Characteristics of the object 5. Marketing plan 6. Technical and economic data of the equipment 7. Financial plan 8. Risk assessment 9. Financial and economic justification of investments 10. Conclusions

What equipment to choose for the laboratory

The laboratory will require the following equipment:

1. Biochemical analyzer - 650,000 rubles, an analyzer with a limited level of tests can be purchased for 150,000 rubles;

2. Hematological analyzer, cost from 200,000 to 600,000 rubles; 3. PCM amplifier, cost 100,000 rubles; 4. Allergist's office, an average of 200,000 rubles; 5. Equipment for ELISA - 100,000 rubles;

1. Water distiller - 50,000 rubles;

7. Glucose analyzer - 100,000 rubles; 8. Thermostat - 50,000 rubles; 9. Centrifuge - 20,000 rubles.

Which OKVED to indicate when registering a business

Upon registration, medical businesses are provided with the following types of OKVED: OKVED 2 86 - Activities in the field of healthcare. OKVED 2 86.9 - Other activities in the field of medicine. OKVED 2 86.90 - Other activities in the field of medicine.

What documents are needed to open

It is necessary to register a business entity: since this is a legal entity, it is necessary to register a limited liability company. Prepared documents are submitted to state authorities or to multifunctional centers public services(MFC). Since the business entity is a legal entity, you must immediately open a bank account.

Permissions to open

To open a medical center (laboratory) you need to obtain a license to conduct medical activities. Submit the following documents:

1. constituent documents, notarized;

2. Receipt of payment of the state duty; 3. Documents confirming the right of ownership, or lease agreements for the purchased equipment and premises. 4. Documents confirming the experience and seniority of employees medical workers, as well as employment contracts with employees drawn up by the owner of the business. The decision to issue a license is made within two months. In addition to obtaining a license, you must obtain permission from the sanitary and epidemiological supervision and fire service. This applies to work in the purchased or rented premises.

Technology for laboratory research

The algorithm for doing such a business can be represented as follows:

1. The administrator meets the patient, specifies what kind of research he would like to do, which doctor to visit.

2. Starts a patient card, fills in all the necessary data on the computer. 3. Gives the ticket to the patient and takes him to the office. 4. In the office, the doctor talks to the patient, clarifies the symptoms of the disease and offers types of laboratory examinations. 5. The patient pays the cost of the service according to the price list and takes tests. 6. After that, the patient is invited to come up for the result at such and such a time. If it is convenient for the patient, he is offered to call back and report the results of the research. Also, an extract with the results of the analysis can be sent by e-mail at the request of the client.

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From this article you will learn:

• Is it important to open a medical center today?
• How to start opening a medical center
• How to write a medical center business plan
• Mistakes to Avoid When Starting a Medical Business

A private clinic is today an example of a successful business, the services of which are in demand, and the activity brings a good income. In this article, we will tell you how to write a business plan for a medical center in order to create a company specializing in providing paid medical services.

Is it relevant today to open a private medical center

It is safe to say that even 10-15 years ago it was hard to believe in the success of a private medical center. Few people imagined that the services of non-state doctors would not only be in demand, but also well paid. However, as practice shows, more and more often patients seek medical help in private clinics, and not in district hospitals.

From this we can conclude that this type of entrepreneurship is not only relevant today, but also very promising in terms of profitability. This is confirmed by the results of sociological surveys.

In autumn 2017, MAR CONSULT held marketing research, during which more than one and a half thousand respondents of both sexes aged 18–65 living in different regions of the Russian Federation were interviewed.

In the structure of paid medical services, the leaders are:

• Dentistry - 49% of patients seek help from private dentists.
• Laboratory (tests) and diagnostic studies - 43% of respondents, 63% of which simultaneously use similar services provided under the compulsory health insurance program.
• Consultations of highly specialized doctors (cardiology, oncology, etc.) – 30% of respondents.

Comparing the statistics of 2010 and 2017, it can be argued that the number of Russians who are ready to use the services of paid medicine has increased: by 28% - dentistry, by 36% - tests and diagnostics, by 29% - admission of "narrow" specialists.

In 2017, 48% of respondents were ready to turn to a private massage therapist, compared with only 1% in 2010.

Increasing demand and paid services provided by government clinics. According to the data of the Central Research Institute of Organization and Informatization of Health Care, due to the shortage of allocated budgetary funds, the municipal institution is forced to look for other sources of funding.

long absence legislative framework for the provision of paid services did not give public clinics a legal way to receive additional funds, but today the situation has changed and district hospitals have such an opportunity.

How to start opening a medical center

A business plan for opening a medical center should begin with a market analysis. First of all, you should find out whether your services will be in demand. It is important to understand that private organizations are subject to high demands from both patients and government oversight bodies.

If you decide to go into this business, then we advise you to initially position the clinic not as a multidisciplinary, but as a highly specialized one. At the first stages, it is necessary to determine the services of doctors of what specialties you will provide, then equip the working space, recruit staff.

In the process of activity, it will become clear which specialists are in demand in your locality or district, and you will be able to expand the scope of activities.

To create a medical center, you need to understand the market conditions, and for this you need to find out:

1. Do private clinics operate in your city/district, how many of them, what services do they provide, the current level of prices for specialist appointments, laboratory, diagnostic tests, etc.
2. What kind of services are in demand in your locality. It is not difficult to collect this information: contact the nearest municipal medical institution, talk to registrars, find out the density of appointments with certain doctors.
3. Find out how competent specialists will be, whether they will be able to diagnose and recommend effective treatment.
4. Create an approximate price list for services.

Based on the analysis, you will be able to determine the feasibility of a startup, and then prepare a business plan for a medical center with a financial model. Only after a thorough study of the market situation will you predict an approximate estimate for the purchase of equipment, a plan for spending on an advertising campaign, recruitment costs and remuneration for their work.

How to draw up a business plan for a medical center with calculations

Service Description

Since any medical organization is under the control of supervisory authorities (Roszdravnadzor, Rospotrebnadzor, etc.), each type of its activity is subject to mandatory licensing. The license must not only be obtained, which is a very costly process in terms of time and money, but also timely renewed (once every 5 years).

Therefore, with a limited budget the best option there will be an open narrow-profile center (neurology, reproductive medicine, treatment of the musculoskeletal system). This will not only speed up the process of obtaining licenses, but also reduce the cost of purchasing equipment, medical instruments, staff salaries, etc.

For example, consider the list of services provided by a private gynecological clinic:

• consultation with a gynecologist;
• treatment of diseases of the cervix, inflammatory and other diseases;
• treatment of STIs;
• pregnancy planning;
• obstetric appointment;
• video colposcopy (colposcopy);
• ultrasound examination of the pelvis, mammary glands, pregnant women;
• insertion and removal of the IUD;
• medical abortion and follow-up (hospital).

• Location

The main parameter that affects the number of potential patients is the geographical location. You can also open a medical center in a remote area, but you should pay attention to such factors as the possibility of access for cars, the availability of parking spaces near the clinic, and the proximity to public transport stops.

The environment should be comfortable. You should carefully consider the nuances so that patients can comfortably visit a doctor: put a basket with shoe covers in the entrance group, organize a reception area for visitors (reception), installing a sofa or armchairs, a cooler with water and cups, a table with the press, a TV in it.

According to the rules, the consumer's corner should be designed so that it is clearly visible.

The psychological state of the patient depends, among other things, on how the doctor's office looks. The interior in all rooms should be concise, designed in a single corporate style and color.

Pay special attention to the color scheme, as different colors cause different reactions. So, light green creates a feeling of calm and security, while red is associated with aggression and danger.

When writing a business plan for a medical center, consider running promotions for new and regular customers. Recently, complex programs have been in great demand, for example, Pregnancy Management, the Cardiorisk study, Women's Health after 45, etc.

It should be provided that within the framework of the complex discounts are provided for the treatment that the patient will undergo in your clinic. Think about creating a loyalty program, a cumulative discount system, or one-time bonuses, for example, a free analysis for oncocytology when you first visit a gynecologist.

• Service and Maintenance

To create a positive reputation, first of all, you need to work on building trust among customers. Therefore, special attention should be paid to the quality of service.

When interacting with any of the employees, from the cloakroom attendant to the leading specialist, the visitor should not have doubts about their professionalism, as well as negative feelings when communicating with them. Therefore, all employees must be not only competent, but also polite.

Regardless of what area of ​​medicine the medical center specializes in, the cycle of services for clients should be closed. In other words, in the clinic, a person should receive not only a doctor's consultation, but also all related procedures: take tests, undergo a diagnostic examination, receive an opinion and recommendations for treatment.

Organize the process in such a way that the patient does not have to, for example, take a blood test or do an ultrasound in another place.

• Schedule

Standard operating hours of a private clinic:

Monday - Saturday from 08:00 to 20:00,

Sunday from 10:00 to 18:00.

Sales market

• Portrait of the target audience

Parameters that must be taken into account when creating a client portrait: gender, age, marital status (including the presence of children), field of activity (profession), lifestyle.

An example of one portrait of a client of a private gynecological clinic: a woman aged 24-32, active, working, married, who does not yet have children, but plans to have them in the near future.

In the case of creating a business plan for a multidisciplinary medical center, the target audience should be divided into several categories, that is, different portraits of the client should be made.

However, all these categories of people are united by the reason why they use paid medicine - the lack of desire or ability to go to a state clinic, which may be due to the following factors:

1. Lack of free time due to a busy work schedule.
2. Low qualification of specialists in the district hospital.
3. Pre-booking required and long wait times.
4. Absence the right specialist or too dense record to it.
5. Inability to make an appointment with a doctor via the Internet, etc.

To formulate a company's policy, it is necessary to assess the main competitive advantages, and for this, analyze or conduct a survey, for what reasons citizens refuse to be treated under the compulsory health insurance program.

The business plan of a clinic or medical center should also take into account the expectations of the target audience.

Think about what potential customers want to get:

• a competent attending physician who will conduct a thorough diagnosis, make a correct diagnosis, and prescribe an effective treatment;
• a high level of service, whether it is the convenience of recording, the courtesy of employees, their concern for the comfort of the patient;
• convenient work schedule, the ability to take tests throughout the day, quickly get a consultation or undergo diagnostics (for example, ultrasound, MRI) on the day of admission;
• transport accessibility, availability of own parking;
• reasonable prices and a loyalty program for regular visitors.

To better reach your target audience, create and include a clear list of customer needs in your business plan. Think about it too optimum time work: when exactly your patient wants to visit the doctor - on a weekday or weekend, in the morning, at lunchtime or at the end of the working day.

An exception can only be the appointments of highly specialized doctors, whose schedules are compiled individually due to tight records.

Based on these data, you can prepare a schedule for the appointment of gynecologists at the medical center, provided that it is open from 08:00 to 20:00.

Day of the week	Gynecologist of the highest category	Gynecologist of the first category	Obstetrician-gynecologist	Procedural cabinet	Fence analyzes
	Day off
		Day off
	Day off
			Day off
		Day off
			Day off

This chart is just a template that needs to be edited according to your situation. No matter what mode the specialists work in, there must be a doctor on duty every day who could receive clients without an appointment.

To successfully compete in the market, it is worth considering all the expectations of the target audience. The staff of highly qualified specialists, optimal prices, convenient location and work schedule will allow you to increase the number of patients.

• SWOT analysis

Strengths:

• a staff of competent and qualified doctors, specialists with academic degrees;
• narrow specialization, which brings together workers who are well versed in this field of medicine, leading many years of practice, which allows them to provide better advice and recommend effective treatment to patients;
• a full range of services for laboratory and diagnostic studies for a comprehensive study of anamnesis;
• convenient location of the medical center, pleasant environment, availability of modern equipment to create a feeling of comfort among visitors;
• work on the formation of a good reputation allows you to achieve the loyalty of existing customers and attract new ones;
• regular training and advanced training of existing specialists;
• bonus system or loyalty program;
• reception of doctors on weekends, non-working days, holidays;
• a convenient corporate website with a description of services and the possibility of online appointments.

Weak sides:

One or two negative reviews about the work of the clinic can damage the established reputation;

Too high prices scare away potential customers;

The risk of revocation of a license to provide medical services if a medical error is made by one of the specialists;

The transfer of a sought-after specialist to another institution.

Opportunities:

• the possibility of opening a branch or creating a network of centers in other parts of the city or region;
• expanding the staff of doctors, obtaining licenses for the provision of other types of pre-medical, medical and specialized medical care;
• cooperation with an independent service specializing in laboratory research;
• cooperation with insurance companies to receive patients under the voluntary medical insurance program.

Threats:

Increased competition, the emergence of network companies on the market;

Increasing the level of service delivery in the district polyclinic closest to you;

Unfavorable economic situation in the country;

Tightening of legislation in the field of healthcare;

Refusal of the landlord from further cooperation or increase in rent.

Production plan

When thinking about how to open a medical center and write a business plan, create a list of services provided. To do this, it is necessary to decide what exactly the clinic will specialize in.

The following criteria will help determine the specialization:

1. Location. Services will be in demand if there is no local doctor of a narrow specialty in the area.
2. Staff. You can hire a sought-after specialist with an established client base.
3. Personal experience. If you have a specialized medical education or understand the market from a patient's point of view.

It should be understood that the main flow of visitors needs the help of specialized doctors narrow profile, other professionals should provide related services.

For example, if your center has an examination program for expectant mothers, then the staff should not only have an obstetrician-gynecologist, but also a mammologist, an endocrinologist, prenatal screening services, etc.

If you are making a business plan for a children's medical center, then include in staffing pediatric neurologist, surgeon, ENT doctor, speech therapist, etc.

The second stage is the search for a building or premises for a clinic.

Sanitary and epidemiological requirements for organizations that are engaged in medical activities are contained in SanPin 2.1.3.2630-10. In this document you will find answers to questions regarding the area of ​​​​the premises, layout, communications, etc.

Let's continue to consider an example of a business plan for a private gynecological clinic.

The approximate area of ​​​​the premises of such a center:

• entrance group and waiting area - 10 m²,
• wardrobe - 5 m²,
• toilet room - 6 m²,
• gynecologist's office (2 pcs.) - 17 m²,
• ultrasound diagnostic room - 20 m²,
• treatment room - 17 m²,
• office space - 15 m²,
• sterilization room - 6 m²,
• storage room for cleaning equipment - 4 m²,
• administrative premises (reception, office of the head physician) - 20 m².

The result of the addition is about 140 m². The monthly rent of such premises will be approximately 120 thousand rubles.

When choosing an object, pay attention not only to the location of the building and the area of ​​\u200b\u200bthe premises, but also to the presence of working communications. Ideally, the clinic should be located in a separate non-residential building.

However, if you managed to find only the first floor of a residential building, then you should know that sanitary and epidemiological standards do not allow the installation of X-ray equipment or an MRI machine there.

To renovate the premises, it is necessary to use harmless, non-toxic, fire-resistant materials that can be washed and disinfected. Keep fire safety certificates for all purchased consumables, they will be needed when obtaining an SES conclusion and licensing.

Conclude agreements with the laundry for washing work uniforms, agreements for disinfection, disinfestation, deratization with a specialized company.

The cost of repairing the premises will be about 300 thousand rubles.

Having decided on the premises, proceed to the solution of legal and organizational issues: select the legal form and taxation system.

The recommended form is a limited liability company (LLC) with OKVED code 85.11.1., the form of taxation is simplified (15% of the amount “income minus expenses” or 6% of gross income). The latter option should be used if you do not plan constant high expenses, such as rent.

To save time and money, entrust the registration of the company to a law firm or a private lawyer who specializes in medical practice.

The next step is to create a staffing plan. First of all, employment contracts are concluded with the director of the organization and the chief accountant, because copies of these documents will be required when obtaining a license.

Then you need to draw up and include in the business plan an estimate for the purchase of furniture and equipment. Often, in order to save money, medical equipment is purchased that has already been used before. In this case, also keep the certificates and passports of each product, as they are necessary for licensing.

However, it is better to order new equipment, medical equipment, consumables and tools, since a large batch is often provided good discount. The cost of purchasing equipment is the main part of the investment, the amount of which will be about 6.56 million rubles.

When the preparatory work is completed, it is necessary to start obtaining a license.

To do this, you need to collect a package of documents:

• charter of a limited liability company;
• certificates - the main state registration number, taxpayer identification number, statistics codes;
• extract from the Unified State Register of Legal Entities;
• an order appointing a (general) director;
• an order to appoint a chief accountant or to assign his duties to a director;
• employment contract with the head physician;
• diplomas of education of medical personnel;
• receipt of payment of state duty in the amount of 2600 rubles;
• conclusion of the SES;
• a lease agreement for premises or a certificate of ownership;
• list of MTS, tools, furniture;
• inventory book in the prescribed form;
• certificates and registration certificates for equipment.

Again, to save time, seek help from a specialized law firm. Paperwork through lawyers is faster and easier. To pay for their services will have to spend about 40 thousand rubles.

It will take about two months to obtain a license, during which the medical center does not have the right to receive patients. However, this time can be spent on drawing up a marketing plan and conducting an advertising campaign. Once the license has been issued, you can start customer service.

Organizational structure

• Director

He has primary responsibility for the operation of the centre, including risks associated with medical practice, financial activities, health and safety, organizational issues etc.

The choice of a candidate for this position should be approached responsibly, because it is he who will establish the workflow, control income and expenses, and resolve disputes. Recall that the license also indicates who is the director of the organization.

Opening hours: Mon - Fri - 09:00 - 18:00, Sat - 10:00 - 14:00.

Monthly salary: 60 thousand rubles.

• Deputy Director for Finance (Chief Accountant)

Conducts accounting activities in full or controls the work of the department, deals with budgeting and analytics financial activities companies, conducts an inventory, cooperates with regulatory authorities (FTS, PFR, FSS).

Opening hours: Mon - Fri - 09:00 - 18:00.

• Deputy Director for technical matters(chief physician)

A highly qualified specialist (a degree), an impeccable reputation, good communication skills, and established relationships with pharmaceutical companies should be appointed to this position, which will allow the center to purchase drugs and medical instruments at competitive prices.

Monthly salary: 45 thousand rubles.

• Head of technical department (chief engineer)

The issues of uninterrupted operation of equipment and communications should be dealt with by a responsible person. It should be noted that diagnostics and repair of medical equipment should be outsourced to a specialized company.

The chief engineer is responsible for the serviceability of the equipment, fire safety, technical operation of the rented building or premises.

Opening hours: Mon - Fri - 09:00-18:00.

• Medical staff (doctors)

The staff should take specialists with a completed medical education, medical practice for at least three years, who already have regular patients. Any practicing doctor needs to regularly improve their qualifications.

In order to have competent employees in your center, include the costs of training, seminars, the purchase of medical journals, etc. in your spending plan.

Working hours: the schedule is compiled individually, based on the degree of employment.

Monthly salary: 40 thousand rubles.

• Paramedical personnel (nurses)

Since most of the procedures (blood sampling, dressing, processing, etc.) are performed nurse, then such an employee should be neat, polite, friendly.

When considering candidates for this position, consider whether the applicant has relevant experience and letter of recommendation from a previous job. The number of nursing staff is calculated based on the proportions - 2 nurses per 1 attending physician.

Monthly salary: 25 thousand rubles.

• Junior medical staff (orderlies)

Cleaning and maintaining cleanliness of offices and common areas.

Opening hours: 2/2 – 08:00–20:00.

Monthly salary: 18 thousand rubles.

• Registry staff (administrators)

It is the receptionists who face the main load: they receive calls, make an appointment, advise on the list and cost of services, make reminders to registered patients, meet visitors and make settlements with them.

At the initial stage, all these functions can be entrusted to administrators, however, if the budget allows, then it is worth introducing an additional cashier rate in order to distribute the load and responsibility.

Opening hours: 2/2 – 08:00–20:00.

• cashier-operator

Accepts payment for services, draws up receipts and debit orders, maintains cash registers, collects cash.

Opening hours: 2/2 – 08:00–20:00.

Monthly salary: 20 thousand rubles.

All employees of the clinic, without exception, are required to have sanitary books and undergo a scheduled medical examination in a timely manner.

Marketing

The complex of marketing activities includes the development of a strategy and advertising campaign, product and pricing policy, analysis of the current market situation and competitors, finding ways to increase sales, and developing a loyalty program for regular customers.

All these actions are aimed at the return on investment and increase in company revenues.

• Advertising

Advertising costs are also included in the example of a business plan for a medical center with calculations, since at the stage of opening a clinic this article will be justified, since it is precisely effective advertising is the main source of attracting new customers.

First of all, to promote the services of the center, you need to use the Internet space (media, contextual advertising etc.). As for the corporate site, its structure should contain the following sections: "About the company", "Services", "Prices", "Employees".

Create a feedback form so that site visitors can ask questions (anonymously) and get expert advice. Thus, not only the most popular queries will appear on the page, but also a large site traffic will occur, which will organically raise it in the search.

To attract a target audience that does not use the Internet (the older generation), you can use flyers in your area: put them in mailboxes, distribute them on the street, place ads in entrances and elevators.

Since the topic of women's health is relevant at all times, then effective way promotion will be an informational article in a ladies' magazine. For example, answers to questions of interest to women from the head physician of the clinic or the leading obstetrician-gynecologist.

To encourage sales, place a first-visit discount coupon after your interview text. Offer a discount percentage based on your capabilities. According to statistics, one out of three patients who come to the center for the first time becomes regular customer if he was satisfied with the work of the doctor and the level of service.

• Sale of services

The first contact of the patient with the medical center takes place by phone and begins with communication with the administrator. It depends on the receptionist who answered the call whether the patient makes an appointment or not: whether the administrator will be able to explain and present the services in an accessible way, consult, orient on the cost, find a convenient time for the appointment in the schedule.

For accurate and efficient use of data, install a CRM − software, designed to automate the accounting of the client base.

The registrar's job is also to remind the patient about the upcoming visit, instruct about preparing for the procedure, meet the visitor, talk about comprehensive programs and the bonus system. Therefore, a person who communicates with customers must be polite, smiling, competent.

Use labor and financial incentives, such as bonuses for achieving certain indicators, discounts for treatment at the center, corporate meals, or travel compensation.

Analyze the performance of each of the promotion channels. Do not ignore the reviews that customers leave on the sites. Respond to both positive and negative comments.

Pay attention to SMM promotion, create social media accounts: VKontakte, Instagram, Facebook. There you can publish up-to-date information about special offers, work schedules and appointments of specialists, medical news, cover events in the company, maintain thematic headings, answer user questions and make an appointment.

Financial plan

We bring to your attention the financial model in the business plan of the medical center.

The total investment required to open the clinic and start accepting the first patients is about 8 million rubles, 80% of which will be spent on repairs and finishing works, purchase of medical equipment and tools.

The cost of equipment needed to open a private gynecology clinic will be about 6.56 million rubles.

Name	Qty	Price for 1 piece	total amount
Apparatus for ultrasound diagnostics
Colposcopy apparatus
Gynecological chair
obstetric chair
Drying and sterilization cabinet
Cabinet with a set for anti-shock therapy
Means of antishock therapy
pharmaceutical refrigerator
Containers with disinfectants
Bixes with sterile material
Steam autoclave
ultrasonic bath
dry oven
bactericidal cabinet
UV germicidal irradiator
germicidal lamps
Tonometer
Thermometer
Electric suction
Gynecological set disposable
Disposable syringes
water distiller
Expendable materials
Disposables
Cabinet for tools and medicines
File cabinet
Office chair
Office table
Reception desk
Rack for shoe covers
TV set

You can take this medical center business plan as a basis, but keep in mind that it is based on the purchase of new medical equipment. To save money, you can buy equipment that has already been used or take out a lease.

Investments to open
Registration of a legal entity
Purchase of medical equipment
Commissioning of medical equipment
Software installation
Purchase of overalls for employees
Purchase of office equipment
Purchase of office furniture
Purchase of medicines
Premises for rent
Total	8 002 880

Make a business plan in such a way as to take into account the costs of obtaining a license, payroll and advertising campaign during the first quarter.

Current expenses:

The average bill for an appointment with a specialist in a private medical center consists of two figures: the cost of a doctor's consultation and the cost of laboratory tests.

Risk factors

The health care business comes with many risks that you should take into account in advance in order to save your business and not be left at a loss.

1. Internal risks

• Preparatory stage

High requirements are imposed on the premises, layout, decoration, communications and specialized equipment, compliance with which will be checked by supervisory authorities. It will take time to comply with the current sanitary and epidemiological standards.

• Unscrupulous staff

Since any action of a doctor affects the health and life of the patient, each specialist must be careful and extremely careful. In any institution where there is invasive manipulation, there is a risk of infection, which affects both visitors and the doctors themselves. Therefore, increased attention should be paid to safety and labor protection.

Don't save money personal protection and consumables, which must be disposable. Make sure that all employees undergo scheduled medical examinations, laboratory tests, and vaccinations in a timely manner.

These activities must be carried out at the official level and recorded in the prescribed manner, so you protect your business, as well as the health of customers and employees.

• medical errors

The duty of any doctor is to make a correct diagnosis and prescribe an effective treatment. When forming a staff, carefully study the biography of the applicant, check the authenticity of education documents, ask for recommendations from a previous job, or make a call to this organization to get a characterization for a person.

If a specialist has had negative patient reviews in the past or there is no confirmation of his qualifications, refuse him a job. An incompetent doctor will ruin the reputation of your medical center.

2. External risks

• Licensing of medical activity

To obtain a license, you need to have a room that meets sanitary and epidemiological requirements, purchase certified medical equipment, and recruit a team of specialists. Firstly, this process is lengthy, and secondly, it is not always possible to pass licensing the first time.

It is possible that you will be refused or ordered to eliminate inconsistencies.

• Pricing

Prices for services should not only contribute to the enrichment of the owner of the clinic, but also attract customers, take into account the interests of the medical staff. pricing policy needs to be made flexible. However, this should not affect the salaries of doctors. If a specialist is not in demand, then review the cost of his services or work schedule, reducing the load.

• Reputation of the medical center

A good reputation is hard to earn but very easy to lose. It works on the principle of word of mouth: the more satisfied patients you have, the more new customers. Of course, it will not be possible to please all visitors, but try to observe the following principles of work:

1. Polite, friendly communication of employees with the patient, attentive attitude to his interests, willingness to help with the solution of any problem.
2. Preserving customer privacy. The protection of personal data is the responsibility of the institution, this requirement must be indicated in each employment contract and fixed in a separate position.
3. Regular training and advanced training of employees. Discoveries and advances in the field of healthcare, changes in medical legislation should be brought to the attention of your doctors in a timely manner.

This type of business is very risky, so carefully choose a team of specialists who are focused on helping the sick. Your activity should be not only profitable, but also useful for society.

An example of a medical center business plan

Downloads:

Typical mistakes of opening a medical center

• Desire to open a clinic without commercial ability

Usually practitioners want to become owners of their own medical center. However, despite all their outstanding professional quality, these people do not always have an entrepreneurial streak. Failure to run a business often leads to bankruptcy.

The approach to any type of entrepreneurial activity should be systematic. The difference between a talented doctor and a successful entrepreneur lies precisely in the ability to build a system.

If the first knows his business well, conducts accurate diagnostics and prescribes effective treatment, then the second knows “his” client well, in particular, what services he needs, what price he is willing to pay for them, what result he expects.

If a medical center is created by an experienced businessman, then it is initially considered not as a “lifelong business”, but as a project for investment. That is why such organizations are more stable and successful.

This does not mean that the doctor cannot build profitable business, but for this it is necessary to abstract from professional activity and focus on building the system.

• Concentration only on medical procedures

Even if you managed to recruit a team of first-class specialists, the operation of the clinic can still be unprofitable. Causes:

This list is endless. As you can see, to create successful business, it is not enough to be a good doctor, organizational skills are necessary for the smooth operation of the medical center.

The clinic will work stably if marketing and control over receipts and expenses are established. Creating a smoothly running mechanism is the responsibility of the business owner.

• Lack of a sound business model

When creating a medical center business model, consider it not as a medical institution, but as a source of profit. Create a budget on your own, which will take into account all cash receipts and expenses.

Take your time, because if you lose sight of even an insignificant cost item, you can quickly lead the company to a state of bankruptcy.

What to consider in a business plan:

• list of services provided;
• pricing policy;
• official duties of employees;
• system of remuneration and bonuses;
• rules of work, customer service, medical appointments, etc.

The more detailed your business model is, the easier it will be for you to make decisions, for example, when ordering medical equipment, searching for personnel, choosing a clinic specialization, etc.

If production mechanisms are not established, then any failure will bring the system out of working order, and in practice it will be expressed in the form of skirmishes and the search for the culprit, to whom all responsibility can be shifted. The proceedings take a lot of time, and, as you know, it is money.

• Failure to delegate responsibilities

As for the calculation of the wage fund, it is obvious that each work unit is an additional cost, which ultimately affects the total amount of profit.

How to get out of the situation if you need non-core workers (accounting or personnel records, legal assistance), but you cannot afford the costs of their employment?

In this case, it is necessary to use outsourcing - the use of other people's resources. There is a simple outsourcing rule - everything that buyers do not pay you for, transfer to other companies.

Activities that can be outsourced:

• accounting;
• software support;
• promotion of the site and social networks;
• legal assistance;
• cleaning.

In this case, you both get higher quality, since you entrust the work to professionals, and reduce costs, since professional services take less time.

• Lack of financial "airbag"

The power supply system failed, the doctor on duty did not come to work, the fire service imposed a fine based on the results of the inspection, and repair of the heating main began before entering the clinic. All these events increase costs and reduce the number of visitors, but you cannot compensate for them with high prices. Patients will leave.

The best and richest clinic, which patients stopped visiting, will instantly go bankrupt. To prevent such situations, you must include in the price some insurance amount, a "safety cushion".

With such insurance, you can cope with an unpleasant situation with minimal losses. It is important that all these unpleasant events do not affect patients in any way.

Finally, adjust for inflation in all your calculations. Prices for materials are gradually rising, and this should be reflected in the cost of your services.

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