1. A brief investment memorandum. Just 10 years ago, few believed that private medical centers would not only be in demand, but also be able to bring good profits to their creators.
However, the reality is that with every year more and more people make a choice in favor of paid clinics. This means that this direction is not only profitable at the current time, but also has great prospects for revenue growth in the future.
The attractiveness of this type of business has led to high competition in the market of paid medical services. Nevertheless, there are free niches in this market, and they can be successfully mastered.
Naturally, people who are far from the sphere of medicine have doubts:
Should I enter this market without a special education?
In fact, all that is needed to open a medical center, as well as for any other business, is the manager’s talent, as well as a clear idea of the competent functioning of a paid clinic.
However, before making a decision to invest in the opening of a medical center, you need to carefully study the specifics of this business. Doing business in the healthcare industry presupposes not only legal, but also high psychological responsibility, because in your hands health, and sometimes the lives of patients.
When choosing the location of the medical center, pay attention to the proximity of public transport stops. Favorable accommodation will positively affect the attendance of your center. At the same time, the obvious advantage of this business project is that a profitable medical center can be located both in the center of the city and in the «sleeping» area.
Of great importance for patients is the level and quality of care. The interior of the center should be relaxed, and the staff should be as polite and helpful as possible. At the entrance to the center, place an information board with licenses for each type of medical services, certificates and diplomas of specialists. The main thing is to form the trust of your clinic from the very first glance.
The main factor of demand for the services of your center is the qualification of specialists. The reputation of doctors working in your clinic is inseparable from the reputation of the center itself. Therefore, when looking for employees, pay attention to the level of education, professional experience, the availability of a database of regular patients. Involve qualified specialists working in district polyclinics with experience of at least 3 years. Thus, the majority of clients will find out about your medical institution exactly after admission to a free polyclinic.
Any medical center is obliged to comply with sanitary norms and rules for this type of institution. This applies to special requirements for the organization of the premises, regular upgrading of the skills of specialists, monitoring the health of equipment. In case of any non-compliance with the state requirements, you may lose the license for the activity, which must be received every 5 years.
The main investment in the opening of the medical center is to purchase medical equipment and commissioning (85% of the investment amount). The second article on the scope of costs consists of investments in repair and decoration of the premises. During the period of obtaining a license, you will not be able to provide services, but you will be required to pay rent of premises and salaries of key employees.
Current expenses after the commencement of activities will consist mainly of rent, wages, purchase of consumables, and advertising of your center. It should be recognized that relatively small monthly costs for doing business are a serious incentive for making a decision in favor of opening this business.
Initial investments amount to 8,043,509 rubles.
The breakeven point is reached in 8 months.
The payback period is between 28 months.
2. Description of business, product or service
A medical center is an institution that provides paid medical services to the public. This type of activity is strictly controlled by the state and requires obtaining a license for each type of service.
Licensing is a long and expensive process, and the license needs to be renewed every 5 years.
Therefore, at the initial stage, especially with limited financial resources, it is worth concentrating on one particular area of medicine (for example, cardiology, gynecology, etc.). This is done so that the process of obtaining a license does not delay the opening of the center for an indefinite time, as well as to reduce the cost of marketing and advertising. In the process of functioning you can already expand the list of services of the center, getting additional licenses. At the same time, your expenses will be covered by current income from the work of the enterprise. In this business plan, the opening of a medical center specializing in gynecology is being considered.
Service list
An indicative list of services provided by the Center for Gynecology and Women’s Health:
- routine preventive examination;
- treatment of pelvic organs diseases;
- treatment of sexually transmitted infections and diseases;
- planning and preparation for pregnancy;
- conducting pregnancy;
- colposcopy;
- all kinds of ultrasound;
- tableted abortion;
- follow-up after abortion.
Demand Factors
The attendance of the center is greatly influenced by the location. The center can be located in the «sleeping» area of the city, but the building must have convenient access roads and parking. An important factor is the proximity of public transport stops.
The atmosphere in the premises of the center should be cozy and conducive to a quiet waiting reception. The reception and waiting areas must be equipped with a rack with shoe covers, a cooler with drinking water and disposable cups. It is also necessary to have a colorful information stand about the services of the center. The stand should be clearly visible from the entrance.
Registration of specialists’ offices also has a strong psychological impact on the client. Each room should be equipped with natural daylight. The interior should be simple, but at the same time it should correspond with the corporate style of your clinic. Pay attention to the color solution of your interior. It has been scientifically proven that the green color evokes a sense of security and trust, and the red alarms and tends to aggression.
Do not skimp on advertising and special promotions for regular customers. Recently, special complex programs for patients have been in demand, for example, «A complete check on women’s health» and others. And the above programs should imply the passage of further treatment in your clinic with certain discounts. Since the majority of visitors to the center are permanent patients, take care of pleasant surprises for them during each visit to your clinic. For example, issuing a discount coupon on a second visit.
Service and maintenance
When forming the reputation of a medical center, the main task is to build trust with the client. A special role in this is the quality of service. A good medical center is distinguished by the competence and courtesy of each of the staff, from the administrator of the center to the chief doctor. A person should, at the first call to the center, understand that he is talking with the professionals of his business.
Regardless of which area of medicine you choose as your primary specialization, the service cycle for the client should be closed. This means that in your center the patient can go through all the necessary procedures from the initial visit to the diagnosis and subsequent treatment. However, he does not need to contact third-party medical organizations for additional services. Therefore, your center should offer not only specialist advice, but also the sampling of tests, diagnostics and other procedures necessary for the full conduct of the patient’s study.
The schedule of work of the center
The schedule of the medical center: Monday – Friday from 08:00 to 20:00; Saturday from 10:00 to 17:00; Sunday – only by appointment.
3. Description of the market
Portrait of a potential client
When forming a portrait of a potential client, the following criteria are taken into account: gender, age category, employment, lifestyle, marital status, children. For the center of gynecology, CA is described as follows: an active woman between the ages of 23 and 45, working, with children, or planning to have them.
At multidisciplinary medical centers the structure of the target audience is more complicated. In any case, all potential clients of medical centers have one common factor prompting them to opt for a paid medical institution: this is a reluctance to visit state polyclinics.
This factor can be explained by various reasons:
- Lack of free time in view of high employment;
- Unprofessionalism of employees of public clinics;
- Low quality of service in public medical institutions;
- Inability to get an appointment with a specialist without referral;
- A large queue when recording to the reception, the lack of the ability to record by phone / internet;
- Long process of inspection;
- Other reasons.
Survey of clients and further analysis of the main reasons for clients’ appeal will be useful for forming the policy of the company’s work and the main competitive advantages.
The policy of working with clients depends on the needs and expectations of your target audience.
Expectations of customers after applying to a paid medical institution:
- One hundred percent professionalism of the team of doctors is the statement of the correct diagnosis;
- High level of service: high-quality and courteous service from the stage of the first entry to the client’s statement;
- Work speed: organization of all complex survey activities in the shortest possible time;
- Convenience of the location of the center: availability of parking and public transport stop;
- Optimal cost of services, competitive prices.
Due to a clear list of customer needs, you can determine the optimal hours of admission of specialists for a more complete coverage of the target audience. Your patients will most conveniently visit the center after work, on weekends, or at lunch time. Exceptions are highly qualified specialists with a full record for a few days / weeks ahead. The hours of their reception depend on the individual schedule of the specialist.
Based on these findings, it is possible to form an approximate network of gynecologists’ admission in your medical center, provided that the center operates from 08:00 to 20:00
| Doctor of the highest category | Management of pregnancy | Doctor of the middle category | Procedural room |
Reception analyzes |
|
| Monday | 15-00 – 17-00 | 10-00 – 12-00 | 18-00 – 20-00 | 08: 00-20: 00 | 08: 00-20: 00 |
| Tuesday | From 9 am to 11 am | output | output | 08: 00-20: 00 | 08: 00-20: 00 |
| Wednesday | output | From 15-00 to 17-00 | From 12-00 to 14-00 | 08: 00-20: 00 | 08: 00-20: 00 |
| Thursday | From 13:00 to 17:00 | output | output | 08: 00-20: 00 | 08: 00-20: 00 |
| Friday | From 11-00 to 14-00 | From 17-00 to 19-00 | From 17-00 to 20-00 | 08: 00-20: 00 | 08: 00-20: 00 |
| Saturday | output | From 15-00 to 17-00 | From 10-00 to 12-00 | From 10-00 to 17-00 | From 10-00 to 17-00 |
This scheme is exemplary. In any case, there should be a doctor on duty at your center to administer, even if there are no entries for the reception.
In order for your medical center to stand out against a highly competitive environment, you need to take into account all the motivating factors of your target audience. Excellent service, conscientious attitude to your business and strict fulfillment of your obligations – will allow you to increase the number of regular patients.
SWOT-analysis of the medical center
| Strengths of the project | Weaknesses of projects |
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| Project Capabilities | Threats to the project |
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4. Sales and marketing
Stimulating sales, increasing loyalty of regular customers and other marketing moves will help your center not only pay back costs, but also bring profit to its owner.
Advertising and marketing
Your center needs advertising, especially at the initial stage of work, so be prepared for the fact that the article «advertising costs» will be constantly present in the expenditure part of your budget.
As the main platform for advertising a medical center, you need to consider the Internet. Firstly, it is the creation of a professional website of the company . In addition to the list and cost of services, it is necessary to create such a section for communicating with the client as a «question-answer». Questions should be asked anonymously, and the specialist’s answers should be given free access. Divide administrative issues and questions to specialists. This section will contribute to the formation of the business reputation of your medical center. In addition, in this way your site will appear on the first lines of search for the most popular queries.
To attract customers who live in close proximity to your center, you can use the distribution of flyersto mailboxes. This way you can attract an audience of more mature age.
Since the topic of women’s health is relevant for a large number of popular women’s magazines , a detailed interview with the head physician of the clinic will be a good way to advertise . Include discount coupons for a doctor’s consultation. For example, offer a client who brought a coupon from the magazine – a 50% discount on a visit to a gynecologist. You can safely offer a great discount, because according to statistics every third visitor to the medical center becomes his permanent patient. So, the costs will pay off with interest. The main thing is to provide a high level of service in order to keep the customer after the first call / visit.
Sales of services
The very first contact with a potential client takes place by phone from the receptionist of your center. This employee is responsible for ensuring that the person concerned comes to the first reception. Accordingly, he should be able to present the services of the center, competently consult on the problem indicated by the person, and also write down to the reception to the right specialist. Also important is the competent management of patients’ database, the issuance of documents, the accounting of loyalty programs – all this is possible thanks to the special software that your medical center simply needs.
The work of the administrator is also to call the person before the reception and remind about the time of visiting the center, as well as to meet the patient, to tell him about the rules of visiting the center and special programs for complex treatment. It is the administrator who is the face of your clinic, and his professionalism and benevolence will serve the benefit of your center. Therefore, make sure that this employee is morally and financially interested in the prosperity of the center. Offer a bonus on the results of the month, pay for refresher courses, offer compensation for food and travel.
Be sure to analyze the effectiveness of each of the advertising channels, as well as check reviews about the work of the center on the Internet – they need to respond quickly.
Do not forget about the establishment of medical center groups in social networks – it should present the most current news from the life of the center, as well as the latest achievements of medicine. In addition, social networks are also a good tool for effective communication with potential customers. Assign a responsible person and make sure that the staff of your clinic willingly share news about the life of the center.
5. Production plan
First of all, it is necessary to determine what will be included in the list of services of your center, and this is possible only after choosing the specialization of your center.
You can choose a specialization by the following criteria:
- location (the center will be located next to the clinic where the specialist is absent or there are many complaints);
- personnel policy (you can involve a doctor with a good professional experience, many years of practice, as well as your own client base);
- personal experience (as a patient you know and understand that this particular niche in your city is free, or will be in constant demand).
The bulk of patients will come exactly to the doctors of a certain specialization, chosen by you as the main direction, other specialists should competently supplement the list of services of your center. For example, in order to provide a full range of services under the «Pregnancy Management» program, you will need to enter the services of a mammologist, an endocrinologist, etc.
The second step after determining the specialization of your center for you will be the selection of a room.
When selecting a room, you can follow SanPin 2.1.3.2630-10, which details the requirements for the size of the room, layout and decoration.
For example, for a medical center that specializes in gynecology and women’s health, you need to focus on the following area of the room:
- hall and reception area -12 sq.m,
- wardrobe – 6 sq.m,
- bathroom – 8 sq.m,
- reception waiting area – 10-12 square meters,
- office for inspection – 16-18 sq.m,
- cabinet of ultra-sound research – 20-22 sq.m,
- a treatment room – 16-18 square meters,
- room for staff – 14-16 sq.m,
- sterilization – 6 sq.m,
- room for storage of cleaning equipment – 3sq.m,
- the director’s office is 10 sq.m,
- the chief doctor’s office is 10 sq.m.
We sum up all the numbers and get about 150 square meters .
In this case, you need to pay attention not only to the area and location, but also to the following criteria: the voltage of the electrical network (380 kW for the ultrasound machine), the presence of natural light. It is desirable that the premises were in a non-residential building. If the center is located in a residential building, consider this factor when purchasing equipment (for example, an X-ray or MRI in a residential building will not be allowed to install it). Rent a room will cost you about 120 000 rubles a month.
The decoration of the premises should be carried out with environmentally friendly, fire-safe and washable materials. For all materials used in the repair and decoration of the premises of the center, keep fire safety certificates. In order to obtain a license, you will need to obtain a sanitary and epidemiological certificate for the premises, so take care of signing a contract with the laundry for washing clothes of personnel, as well as a contract for deratization and disinfection of the center’s premises. For registration of the sanitary-epidemiological conclusion it is necessary to apply to the relevant institution with a request for an inspection. For repair and decoration of the premises should be allocated at least 300 000 rubles.
The premise is chosen, now it is necessary to be defined with the legal person and system of the taxation. For the medical center, it is better to choose the following organizational and legal form: LLC (limited liability company). Code OKVED – 85.11.1 (Activity of hospital establishments of a wide profile and specialized). In order to save time for the registration procedure, it is better to use the services of a lawyer with experience and experience in the field of medicine. Preferred taxation regime is USN 15% «revenues minus expenses». However, when choosing a tax system, pay attention to the expenditure part of your budget. If the medical center is in your possession, your expenses may be relatively small. Therefore, it is better for you to use the state to pay 6% of the gross income of the organization.
Then it is necessary to engage in recruitment of medical personnel. With the chief doctor of the clinic and the chief accountant, you will have to conclude labor contracts in advance, as you will attach their copies to the package of documents for obtaining a license. In addition, the head physician of your center must decide for himself what equipment to keep.
Next, you need to determine the equipment and medical furniture. If you decide to purchase second-hand equipment, consider the following: certificates and passports of each device you will need to show when you get a license. It is better to purchase new equipment, because in this case your firm will have a good discount for the purchase of consumables and medical instruments. Investments in equipment – this is the main part of the investment, which is approximately 6 500 000 rubles .
When the above steps are completed, you need to go to the most important – obtaining a license.
To do this, you need the following documents:
- Charter of LLC
- The order addressed to the general director
- Order to the Chief Accountant
- OGRN, ГРН, ИНН, statistical codes
- Extract from the Unified State Register of Legal Entities
- Payment order for payment of state duty (2600 rubles)
- Sanitary-epidemiological conclusion
- Documents on the formation of the chief physician and other specialists (diplomas, certificates, etc.)
- The employment contract concluded in the name of the chief doctor
- The lease of premises, or a certificate of ownership
- List of material and technical equipment (equipment list, maintenance contract, act of commissioning)
- List of medical instruments
- List of medical furniture
- Inventory book by form
- Certificates and registration certificates for equipment (autoclave, sterilizer, bactericidal lamp, tonometer).
In order that the procedure for collecting the package of documents took a minimum of time and was performed correctly the first time, we advise you to apply to a legal organization. Registration of documents through lawyers will cost about 40,000 rubles. The acquisition of an average license takes about two months. During this time, your center will not be able to receive patients. But you can spend days of waiting profitably, having prepared for the opening of the center: to develop a logo, to come up with a name and think over an advertising campaign.
After obtaining a license, you open a center for the reception of the first patients.
6. Organizational structure
The organizational structure of the medical center can be presented in the form of this table. Next, we’ll look at each category in more detail.
Responsible for the smooth operation of the center. In that, the number of responsibility for the risks associated with the work of the center, in general, and doctors in particular. Choose this employee with all due diligence, because it will be specified in the license for the implementation of activities for the provision of medical services.
The schedule of work from Monday to Friday from 08:00 to 17:00. Saturday – from 10:00 to 14:00.
Wages – 40 000 rubles per month.
Deputy Director for Finance (Chief Accountant)
Supervises work of accounts department, carries out inventory, carries out the financial analysis of activity of the enterprise.
Work schedule: on weekdays from 08:00 to 17:00.
Salary – 25 000 rubles per month.
Deputy Director for Technical Issues (Chief Physician)
It is desirable, that this post was occupied by the most qualified expert of your clinic. With his impeccable reputation, he will create the status of your medical center. That is why constant professional development, academic degree, and organizational skills of the chief doctor are your competitive advantages. This specialist should also have a certain immunity in dealing with pharmacological companies, be able to lobby for the interests of patients. Thanks to the communication capabilities of the head physician, your medical center can have maximum discounts on the newest drugs.
Work schedule: on weekdays from 08:00 to 17:00.
Wages – 30 000 rubles.
Medical staff (doctors)
All specialists of your center must have a diploma of medical education, work experience of at least 3 years, excellent feedback from clients. For effective work, the doctors of your center need to constantly improve their qualifications, and you in this matter must provide them all the necessary conditions: material encouragement, specialized literature.
Work schedule: individual.
Wages – 25 000 rubles.
The average medical staff (nurses)
Since it is the nurse that most interacts with the client, she should be competent, polite and tolerant towards each patient. Work experience and positive recommendations from the previous place of work are mandatory conditions before entering into an employment contract. The number of paramedical personnel is calculated at the rate of 1: 2, where the first figure is the number of doctors in the center.
Work schedule: 2 working days after 2 days off, working time: from 08:00 to 20:00.
Wages – 18 000 rubles per month.
Junior medical staff (nurse)
Provides cleanliness and order in all premises of the center.
Work schedule: 2 working days after 2 days off. Opening hours are from 08:00 to 20:00.
Wages – 12 000 rubles.
Deputy Director for Technical Issues (Chief Engineer)
Equipment, lighting and other technical issues must be in the jurisdiction of one person. Of course, the service of specific medical equipment must be carried out by hired professionals. However, the chief engineer should monitor the health of the equipment, search for workers, and guide the troubleshooting process. In addition, minor malfunctions that do not require the intervention of specialists are solved by this employee on their own.
The schedule of the engineer’s work is on weekdays from 08:00 to 17:00.
Wages – 20 000 rubles.
Registration (administrators)
At the initial stage of the opening of the center, these employees have many responsibilities: receiving calls, recording patients, informing doctors about appointment, meeting patients. Therefore, you need to closely monitor their workload: if at the initial stage of the work the administrators can even replace the cashier, then at the full capacity utilization of the center, all these duties should be divided among themselves by three employees: the administrator, the cashier, the registry employee.
Administrator’s work schedule: 2 days off in 2 working days, working time – from 08:00 to 20:00.
Wages – 18 000 rubles.
Cashier (cashier)
Receiving money from patients on the basis of documents, records of funds and collection. Work schedule: 2 working days after 2 days off. Opening hours are from 08:00 to 20:00.
Registry Worker
Carries out a meeting and registration of documents for patients. Work schedule: on weekdays from 08:00 to 17:00. Wages – 18 000 rubles per month.
Keep in mind that absolutely all employees of the medical center must have personal medical books. This condition is mandatory when obtaining the SES conclusion (sanitary-epidemiological station).
The table below shows the staffing table of the medical center at the initial stage of work.
| Staff | Number of | Salary per 1 employee (rub.) |
Total salary part of salary (rub.) |
| Director | 1 | 40,000 | 40,000 |
| Head Physician | 1 | 30 000 | 30 000 |
| Chief Accountant | 1 | 25 000 | 25 000 |
| Deputy. director for technical. | 1 | 20,000 | 20,000 |
| Doctor of the middle category | 2 | 20,000 | 40,000 |
| Nurse | 2 | 18,000 | 36,000 |
| Nurses | 2 | 12,000 | 24,000 |
| Administrator | 2 | 18,000 | 36,000 |
| Cashier | 1 | 18,000 | 18,000 |
| TOTAL FOT | 289 000 |
The premium part of wages is calculated individually for each category of employees.
7. Financial plan
Investments in the opening of a medical center
The total amount of investments in the opening and initial operation of the center will be 8,043,509.
More than 80% of the cost of opening a medical center is for the purchase of medical equipment, as well as for repair and decoration of the premises.
Equipment for a medical center with the specialization «Gynecology and Obstetrics» will cost you about 6 664 228 rubles.
| Investments in complex equipment of medical offices | |||
| Equipment | amount | Price per piece (rub.) | Total price (rub.) |
| Gynecological office | |||
| colposcope | 1 | 390 000 | 390 000 |
| gynecological chair | 1 | 132 600 | 132 600 |
| drying-sterilizing cabinet | 1 | 27,000 | 27,000 |
| ultraviolet bactericidal irradiator wall | 1 | 4 250 | 4 250 |
| filing cabinet | 1 | 16 400 | 16 400 |
| medical sofa | 1 | 5,329 | 5,329 |
| doctor’s chair | 1 | 6,020 | 6,020 |
| doctor’s desk | 1 | 14 100 | 14 100 |
| medical couch | 1 | 6,625 | 6,625 |
| one-time inspection kit | 300 | 50 | 15,000 |
| The office of ultrasound | |||
| obstetric chair | 1 | 806 210 | 806 210 |
| drying-sterilizing cabinet | 1 | 27,000 | 27,000 |
| filing cabinet | 1 | 6,280 | 6,280 |
| medical sofa | 1 | 5,329 | 5,329 |
| doctor’s chair | 1 | 6,020 | 6,020 |
| doctor’s desk | 1 | 10 800 | 10 800 |
| medical couch | 1 | 6,625 | 6,625 |
| ultraviolet bactericidal irradiator | 1 | 4 250 | 4 250 |
| ultrasound scanner | 1 | 4 800 000 | 4 800 000 |
| Treatment room | |||
| refrigerator for storing pharmaceutical preparations with labeled shelves | 1 | 30 900 | 30 900 |
| cabinet for instruments and medicines | 1 | 13 600 | 13 600 |
| tonometer | 2 | 1 890 | 3 780 |
| thermometer | 5 | 280 | 1 400 |
| electric pump | 1 | 16 100 | 16 100 |
| disposable syringes | 10,000 | ||
| cabinet with kit for anti-shock therapy | 1 | 8,000 | 8,000 |
| medical couch | 2 | 6,625 | 13 250 |
| Bixes with sterile material | 12,000 | ||
| filing cabinet | 1 | 14 250 | 14 250 |
| containers with disinfectant solutions | 5,000 | ||
| bactericidal lamps | 2 | 2,390 | 4,780 |
| antishock therapy | 7,000 | ||
| Sterilization room | |||
| steam autoclave | 1 | 21 990 | 21 990 |
| ultrasonic bath for pre-sterilization cleaning tools | 1 | 13 300 | 13 300 |
| dry-fire cabinet | 1 | 20,000 | 20,000 |
| bactericidal cabinet | 1 | 13 800 | 13 800 |
| distiller of water | 1 | 14,990 | 14,990 |
| bactericidal irradiator | 1 | 4 250 | 4 250 |
| Consumables | 30 000 | ||
| Disposable materials | 20,000 | ||
| Equipment for the hall and the reception area | |||
| reception desk | 1 | 32000 | 32 000 |
| medical sofa | 3 | 12 600 | 37 800 |
| cooler | 1 | 3 200 | 3 200 |
| bahill stand | 2 | 1 500 | 3,000 |
| TV | 1 | 20,000 | 20,000 |
| TOTAL | 6,664,228 | ||
You can reduce the amount of investment, making a choice in favor of used equipment, or taking equipment in leasing. However, this business plan involves the purchase of new equipment.
Below is a table showing other investment costs, which can not be dispensed with when opening a medical center.
| Other investments | |
| Repair and commissioning of equipment | 350,000 |
| Software Installation | 20,000 |
| Obtaining a license and registering LLC (including legal services) | 60,000 |
| Acquisition and installation of CCP | 20,000 |
| Staff form | 50,000 |
| Website creation | 100,000 |
| Purchase of office equipment | 150,000 |
| Office furniture | 25 000 |
| Repair and decoration of premises | 300 000 |
| other expenses | 20,000 |
| TOTAL | 725,000 |
Keep in mind that for the first three months you will have to invest money in issuing licenses, paying wages and advertising the center.
Recurrent costs
| Investments in current expenses for 1 month | |
| Costs | Cost, rub. |
| The rent is 150sq.m. (including comm. costs), per month. | 120,000 |
| Depreciation of equipment * | 61 977 |
| USN tax | 0 |
| Stationery | 5,000 |
| Purchase of medicines | 15,000 |
| Marketing (banners, brochures, information stands) | 20,000 |
| The premium payroll fund (12% of gross revenue) | 103 584 |
| Bank service | 2 500 |
| Contributions to the FIU, FSS | 34 720 |
| PHOT | 289 000 |
| Communication and communication | 2 500 |
| TOTAL | 654 281 |
Efficiency of investments
To calculate the profitability of the project, it is necessary to analyze the attendance of the medical center. For this, the data of a functioning medical center with a similar location and specialization are used. The indicators are measured 4 times a day for a week.
| Attendance per day, people. | from 08.00 to 12.00 | from 12.00 to 15.00 | from 3 pm to 6 pm | from 6 pm to 8 pm | Total traffic, people |
| Monday | 8 | 12 | 6th | 18 | 44 |
| Tuesday | 10 | 14 | 8 | 16 | 48 |
| Wednesday | 10 | 14 | 8 | 16 | 48 |
| Thursday | 12 | 14 | 10 | 18 | 54 |
| Friday | 10 | 12 | 14 | 12 | 48 |
| Saturday | 10 | 8 | 6th | 0 | 24 |
| In just a week, people. | 60 | 74 | 52 | 80 | 266 |
| Total per month, people. | 240 | 296 | 208 | 320 | 1064 |
The average check when you visit the medical center consists of two indicators: the average cost of visiting a specialist, and the average cost of sampling analysis. Revenue per month is calculated as the product of the average check (in rubles) for attendance of the center (in terms of the number of people). This factor is influenced by such factors as changing visitor traffic and pricing depending on seasonality and competitive environment.
| Key indicators | |
| Average attendance of the medical center per day, people. * | 40 |
| Average cost of specialist consultation, rubles. | 600 |
| Average cost of analysis, rubles. | 230 |
| Average bill, rub. * | 830 |
| Revenues per day, rub. | 33 200 |
| Total indicators for the month | |
| Revenue, rub. *** | 863 200 |
* Note – this indicator is achieved for 4-5 months of work.
** Note – average for the first 6 months of operation. As the medical burden increases, this indicator increases.
*** Note – the work of the center is taken into account within 26 days (except Sunday).
Taking into account the high attendance of the center, the breakeven point can be reached after 8 months. However, the payback period of investments is from 28 months (2.5 years). Such a large gap is due to the fact that the current costs of operating the center are small relative to the initial investment.
| Month of work | 1 | 2 | 3 | 4 | 5 | 6th | 7th |
| Number of patients per month * | 700 | 800 | 900 | 1 040 | 1 040 | 1 040 | 1 200 |
| Average check ** | 415 | 415 | 415 | 415 | 415 | 415 | 500 |
| Income | 290,500 | 332 000 | 373 500 | 431 600 | 431 600 | 431 600 | 600,000 |
| Consumption | 617 247 | 621 397 | 625,547 | 636 357 | 636 357 | 636 357 | 665 312 |
| Rent (150 sq.m.) | 120,000 | 120,000 | 120,000 | 120,000 | 120,000 | 120,000 | 120,000 |
| FOT (salary) | 289 000 | 289 000 | 289 000 | 289 000 | 289 000 | 289 000 | 289 000 |
| FOT (premium part) | 29 050 | 33 200 | 37 350 | 43 160 | 43 160 | 43 160 | 60,000 |
| Taxes of the USN (15% of profit) | 0 | 0 | 0 | 0 | 0 | 0 | 7 115 |
| Tax deductions | 34 720 | 34 720 | 34 720 | 34 720 | 34 720 | 34 720 | 34 720 |
| Purchase of medicines | 15,000 | 15,000 | 15,000 | 20,000 | 20,000 | 20,000 | 25 000 |
| Marketing (promotions, seasonal discounts, menu updates, banners, etc.) | 20,000 | 20,000 | 20,000 | 20,000 | 20,000 | 20,000 | 20,000 |
| other expenses | 30 000 | 30 000 | 30 000 | 30 000 | 30 000 | 30 000 | 30 000 |
| Unexpected expenses | 15,000 | 15,000 | 15,000 | 15,000 | 15,000 | 15,000 | 15,000 |
| Communication and communication | 2 500 | 2 500 | 2 500 | 2 500 | 2 500 | 2 500 | 2 500 |
| Amortization of equipment | 61 977 | 61 977 | 61 977 | 61 977 | 61 977 | 61 977 | 61 977 |
| EBITDA (PE, including Taxes and Depreciation) | -249,770 | -212 420 | -175,070 | -127,780 | -30,620 | -127,780 | 18,780 |
| EBIT (state of emergency taking into account Taxes) | -311 747 | -274,397 | -237 047 | -189,757 | -92,597 | -189,757 | -43,197 |
| Net profit | -326,747 | -289 397 | -252,047 | -204,757 | -107,597 | -204,757 | -65 312 |
| Accrued Cash Flow (taking into account the initial investment) | -8 293 279 | -8,505,699 | -8,680,769 | -8,808,549 | -8,839,169 | -8,966,949 | -8,948,169 |
8. Risk factors
The sphere of medical services is rather risky, from the point of doing business. However, by calculating all possible risks in advance, you will be able to protect your business from the negative impact of these factors.
Internal risks
Preparation for the opening of the center
The premises of the center, repair, equipment, personnel – everything must comply with strict standards and requirements. This means that you may take several months to find the best options.
Unfair medical staff
In this area, the attention and efficiency of employees plays a particularly important role, as in your hands the health and life of the patient. With insufficient staff responsibility, cases of infectious infection of the patient are already possible in your center. Also at the risk of possible infection are always the doctors of the center. Therefore, in no case save on disposable supplies, be sure to instruct the average and junior medical staff on a monthly basis. In addition, all these activities must be fixed in a special safety journal. These measures will allow you to reduce the likelihood of the above-described risks to a minimum, and also to protect you as a business owner.
Qualifications and professionalism of doctors
Only a correctly diagnosed and prescribed treatment plan will make a permanent client of your center from a single patient. Therefore, when selecting personnel thoroughly study the candidate’s resume, make inquiries, ask for recommendations from previous jobs. And if the hired specialist does not confirm his qualification, immediately leave this doctor, as his reputation may damage the reputation of your medical center.
External risks
Licensing of medical activities
To obtain a license, you need to have a room, qualified personnel and certified equipment. Collecting all the necessary documents, but this period may last, if you are refused for some reason, which will have to be eliminated as soon as possible.
Pricing
The cost of the services of the center should take into account not only the interests of the business owner, but also patients, and even doctors. You should flexibly approach this issue and reduce the cost of consulting doctors that are least in demand. In this case, you need to consider and support the interests of your professionals who do not want to receive lower wages.
Medical center reputation
The most fragile element of your business is his reputation. Thanks to the good reputation, the number of your customers will grow day by day, otherwise, the prospects for the development of your center may be in question. Of course, it is impossible to please every patient 100%.
But you can always protect yourself before the audience thanks to the following measures:
- Courtesy, goodwill, and patient care – these qualities should become mandatory for every employee of your center;
- Anonymity – all employees must be warned about the financial consequences of disclosing confidential patient information. This clause must be necessarily registered in the employment contract;
- Continuous training – your employees should be aware of all the changes in the market of medical equipment and medical products.
The conduct of this type of business involves serious risks. However, by creating a new medical center with a highly qualified team of specialists and competitive prices, you provide invaluable help and support to people who have health problems. It is difficult to imagine the kind of business in which you can bring as much benefit to society as when creating a medical center
