A Health Informatics Consultancy

Leeds University Business School Full Time MBA 2007-08

Business Plan

Suparna Das Sulaiman Alturki Amit Pandey Rehan Nayeem Suppawan Sawatyanon Shaleen Sharma

17th April 2008

Contact Address: 3 Kenworthy Vale, Leeds, LS16 7QG, UK

Page 1

Executive Summary

Compassion is a new e-health business that will provide easy access to accurate health

information, thus helping patients to make informed choices about their healthcare

needs. The Executive Board aims to establish the company as one of the national

pioneers in providing such a service. Compassion will initially operate the service within

England only, with an aim to expand to Wales, Scotland and Northern Ireland after the

initial six months.

The UK health service is currently undergoing major reform, with an emphasis on a

patient-led service. As patient demand is expected to drive the changes, there is a need

for patients to be better informed. However, there is a lack of easy access to health

information from one credible source. Compassion aims to address this need.

The Board, which has considerable experience in the fields of information technology

(IT), medicine, marketing, human resources management (HRM), accountancy,

engineering and operations management, will maintain the information database and

manage the day-to-day running of the service. Accredited UK doctors will be recruited

on a sessional basis to provide direct contact with patients. In addition, the IT systems

will be maintained through an annual maintenance contract.

Compassion will only provide supportive information about diseases and hospital

statistics, not diagnosis or prescription. It will market its services both to businesses

(B2B) and consumers (B2C). B2B customers will include GP practices, health insurance

companies and small and medium sized enterprises (SME). The B2C marketing will be

aimed at busy professionals, senior citizens and those seeking objective advice on

cosmetic surgery. The B2C segment will also include an end-to-end transport service

between home and hospital for those that might need it.

The company hopes to break even in 2009, with a projected profit of approximately

£82,000 by the end of that year. All loans are expected to be paid off by 2010.

Page 2

Table of Contents

Executive Summary __________________________________________________________________ 1

Table of contents ____________________________________________________________________ 2

1 Introduction ____________________________________________________________________ 4

2 People _________________________________________________________________________ 5

2.1 Employees __________________________________________________________________ 5

2.2 Employees Benefit ____________________________________________________________ 8

3 The Market _____________________________________________________________________ 9

3.1 What will they buy from Compassion _____________________________________________ 9

3.2 Market Environment __________________________________________________________ 9

3.3 Segmentation and Proposition _________________________________________________ 10

3.4 Marketing Mix ______________________________________________________________ 12

3.5 Competitors Analysis _________________________________________________________ 13

4 Pricing ________________________________________________________________________ 15

4.1 Pricing strategy _____________________________________________________________ 15

4.2 Supplier Payment ___________________________________________________________ 17

4.3 Operation Term _____________________________________________________________ 17

4.4 Receipt Term _______________________________________________________________ 18

5 Selling and Sales _______________________________________________________________ 18

5.1 Assumptions _______________________________________________________________ 18

5.2 Sales Forecast ______________________________________________________________ 19

6 Operational plan ________________________________________________________________ 20

6.1 Compassion operations models ________________________________________________ 20

6.2 Channels of distribution _______________________________________________________ 26

6.3 Office Location ______________________________________________________________ 26

7 Equipment _____________________________________________________________________ 27

8 Financial Analysis ______________________________________________________________ 27

8.1 Setting Up costs ____________________________________________________________ 27

8.2 Cash Flow _________________________________________________________________ 27

8.3 Profit and Loss Statements ____________________________________________________ 29

8.4 Break-even Analysis _________________________________________________________ 30

8.5 Funding Details _____________________________________________________________ 31

Page 3

9 Appendices ____________________________________________________________________ 33

9.1 Appendix I – Financial Forecast ________________________________________________ 33

9.2 Appendix II – Curriculum vitae of Board of Directors ________________________________ 39

9.3 Appendix III - Doctors' job description and person specification ________________________ 47

10 References ____________________________________________________________________ 49

Page 4

1 Introduction

MISSION STATEMENT

“To be the bridge that enables patient choice through reliable health information,

improved communication and service”.

Compassion, an e-health company, is an advocacy service for patients. It will provide

supportive information about diseases, help patients choose services with the aid of

simplified hospital statistics and also provide an end-to-end transport service. However,

in the interest of patient safety, Compassion will not provide diagnoses or prescriptions.

The business will also have an environmental focus - it will be paper light, recycle waste

and attempt to minimise trips to the doctor with the help of good information.

Compassion will commence business on 1st September 2008.

The company will provide services for both B2B and B2C customers. For B2B

customers such as GP practices, SMEs and health insurance companies, Compassion

will help save money by keeping their clients and employees healthy. And for B2C

customers like busy professionals and less mobile patients, the service will provide

empowerment through convenience and choice.

As a high quality service, Compassion will aspire to accreditation by Health On the Net

Foundation (HON). HON sets high standards for accuracy and reliability of online health

information services. It is supported by the UN and is based in Geneva. In addition,

Compassion will have to comply with ICSTIS, the regulator for premium phone services.

Initially, the company will be a small business venture, targeting patients within England

only. By the end of the first year, it is intended to expand the business throughout UK,

mainly through its reputation as a quality service. At the end of five years, the B2C

sector will be targeted for rapid growth by intense marketing. By the end of ten years, it

is envisaged that Compassion will provide telemedicine services for remote areas and

expand beyond UK, to the emerging economies.

2 People

2.1 Employees

The Board of Directors will be responsible for the day-to-day running of the business

(See Appendix II CV details). In addition, Compassion will recruit a pool of accredited

UK doctors who are currently practising. They will be paid an hourly rate to provide

direct contact with patients.

BOARD OF DIRECTORS

Suparna is a doctor with several years experience in hospital

medicine and has a passion for providing quality health care and

efficient health services. She has worked in different medical

roles including, most recently, four years as a consultant

anaesthetist in the National Health Service, UK. Having

extensive knowledge of current health service reform and a

background in medical education and training, Suparna will be

primarily responsible for medical affairs of the business, as

Medical Director. This will include recruitment and training of

doctors as well as ensuring quality of the health information

provided by Compassion. In addition, she will help the Marketing

Director to determine appropriate positioning and growth

strategies.

Rehan Nayeem is a Structural Engineer and has a wide range of

experience in providing structural solutions and managing large

projects. As Chief Executive Officer, he will ensure the smooth

running of all the operations within the business. He will co-

ordinate and streamline all the activities between patients and

doctors. He will also be responsible for planning and scheduling of

operations and implement strategy and activities consistent with

overall aims and requirements of the organisation.

Page 5

Sulaiman is an IT specialist with ten years experience in

small and large businesses in various industries. This will

give him the ability to lead the IT and the e-business

initiatives in Compassion as Director of IT. He will build

and implement the e-business strategy for Compassion

to improve the service efficiency. In addition to that, he

will supervise the development of the IT systems and its

maintenance by a third party.

Amit is a Mechanical Engineer by profession, with experience in the

field of Business Process Re-engineering, New Product

Development, Product Lifecycle Management, Project Management

and CAD/CAE design in both Automotive and IT sector. He has

been instrumental in implementing PLM systems across sectors

and has knowledge of people and change management. In

Compassion, he would be working as the Chief Operating Officer,

coordinating the business activities across functions and helping

the company in defining future strategies and organisation

restructuring with its growth. He will be constantly monitoring the

prevailing business processes and re-engineer them with the best

available products.

Suppawan (Lin) is a Certified Public Accountant and has three years'

experience in auditing with Ernst &Young, Thailand. Subsequently,

she worked for her family business, Siamchai Polymer, in the Sales

Department. Her company trades in the business-to-business sector

of petrochemical products. As the Chief Financial Officer of

Compassion, she will be responsible for the business structure as

well as accounting and taxation issues. She will also be in charge of

the overall financial performance assessment of Compassion.

Page 6

CEO

Medical Director

Chief Financial Officer

Director of IT

Chief Operating Officer

Marketing and HR Director

COMPASSION ORGANISATION CHARTS

The business will operate from leased premises which will house the IT infrastructure

and offices of the Executive Directors. The organisation will have a flat hierarchy with

the Directors reporting to the CEO.

ation in 2004 in New Delhi, India,

a career in management. He has

nisations such as Ernst & Young and

different roles and responsibilities

rganisations helped him gain a wider

iness environment. His last position

for a manufacturing conglomerate in

Marketing Strategy, Shaleen will be

he acquisition of both corporate and

lso assist the Medical Director in the

medical staff

Figure 1: Compassion’s Organisation Chart

After finishing his gradu

Shaleen decided to follow

since then, worked in orga

American Express. The

assigned to him in these o

understanding of the bus

was as a manager in HR

India. As head of HR and

primarily responsible for t

individual clients. He will a

recruitment and training of

Page 7

Page 8

DOCTORS

As a policy, Compassion will employ doctors on an ad hoc basis at a rate of £20 per

hour. In addition to appropriate medical qualifications, multilingual capabilities and good

communication skills will also be sought. Once hired, the doctors will undergo a training

session to improve their telephone and Internet skills. They will be specifically instructed

not to provide a prescription or diagnosis, as Compassion is purely a support service.

Doctors will be given full freedom in the choice of work location and will be expected to

use their own mobile phones and computers. However, Compassion may limit the

choice if it feels the environment at the selected work place is not conducive for its

services. The recruitment of doctors will be done mainly through advertisements in

leading medical journals. See Appendix III for details of job description and person

specification.

2.2 Employees Benefit

The Board of Directors will receive basic salaries in the first year of the business.

Subsequently, it is expected that Compassion will improve its financial performance

adequately to pay bonus and other employees’ benefits in the second and third year

respectively.

Monthly salaries for permanent employees

• Chief Executive Officer - Rehan Nayeem £2,000

• Medical Director - Suparna Das £2,000

• Director of IT - Sulaiman Alturki £2,000

• Chief Financial Officer - Suppawan Sawatyanon £2,000

• Chief Operating Officer - Amit Pandey £2,000

• Director of Marketing & HR - Shaleen Sharma £2,000

Page 9

3 The Market

3.1 What will they buy from Compassion

Medical information is available for the public to access but it is not easy for the lay

person to understand. Thus, Compassion will provide complex information about

diseases and hospital statistics in a simple, friendly way to customers. Access to such

information will be available through the Compassion website or its call centre.

3.2 Market Environment

The National Health Service (NHS) was established in 1948 as a free-at-the-point-of-

care service, from cradle to grave. Patients usually went to the nearest hospital for

treatment, regardless of the quality of service. They lacked both choice of hospitals and

information about hospitals. Similarly, if there wasn’t a general practitioner (GP) in the

area, the patients simply didn’t get that service. However, all this is now changing.

The drive for reforms was first initiated under the Conservative government in the late

eighties and early nineties, with an aim to reduce inefficiency and bureaucracy by

introducing an internal market. These changes have further intensified, since 2000,

under the Labour government. The principal drivers now are rising healthcare costs and

patient choice. For the first time, patients are allowed to choose hospitals and services.

In areas where the public sector health services are underperforming, private companies

are being brought in to provide the service and introduce competition in the health

market, in order to drive improvement. In addition, since 1st April 2008, hospitals are

allowed to advertise competitively for their services.

However, with these reforms come new challenges. An ageing population and advances

in medical technology have made healthcare even more expensive. In addition, lifestyle

changes have led to an increase in illnesses like obesity. These have further increased

pressure on the government, insurance companies and corporate organisations to try

and keep the population healthy in order to reduce costs. The only way to achieve this is

to empower the individual who utilises the health services to make well-informed

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decisions about what kind of services they need and where to obtain them from most

economically.

Unfortunately, that has been the biggest problem faced by individuals. Easy and simple

access to good and reliable health information is generally unavailable to the British

public. Ironically, most of the relevant information is in the public domain, both in print

and on the web. But without adequate training, it is difficult to interpret the information

correctly. The biggest problems are faced by the individuals aged 65 and above who

form nearly 16% of UK’s growing ageing population (2001 census). They have become

accustomed to a system which took care of their health care choices and find the

change difficult to adjust to. To add to their misery, they have limited training in using the

Internet. Those living in rural or suburban areas are even more cut off.

The advent of services like NHS Direct has, to some extent, helped address some of

these issues. However, at end of the day, NHS Direct provides information via qualified

nurses. This has fuelled the need for a telephone and Internet service which provides

direct access to qualified doctors, both for senior citizens as well as working

professionals. Even GP practices feel the need for such a service as it can prevent

unnecessary patient re-visits by providing unbiased, up-to-date medical information to

clarify doubts.

3.3 Segmentation and Proposition

Compassion will function in a very diverse market where it will need to service a wide

consumer pool. Although different by nature, the consumer pool is similar with regard to

needs. This will require different methods for targeting.

The first criterion for consumer classification is the nature of the customer. As mentioned

before, the rising health care costs have put pressure not only on the individual but on

organizations as well. The market can now be broadly divided into two kinds of

customers:

1. Business to Business

2. Business to Consumer

Page 11

These two categories will need different policies in terms of billing and targeting. Further

segmentation within these is examined below.

3.3.1 Business to Business

This segment has been further classified by the nature of the organisation and its clients

who will use Compassion’s services. Although all these organizations gain financial

advantage by using Compassion’s service, they do so by varying degrees and are billed

accordingly.

• Health Insurance Companies

The main advantages that they will seek from Compassion’s services are:

1. The decrease in claims due to unnecessary visits to the hospital and doctor.

2. Increase in attractiveness for their policies by mentioning Compassion’s

services.

• General Practitioners

The advantages that they will seek from Compassion’s service are;

1. As GPs are not paid per patient visit to their practice, it is in their interest to

prevent unnecessary visits by giving patients access to good information.

2. GPs currently have only a 10 minute slot to see a patient. This makes it

difficult to clarify all doubts resulting in re-visits. Compassion’s services can

help to bring down the number of such re-visits.

3. Under the new practice based commissioning rules, a GP is required to pay

for the hospitalisation of any patient registered under them. Compassion can

help GPs save costs by providing information to its registered patients, so that

they can ‘catch’ the symptoms early and prevent hospitalization.

• Small and Medium Sized Enterprises (SMEs)

The advantages that they will seek from Compassion’s service are:

1. For organizations that are too small to provide health insurance,

Compassion’s service can be a method to provide inexpensive health benefits

to their employees.

2. One of the major reasons for short-term (1 or 2 days) leave for employees is

minor illness. Compassion’s service can be helpful in early detection of these

and help bring down the number of sick days.

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3.3.2 Business to Consumer

Individuals who will be targeted directly by Compassion are further segmented by the

type of service being provided. Although Compassion’s services are available for the

benefit of everybody, special niche segments will be targeted initially.

• Senior Citizens (end-to-end service)

Compassion will actively target the elderly who live alone. They face

mobility problems and need transportation even for the most minor

consultations from their GP. Many of them live far from good hospitals in

retirement areas, provinces or rural locations.

• Ethnic Minorities

This forms a sizeable chunk of the population. Sometimes, their ability to

communicate effectively is severely constrained by inadequate English

language skills. In the past, this has limited their ability to use many NHS

facilities including NHS Direct. Compassion will make a special effort to

hire multilingual doctors from different ethnic backgrounds in order to

provide services to this segment.

• Cosmetic Surgery

Compassion will provide a confidential cosmetic consultation service for

individuals considering any cosmetic procedures. The advice provided by

Compassion would be objective and impartial as it will come from

independent doctors who are not employed by a clinic providing such

services.

3.4 Marketing Mix

For the sake of clarity, B2B companies will be referred to as customers and the B2C

individual as consumer.

Product

Compassion is an e-health and telephone service, which offers health information

through qualified doctors. The main target customers are organisations interested in

bringing down the costs associated with health care. In addition to this, Compassion will

Page 13

also be offering special services to individuals in certain segments e.g. elderly

individuals can sign up for a ‘pick-up’ service.

Price

B2B customers will be charged a monthly fee, depending on the number of their clients

who are expected to use the service. This would be regardless of the time taken per call.

For B2C customers, calls will be charged per minute. The end-to-end hospital transport

service will operate as a pre-fixed charge.

Place

As this is primarily a telephone and Internet based service, most information will be

provided by telephone. A detailed website will cater to younger and more net savvy

consumers. The ‘pick up’ service would, at first, be available in select cities only.

Promotion

The promotion of the service will be two fold, aimed at the B2B and the B2C segments

separately. B2B customers will be targeted through sales teams. Additionally, GPs can

be targeted by advertisements in medical journals and newsletters, while SMEs can be

targeted through the Yellow Pages and yell.com.

Compassion will target its B2C consumers primarily through an awareness campaign.

This will be done through local radio stations which cater to the ethnic population and

elderly citizens. Additionally, we will promote Compassion’s service on the Internet with

the help of professional videos on YouTube and search engine optimisation. Finally, the

business will also advertise on taxis and buses in smaller cities and towns.

3.5 Competitors Analysis

NHS Direct

NHS Direct is the telehealth branch of NHS. Started in 2004 in England, it now operates

in Scotland and Wales as well. It services over 36 million calls a year with charges

ranging from 3p to 5p a minute. The service provides information over the Internet as

Page 14

well. However, the service responders are nurses and not doctors. It does not provide

any information regarding local hospitals. The service has also been criticized for being

difficult to access for ethnic communities. The website service takes up to 5 days to

answer any queries, which is regarded by many as too long for such queries.

Talktoadoctor.com

This telephone and Internet based service can be regarded as the closest private

competitor to Compassion. The organization claims to provide a 24 hr direct line to a

qualified doctor at a cost of £1.50 per minute, for a maximum call time of 20 minutes as

under ICSTIS recommendations. They also provide an e-mail service whereby a person

can clarify three queries by paying £20. They have tie-ups with insurance companies

and corporate organisations. However, unlike Compassion, they do not provide services

for GPs or an end-to-end transport facility. Another important drawback of the service is

the lack of any information regarding hospitals.

Onlineclinic.com

This is a website based health care information service. It does not provide personal

contact with a doctor over the telephone. It specializes in the consultation and online

diagnosis of minor ailments only, over the Internet. A major part of its business also

comes from the sale of select drugs over the Internet.

Dr Foster

Dr Foster is an online database which specializes in hospital and health information. The

database is extensive and covers all aspects of health care from symptoms of diseases

to information on hospitals and latest developments in research. Unfortunately, the

navigation as well as the presentation of information makes it very difficult to be

comprehended by individuals with little or no medical training. It also does not provide

any telephone or web based consultation services.

Page 15

4 Pricing

4.1 Pricing strategy

Service Quality

Low Medium High Price

Low

Medium Value position

High

Figure 2: Pricing strategy (Adapted from Market strategy handout)

Compassion has value position in the matrix - medium price and high quality of service

(Figure 2). It will have different pricing strategies for B2B and B2C customers, as

described below.

B2B CUSTOMERS

Service charge for GP practice Average no. of patients registered per practice = 8,000

15% of registered patients chronically ill = 1,200

£10 charge per month per ill patient = £12,000

Cost to practice per hospitalised patient =£2,500

So, if Compassion can prevent 5 patients from being hospitalised

à GP practice will reduce its cost = (£2,500 x 5) – £12,000 = £500

Figure 3: Example of service charge to GP practice

In B2B segment, GP practices are the main target group. The budget that they receive

from the UK government depends on numbers of patients registered. In addition, if they

Page 16

are able to prevent their registered patients from being hospitalised, the GP practice

saves money under the new commissioning rules. On average, about 8,000 patients are

registered with one GP practice. Only about 15% of these (1,200 patients) will be

chronically ill with high blood pressure, diabetes, heart problems which require regular

contact. If a chronic patient has to be hospitalized, it will cost the practice approximately

£2,500 (Figure 3). If Compassion can reduce a GP practice’s cost, the practice will have

more profits. Therefore, £12,000 charge per month is a reasonable price for the GPs.

The second target group is insurance companies as they are always looking to reduce

the cost of their customers’ illnesses. As Compassion's service can help reduce the

number of customers who visit hospitals, it will charge the company 2 – 5% its insurance

premiums. For example, the average insurance company quotes a premium of £60 - £

160 per month for a non-smoker with no medical problems, depending on whether the

cover is basic or comprehensive. So the premium of an ill person is likely to be between

£150 and £200 per month. According to the Figure 4, this is expected to gain £2,000 per

month per insurance company.

Service charge for insurance companies

5 % of premium (£200 per month per customer) = £10

200 customers per 1 insurance company = £2,000

Figure 4: Example of service charge to insurance companies

Corporate enterprise is the third target. As each organisation has to set aside health

care benefit for its employees, Compassion’s service is expected to help them save

costs by reducing sick leave days. This means the corporate enterprise can be more

efficient and reduce treatment cost for ill employees as well. The service charge

estimation is based on £1,600 salary for inexperienced graduates and an average of 5

sick days per annum. The targeted organisations should have approximately 50

employees. As a result, Compassion will gain £200 from each customer in this target

group, as shown in Figure 5.

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Service charge for corporate enterprise

£4 per month per employee per 1 company (50 employees) = £200

Cost of 1 day sick leave = £1,600 salary/ 20 working days = £80 a day

If 50 employees take 5 days of sick leave annually

Cost of the company per month will be =(50x5x£80)/12 = £1,667

So, if Compassion can reduce the average of sick leave only 1 day, the company

will reduce cost per month =(50x1x£80)/12 - £200 = £133

Figure 5: Example of service charge to corporate enterprises

B2C CONSUMERS Compassion is also targeting consumers directly as B2C. It has two channels for

contacts - the telephone and the Internet. The consumer will be part charged in advance

for the telephone calls.

A non-refundable £5 deposit will be taken when the consumer calls to make

appointment. If they call back in the appointed slot, this £5 will be included as part of

service fee. In addition, a calling charge of £1 per minute will start when the calls are put

through to the doctor. The maximum charge per call will be £20. An average charge per

call will be about £10.

4.2 Supplier Payment

As Compassion is purely a service business, there will be no need for purchase of stock.

In addition, medical information, which is a major element of the medical consultancy

service, is free of charge to access. However, Compassion needs to have database and

IT infrastructure maintenance. This will be provided by an IT company through an

annual maintenance contract. Data storage, software maintenance and utilities will be

quarterly paid.

4.3 Operation Term

During the first year of business, two out of a pool of six doctors will be available to

provide service. Each doctor will work 5 hours a day (Table 1) between Monday and

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Friday, 9 a.m. to 7 p.m., and Saturday from 9 a.m. to 2 p.m. Time slots have been

allocated 30 minutes for a slot. Therefore, there will be 20 slots a day and 110 slots a

week (working hours on Saturday are 5 hours only).

Table 1: Example of consultancy schedule

Mon Tue Wed Thu Fri Sat

9 a.m. to

2 p.m. Doctor 1 Doctor 3 Doctor 1 Doctor 5 Doctor 5 Doctor 3

2 p.m. to

7 p.m. Doctor 2 Doctor 4 Doctor 4 Doctor 2 Doctor 6 -

4.4 Receipt Term

As Compassion expects to sign annual contracts with B2B customers, inward cash flow

will be on a monthly basis with a credit term of 30 days. On the other hand, cash receipt

from B2C customers, who will pay by debit or credit card on phone, will directly flow in

the month that the service has been provided.

5 Selling and Sales

5.1 Assumptions

Sales forecast has been provided by using assumptions based on experience of the

management team and third party data as follows:

• The average number of patients registered with each GP practice has been

obtained from the NHS Information Centre.

• The number of employees in each SME has been assumed based on the

experience of the management team.

• No seasonal effect on revenue generated is expected.

• Each customer will hold the service contract for at least a year and the service

charge will not be changed throughout the year.

• The doctors are able to provide the service on phone, within the limited time per

call.

• No customer will waste their booked time slots, as their £5 deposit is non-

refundable.

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5.2 Sales Forecast

As Compassion has classified customers into B2B and B2C section, it is expects to

have 20 calls a day - 15 calls from B2B and 5 calls from B2C. It is assumed that

customers will book their time slots either through the website or by phoning the service.

In 2008, it is expected that Compassion will have one GP practice, three insurance

companies, and three SMEs as B2B customers. In addition, 97 calls from B2C, including

a call for end-to-end service, are expected per month as shown in Appendix I Table 3.

A new GP practice will be targeted in 2009. Moreover, 10% growths are forecast from

2010 to 2012.

The revenue for the first year, 2008, will be £197k and for 2009 it will be £419k. This is

because a new GP practice B2B customer will generate much more revenue in the

second year. Subsequently, 10% growth is expected between 2010 and 2012 (Figure 6).

Sales Forecast

558,062

507,329461,208

419,280

196,520

-

100,000

200,000

300,000

400,000

500,000

600,000

2008 2009 2010 2011 2012

£

Figure 6: Sales forecast between 2008 and 2012

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6 Operational plan

6.1 Compassion operations models

Compassion's mission is to generate a link between doctor and patient.

Figure 7: Compassion’s operation model

As shown above, patients from various sources will be served by Compassion.

However, the operations model will remain same for patients irrespective of their source.

All callers will have to follow a common process.

Compassion will be a medium-volume and medium-customisation business - essentially

a 'service shop'. The service will be provided by a mix of front and back office staff and

B2C

PATIENTS

PATIENTS OF

LOCAL GPs

CORPORATE

EMPLOYEES

CLIENTS OF INSURANCE

COMPANIES

COMPASSION

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the level of customisation and variety will be low. As discussed earlier, there will be two

broad client groups:

a) B2B These will be from GP practices, insurance companies, SMEs .

b) B2C In this group, those requesting end-to-end transport will need a more

customised service.

Resources

The above diagram explains the Input->Transformation->Output Process model of

Compassion. The transformed resources, in this case patients, will be acted upon by the

transforming resources, in this case Compassion's doctors. The transformation process

would be the business process flow. The output would be transformed healthy patients

together with satisfied local GPs, SMEs and insurance companies.

Figure 8: Input->Transformation->Output diagram

Transformed Resources:

Patients The Transformation Process

Ø Providing Health

Informatics service

Ø Providing End to End

Hospitalization

consultancy and service

Healthy Patient, Satisfied GPs, SMEs and Insurance

companies

Input

Resources

Output Health Information Service

Transforming Resources:

Compassion's

doctors

Information and Communication Technology Tools (ICT)

ICT tools are one of the mainstays of this business which will help in smooth operations

and process management. As can be seen from the process map models, good

communication with patients is the business driver of Compassion and this will be

achieved by an array of ICT tools like Internet, mobile technology and landline phones.

Compassion will maintain a web site, as shown below, for communicating information to

both B2B and B2C customers. The web site will allow appointment booking as well

browsing of doctors' profiles. It will also have an online chat facility, where patients can

book a slot with a doctor by paying £5 by a credit card. This is specifically aimed at

busy, tech-savvy professionals who may find it easier to use this facility rather than

making a call. Compassion will outsource the website development and maintenance to

a vendor through an annual maintenance contract.

ICT

TOOLS

COMPASSION PATIENTS

Figure 9: Relationship between Compassion and patients

Figure 10: Compassion website home page

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Process 1 - Booking an appointment slot

Patient gives Compassion a Call

Call center operator takes details of patient

Waiting in call queue

Books an appointment call slot for the patient

Call Ends

Creates and updates database

Process Ends

Notifies the details to the concerned doctor

Figure 11: Process 1- Booking an appointment slot

Process 2 - Providing Health Information to the Patient

Unsatisfied

Patient gives Compassion a call as per booked slot

Call is directed to appropriate doctor and call charges starts

Doctor provides relevant health

information

Call Ends

Compassion calls patient for follow up

and feedback

Compassion checks if patient is satisfied/unsatisfied

Call Ends

Doctor updates the database

Compassion retrieves information for follow-ups

Satisfied

Figure 12: Process 2 -Providing Health Information to the Patient

After two days

Page 24

Process 3 - Providing end-to-end service for planned hospitalisation

Escorts the patient to the hospital

Compassion retrieves patient information on the day of

hospitalisation

Provides information to patient after hospital doctor consultation

Performs the administrative tasks and

coordinates with the hospital doctor

Monitors patient health

After successful hospitalisation escorts the patient back home

Process Ends

Figure 13: Process 3 - Providing end-to-end service for planned hospitalisation

Page 25

Page 26

The operations of Compassion are highlighted in the flow charts presented above. The

design and integration of a typical operational activity for a single patient call is

described below.

The patient, on recognition of the service provided by Compassion gives a call to explain

the problem. The call centre operator receives the call, takes details of the patient's

problem and enters them into the data sheet on the system. The operator then books

the patient into an available consultation time slot. The details of the patient are

forwarded to the appropriate doctor for review.

When the patient calls back at the allocated time slot, he/she is directed to an

appropriate doctor, depending on the complexity of the illness. Prior to the call, the

doctor will review the patient's details. Upon receiving the call, the doctor will discuss the

problem with the patient and provide relevant health information. The doctor will then

update the patient database along with the advice provided to the patient and forward it

to Compassion.

After a day or two, Compassion will call the patient for feedback regarding the service. If

the patient is satisfied the process ends, or else it shall start over again by allocating the

time slot with the doctor for further improvements.

6.2 Channels of distribution

As mentioned in earlier, there will be two channels for consumers to access. First is the

Compassion website which is used for both booking appointments as well as for online

chat with a doctor. The second channel is via telephone.

6.3 Office Location

The office of Compassion shall be located in a semi-urban area, away from the centre of

Leeds, primarily for economic reasons. The leafy suburbs will also provide a nicer work

environment.

Since Compassion is a new venture, the cost of renting premises should be within

affordable limits. Typically, rent for a building of approximately 800 sqft is around £500

per month in such areas. The premises shall be rented for a period of one year initially

Page 27

and thereafter, renewed accordingly. A deposit equal to three months' rent also needs to

be paid in advance. Compassion will also ensure that the landlord possesses all legal

documents of the property, including the necessary insurance for theft, fire and safety of

the building. Contents insurance will be paid by the business.

7 Equipment

Compassion is planning to purchase office furniture and 5 personal computers prior to 1

September 2008. This will cost approximately £4,090 in total.

• Office furniture £2,340

• 5 Personal computers £1,750

8 Financial Analysis

8.1 Setting Up costs

Compassion's main expenses, prior to commencing business, are listed below:

• Legal and professional fees £1,000

• Equipment costs £4,090

Compassion will approach B2B customers via a personal sales team therefore initial

marketing cost is not required for this group. In addition, capital expenditure for building

is not necessary as the office premises will be rented.

8.2 Cash Flow

Essential expenses have been estimated at £22k roughly per month. As a result,

Compassion needs to have cash flow in at least £22k a month as well. £48k of capital

outlay is required within the first 2 months.

Cash payments for utilities will be made quarterly except data storage and payment

online system, which are contract expenses. In addition, salaries, travelling, and other

employee benefits, given in 2009, will be paid on a monthly basis. Moreover,

Compassion does not have to pay for medical information as it is in the public domain.

As the business is in the start-up stage, it needs more cash flow in November 2008.

Consequently, middle-term loan is essential in this stage. Compassion expects to

receive £40k loan by the end of November 2008. Cash from service charge will flow in

December, which is one month after the business has contract customers.

Cash flow forecast for the first year operations has closing balance at £2.3k. This is

shown below and more details shown in Appendix I Table 4 .

C

R

T

P

T

C

O

C

Table 2

: Summary of cash flow (September 2008 to August 2009)

Page 28

ash Flow Forecast 2008 (£)

eceipts

Collections from credit sales 177,920

New equity inflow 48,000

Loans received 40,000

Overdraft 2,000

otal Receipts 267,920

ayments -

Employee expenses 217,000

Sales and marketing expenses 23,560

IT expenses 6,714

Rent 7,500

Audit fees 1,000

Utilities 780

Administration 290

Miscellaneous 600

Capital purchases 4,090

Interest (Long term loan) 2,118

Overdraft repayments 2,000

otal Payments 265,652

ash flow Surplus/Deficit (-) 2,268

pening Cash Balance -

losing Cash Balance 2,268

Cash flow in the next 5 years is also projected as detailed in Appendix I Table 5. This is

assumed that the business will grow at 10% every year. Compassion will have cash

closing balance at £74.6k in August 2010.

8.3 Profit and Loss Statements

Net profit, in 2009, will critically increase from £63k loss in 2008 (refer to Figure 14)

because Compassion should have two GP practices as contract customers. This will

generate twice as much revenue as that in 2008. On the other hand, with a 10% growth

assumption, net profit in 2010 will be less than 2009 because the business, in 2009, will

receive advantage from loss carried forward from 2008. A corporate tax in 2009, thus,

will be less than 20% of net profit. Then after 2009, Compassion will pay 20% of net

profit as corporate tax.

Net Profits(Loss)

(63,360)

81,893

46,80657,491

63,305

(100,000)

(75,000)

(50,000)

(25,000)

-

25,000

50,000

75,000

100,000

2008 2009 2010 2011 2012

£

Figure 14: Net profit (loss) 2008-2012

Page 29

As Compassion does not need to reinvest in the first five years of operation, cash

surplus will increase every year. It is projected that Compassion will be able to pay

dividends from 2010. By August 2012, the shareholders will receive 1.75 times the initial

investment as dividend.

Page 30

Retained Profit Carried Forward

(100,000)

(50,000)

-

50,000

100,000

150,000

200,000

2008 2009 2010 2011 2012

£

Retained Profit Carried Forward Dividends

Figure 15: Retained profit carried forward 2008-2012

8.4 Break-even Analysis

Compassion will be focusing primarily on its B2B customers, especially GP practices.

Referring to the sales forecast for five years, in 2008, Compassion will have one GP

practice as its customer. Total cost will be approximately £258k but total revenue will be

only £197k. Then in 2009, it is expected that Compassion will be able to acquire one

more GP practice as a new customer. Total revenue will increase almost double

because GP practice service charge is a significant factor of the revenue. If the plan can

be accomplished, Compassion will achieve a break-even point by August 2009 as

shown in Figure 16.

Page 31

Break-Even Analysis

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

550,000

600,000

2008 2009 2010 2011 2012

£

Total Revnue Total Costs

Figure 16: Break-even analysis

8.5 Funding Details

The capital structure of Compassion in 2008 will consist of 55% funding by its six

shareholders and 45% funding by short-term loan from bank. As Compassion is a

service business, it does not need a huge amount of capital in order to invest in fixed

assets. Moreover, Compassion will go for a service contract with B2B customers. That

way it will be certain to generate inward cash flow. Therefore, a long-term loan is not

necessary for the business. Compassion will need £30,000 from the shareholders at the

beginning then another £28,000 in October 2008. It is assumed that Compassion will be

able to secure a £40,000 lump sum loan in November 2008. The business will arrange

an overdraft facility with the bank as this will be required in certain months. (See cash

flow forecast in Table 4).

Break-even point

Page 32

The company will be able to repay the loan in November 2009 by paying £1,929 monthly

(refer to Table 8). Compassion will be loan-free in August 2010. The capital structure at

the end of August of each year is shown in Figure 17.

Capital Structure

55%68%

100%

45%32%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2008 2009 2010

Liability

Equity

Figure 17: Capital structure of Compassion in 2008 - 2010

Page 33

9 Appendices

9.1 Appendix I – Financial Forecast

Table 3: Sales forecast (September 2008 – August 2009)

Page 34

Table 4: Cash flow forecast (September 2008 – August 2009)

Page 35

Table 5: Cash flow forecast (2008 - 2012)

Cash Flow Forecast (£) 5 Years

Month: 2008 2009 2010 2011 2012

Receipts

Collections from credit sales 177,920 407,280 448,008 492,809 542,090

New equity inflow 48,000 - - - -

Loans received 40,000 - - - -

Overdraft 2,000 1,000 - - -

Other - - - - -

Total Receipts 267,920 408,280 448,008 492,809 542,090

Payments

Payments to creditors

Data storage 2,400 2,640 2,904 3,194 3,514

Medical information - - - - -

Payment online system 480 528 581 639 703

Salaries and wages - - - - -

Managements 138,000 144,000 158,400 174,240 191,664

Doctors 52,800 87,120 95,832 105,415 115,957

IT staff (Outsourcing) 9,600 10,560 11,616 12,778 14,055

Patient care executive - 12,000 13,200 14,520 15,972

Bonus - 13,000 28,600 31,460 34,606

Employee benefits - - 18,000 19,800 21,780

Payroll taxes 12,600 17,040 18,744 20,618 22,680

Recruitment 2,000 2,200 2,420 2,662 2,928

Wedsite development 1,654 158 174 192 211

Software installation 1,700 2,400 2,640 2,904 3,194

Rent 7,500 6,600 7,260 7,986 8,785

Utilities 780 858 944 1,038 1,142

Insurance 120 132 145 160 176

Travel 9,600 10,560 11,616 12,778 14,055

Internet 480 528 581 639 703

Telephone 8,400 9,240 10,164 11,180 12,298

Mobile 1,200 1,320 1,452 1,597 1,757

Postage 360 396 436 479 527

Office supplies 170 187 206 226 249

Advertising 2,000 2,200 2,420 2,662 2,928

Marketing/promotion 2,000 2,200 2,420 2,662 2,928

Professional fees 1,000 1,100 1,210 1,331 1,464

Training and development 2,000 2,200 2,420 2,662 2,928

Miscellaneous 600 660 726 799 878

Interest (Long term loan) 2,083 2,091 765 - -

Interest (OD) 35 18 19 21 23

Loan repayments 2,000 18,616 23,148 - -

Tax payments - 4,633 17,689 14,378 15,832

Capital purchases 4,090 - - - -

Dividend - - 6,000 36,000 42,000

Total Payments 265,652 355,185 442,732 485,020 535,939

Cashflow Surplus/Deficit (-) 2,268 53,095 5,276 7,789 6,151

Opening Cash Balance - 2,268 55,363 60,639 68,428

Closing Cash Balance 2,268 55,363 60,639 68,428 74,579

Page 36

Table 6: Profit and loss forecast (September 2008 – August 2009)

Page 37

Table 7: Profit and loss forecast (2008 - 2012)

Profit and Loss Forecast (£) 5 Years

Month: 2008 2009 2010 2011 2012

Revenue

Sales 196,520 419,280 461,208 507,329 558,062

Other - - - - -

Total Revnue 196,520 419,280 461,208 507,329 558,062

Cost of Sales

Data storage 2,400 2,640 2,904 3,194 3,514

Medical information - - - - -

Telephone 8,400 9,240 10,164 11,180 12,298

Doctors 52,800 87,120 95,832 105,415 115,957

Total Cost of Sales 63,600 99,000 108,900 119,790 131,769

Gross Profit (Loss) 132,920 320,280 352,308 387,539 426,293

Expenses

Salaries and wages

Managements 138,000 144,000 158,400 174,240 191,664

IT staff (Outsourcing) 9,600 10,560 11,616 12,778 14,055

Patient care executive - 12,000 13,200 14,520 15,972

Bonus - 13,000 28,600 31,460 34,606

Employee benefits - - 18,000 19,800 21,780

Payroll taxes 12,600 17,040 18,744 20,618 22,680

Recruitment 2,000 2,200 2,420 2,662 2,928

Wedsite development 1,654 158 174 192 211

Software installation 1,700 2,400 2,640 2,904 3,194

Rent 6,000 6,600 7,260 7,986 8,785

Utilities 780 858 944 1,038 1,142

Insurance 120 132 145 160 176

Travel 9,600 10,560 11,616 12,778 14,055

Internet 480 528 581 639 703

Payment online system 480 528 581 639 703

Mobile 1,200 1,320 1,452 1,597 1,757

Postage 360 396 436 479 527

Office supplies 170 187 206 226 249

Advertising 2,000 2,200 2,420 2,662 2,928

Marketing/promotion 2,000 2,200 2,420 2,662 2,928

Professional fees 2,000 1,100 1,210 1,331 1,464

Training and development 2,000 2,200 2,420 2,662 2,928

Miscellaneous 600 660 726 799 878

Depreciation 818 818 818 818 818

Total Expenses 194,162 231,645 287,028 315,649 347,132

EBIT (61,242) 88,635 65,280 71,890 79,160

Interest expense 2,118 2,109 784 21 23

Tax payments (20%) - 4,633 17,689 14,378 15,832

Net Profits (63,360) 81,893 46,806 57,491 63,305

Dividends - 6,000 36,000 42,000

Retain Earnings (63,360) 18,533 59,339 80,830 102,135

Page 38

Table 8: Loan repayment schedule

Interest rate 6.25%

Month Interest Paid Loan Repayment Loan Balance

2008 1-Sep - - - -

1-Oct - - - 40,000

1-Nov 208 208 - 40,000

1-Dec 208 208 - 40,000

1-Jan 208 208 - 40,000

1-Feb 208 208 - 40,000

1-Mar 208 208 - 40,000

1-Apr 208 208 - 40,000

1-May 208 208 - 40,000

1-Jun 208 208 - 40,000

1-Jul 208 208 - 40,000

1-Aug 208 208 - 40,000

2009 1-Sep 208 208 - 40,000

1-Oct 208 208 - 40,000

1-Nov 208 1,929 (1,721) 38,279

1-Dec 199 1,929 (1,730) 36,550

1-Jan 190 1,929 (1,739) 34,811

1-Feb 181 1,929 (1,748) 33,063

1-Mar 172 1,929 (1,757) 31,307

1-Apr 163 1,929 (1,766) 29,541

1-May 154 1,929 (1,775) 27,765

1-Jun 145 1,929 (1,784) 25,981

1-Jul 135 1,929 (1,794) 24,187

1-Aug 126 1,929 (1,803) 22,384

2010 1-Sep 117 1,929 (1,812) 20,572

1-Oct 107 1,929 (1,822) 18,750

1-Nov 98 1,929 (1,831) 16,919

1-Dec 88 1,929 (1,841) 15,078

1-Jan 79 1,929 (1,850) 13,227

1-Feb 69 1,929 (1,860) 11,367

1-Mar 59 1,929 (1,870) 9,498

1-Apr 49 1,929 (1,880) 7,618

1-May 40 1,929 (1,889) 5,729

1-Jun 30 1,929 (1,899) 3,830

1-Jul 20 1,929 (1,909) 1,920

1-Aug 10 1,929 (1,919) -

Page 39

9.2 Appendix II – Curriculum vitae of Board of Directors

REHAN NAYEEM Self-driven, results-oriented with a positive outlook, and a clear focus on high quality and accomplishments. Effective leader, communicator and a forward planner who critically assesses own performance. Keen for new experiences, responsibility and accountability. Able to build relationships, get on with others and be a team-player. Total Experience: Eight years

Highlights of Experience

• Good knowledge of Structural Engineering and Project Management.

• Involved in Structural analysis and design of various residential apartments, commercial buildings, villas and warehouses. Selecting, evaluating and design of effective and efficient structural system.

• Successfully co-ordinated elements of all Structural/Civil work in accordance with design drawings and specifications, floating of tenders, preparing comparative statements, negotiations, and complex interfacing of Contractors.

• Served as emergency trouble-shooter, interpreting design and drawing and making decisions on last minute design details and changes according to the requirements of Architecture & Services.

• Led eight member team for one of the largest residential condominium project (Built up area – 2.2million sft), ‘The Gardens’, at Bangalore.

• Dedicated Professional attitude committed for job to be accomplished. Proven record for maintaining schedules, never missed a deadline.

Education

Presently pursuing MBA at Leeds University Business School. Master of Engineering in Structural Engineering. Bachelor of Engineering in Civil Engineering.

Masters Thesis: Finite Element Analysis of RC Coupled Shear walls. (Best ACCE Award.)

Membership of professional bodies:

Member of Association of Consulting Civil Engineers, India (MACCE) Member of Indian Concrete Institute. (MICI)

Page 40

SUPARNA DAS

MBBS MD FRCA MSc (Medical Education) Hospital consultant with extensive experience of healthcare systems, both in UK and India. Accustomed to taking a leadership role in making complex decisions in a fast-paced, high-pressure environment. Currently studying for an MBA at Leeds University Business School, with an aim to pursue a career in healthcare management. Leadership and teamwork

As a hospital consultant in the National Health Service (UK), I was in a position of high level responsibility. Leading my team very often involved quick thinking, decision making and prioritising in emergency life and death situations.

Customer relationships and customer care

During my medical career, my patients were my customers. Providing top quality medical care and empathy to people, when they are at their most vulnerable, requires both skill and dedication. Feedback from my patients in the national Patient Feedback Project, UK, showed that my individual consultation and empathy scores were at or above the national average.

Effective communications

I am accustomed to negotiating and communicating complex decisions to patients and their relatives, nurses, doctors, other healthcare professionals and managers, both within and outside the hospital environment. I am also a medical teacher.

Attention to detail and situational awareness

Both attributes are extremely essential for the practice of emergency medicine where small errors can make the difference between life and death

Self-motivation and risk taking

I am a motivated self-starter who has left a successful medical career in order to pursue the intellectual challenge of a demanding MBA course.

Career history

June 2004 – Sep 2007 May 2003 - Dec 2003 Feb 1998 – Feb 2003 June 1996 – Jan 1998 Prior to 1996

Consultant anaesthetist Barking, Havering & Redbridge Hospitals NHS Trust, London Consultant anaesthetist Barts and the London NHS Trust, London Specialist Registrar – anaesthetics & intensive care London Deanery Senior House Officer in anaesthetics, South Wales Postgraduate trainee in anaesthetics, Mumbai, India

Page 41

SULAIMAN ALTURKI

Possessing a wealth of IT experience and proven ability of successful system development and projects management skills. Strong enthusiasm for development and expand knowledge. Effective communicator and team-player member with the ability to work under pressure. Total experience: 10 years. Experience and major achievements:

• Led data integration projects in large and complex environment (Saudi Telecom Company for three years, and many business units has benefited from the system such as e-business, dada security customer care etc.

• Led a team of eight professionals in data integration to provide the right data to the right customer at the right time.

• As a Head of Network and database department in RCCI for two years. I was responsible for designing the data network and database.

• Worked in high pressure environment as responsible for the database and application support. For example, due to database failure in Riyadh Chamber of Commerce & Industry (RCCI) I worked more the 24 hours to fix the issue and recover the database.

Education

• Currently MBA student at University of Leeds, 2008

• BC In Islamic Studies (Part time), 2001

• BC In Computer Science and Information Systems, 1996 Career history

Saudi Telecom Company Jul 2001 – Jan 2007

Project manager at data integration department in IT sector, which collect data from deferent systems such as (customer data, billing etc ), and integrate them in one database, to be provided to other IT system or business department.

Riyadh Chamber of Commerce & Industry Dec 1997 – Jul 2001

During four years moved from system analyst to DBA (Oracle Database) and then head of data network and database beside the DBA role.

Riyadh Water Authority Aug 1997– Dec 1997

Worked as system analyst, designed and implemented the inventory system for the fleet department.

Ministry of Post, Telex and Telecommunication (PTT) Feb 1996 – Aug 199

Worked as system programmer on IBM/390 mainframe, and participated in system migration project.

Other interests and languages spoken: Worked as Head teacher (volunteer) at Saudi School in Leeds (supplementary school), during the academic year 2007/2008. Fluent in Arabic and English.

Page 42

AMIT PANDEY An Engineer and University of Leeds MBA Student having experience in BPR, PLM and Project Management, seeking the opportunity to expand current knowledge within

the management consultancy field. Total experience: 4+ years Education

MBA from University of Leeds (Pursuing) Expected Graduation in September 2008. Bachelor of Engineering, Mechanical Engineering, 2003, COEP, University of Pune, India

Skills Profile

Project Management

• Developed and implemented, gated approach of project management and monitoring system for an Automobile OEM for tracking and managing its breakthrough projects.

• Initiated war rooms for discussing cross functional projects issues and removing the cross functional disparities.

Business Process Re-Engineering (BPR)

• Process mapping of existing R&D business processes and streamlining the same. Finalized and implemented the gates for various departments involved in new product development (NPD) process.

• Implemented the Balanced Score Card (BSC) and Kaplan score sheets methods of evaluation for R&D Function.

• Devised a method with the help of SAP to track the Man-Hrs, material and inventory movement of R&D.

Product Lifecycle Management (PLM)

• Expertise in digital product development and management process, supply chain, supplier management, Product configuration, BOM, Product Variants, Information and change management processes and workflows for discrete manufacturers and software development firms.

Leadership and communication

• Developed negotiation and persuasion skills while working with internal and external cross functional teams. Persuaded all the functional heads in implementation of the new project management system.

December 2005 to September 2007 at PTC (Parametric Technology Corporation), Software Development

Page 43

PLM Software, Quality Analyst.

• Involved in planning, creating and simulating Customers Scenarios at the developers end by creating real life datasets and applying them on the Windchill PLM software, with their documentation, Server Installations, Maintenance and Customization.

• Mapping the Business Processes and workflows prevailing in Product development companies to PLM Software package for analysis.

From September 2004 to December 2005 at (Bajaj Tempo Ltd) Force Motors Ltd. Automotive Sector Business Process Re-engineering (BPR) Engineer

• Responsible for the Project Monitoring and New Product Development function of the Business Process Re-engineering / Management Team with regards to R&D/PE Processes.

• Monthly Project costing, material costing and inventory analysis for R&D and PE Dept. Working on SAP and Oracle tools to monitor the Project and Material Movement.

From Oct. 2003 to Sept. 2004 at SNJ Consultants Pvt. Ltd a Project Management Consultancy

Design Engineer

• Designing the Pump and Piping Layout, HVAC (Heat and Ventilation Air Conditioning) design. Tracking and Managing the Project at client site and helping contractors with their execution of the same.

Page 44

SHALEEN SHARMA I consider myself to be a hard working and dedicated individual. I have good analytical and communication skills and can stay calm in a high pressure environment. I like to have a planned approach to solving problems, and preferred to break them down to smaller parts instead of jumping right in. This is reflected in my career path as well. I chose to pursue a career in management right after my graduation. However, I felt that I had considerably little exposure to a Business Environment. I decided, therefore, to work after my graduation so as to get a better understanding of the various fields in business management. It would also help me better understand my own strengths and weaknesses and how I can adapt these to add value in any organization I work in. For this reason, I have held positions in different organizations in different departments. However, I plan to pursue a career in Marketing after completing my MBA as I feel that with my interests and abilities are better suited for it. Career history

• Shriram Rayons Ltd. Jul 2006- Jun 2007

Manager Human Resource

• Sourcing & Screening of talent through web / consultants.

• Coordinating interviews & follow-ups

• Salary negotiations with the short listed candidate.

• Verification of the information provided.

• Induction & orientation programmes for the new appointees

• Kotak Mahindra Bank Ltd Mar 2006-Jun 2006

Associate-Wealth Management Division

• Was involved with potential clients, to persuade them to make investments in excess of Rs.5 million.

• I reported to the Associate Vice President and established a mutually beneficial relationship with the client.

• American Express Foreign Exchange Services India Limited (AEFESIL)

Treasury Operations Feb 2005-Feb 2006 •

• Had the responsibility of consolidating and over viewing the various types of transactions that took place in the 21 branches of American Express Foreign Exchange spread throughout the country. Some of these are:

• Assisted in the research and fixing of the daily exchange rate for the various currencies.

• Consolidated and settled the sales of Travellers' Cheques (TCs) made by the branches on a daily basis.

• Consolidated and overlooked the Purchase /Surrender of TCs with HDFC Bank.

Page 45

• Authorized the Bulk Purchase of Currency from other Full Fledged Money Changers.(FFMC)

• Overlooked SWIFT and RTGS transactions.

• Assisted in the Accounting and Reconciliation of all the above transactions as well as the Reconciliation of 7 treasury bank accounts.

• Held as back as “Critical Support Staff” to assist in the Final Reconciliations and Accounting done for the closure of business operations of AEFESIL.

• Ernst & Young Ltd Nov 2004 – Feb 2005

Executive Trainee

• Was part of the Market Service Team in charge of the Annual Consumer Satisfaction Survey to assess the quality of work carried out by the employees of Ernst and Young and to help improve the same.

• The work involved contacting Partners as well as Employees of various profiles to give us contacts for the customers they serviced. It then involved contacting these customers for feedback.

• The job also involved the processing and analysis of the data generated from the customers.

•

• HDFC Bank Ltd (Prior Graduation) June 2003 – July 2003

Executive Trainee

• Was assigned the responsibility of Customer Services.

• Assisted in the creation of a database for faster error free upload of salary accounts.

Education

• Level/Course Institution

• Class 10 (C.B.S.E.) Mayo College, Ajmer

• Class 12 (C.B.S.E.) Mayo College, Ajmer

• B.Sc.(Gen)CompSc. St.Stephen’s College,Delhi

• MBA Leeds University Business School, Leeds- UK

Interests, activities and hobbies

• Represented School and College in various State and National Swimming Competitions.

• Was the Event Organizer and Co-coordinator for St.Stephen’s College Computer Society Annual Festival “ICON”.

• Was an active member of St.Stephen’s College’s Social Service League.

• Created a working model of a Relational Bank Database which can handle Customer information, Saving& Current Accounts, Fixed Deposits and a detail list of the day’s transactions in MS Access as part of 3rd Year Project.

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SUPPAWAN SAWATYANON

Currently full-time MBA student at Leeds University Business School, to develop managerial skills for reengineering Siamchai Polymer’s management and expand petrochemical products to Asian countries in 2010 Total experience: 4 years Education

Leeds University Business School Leeds, UK MBA September 2007 to present

Chulalongkorn University Bangkok, Thailand Accountancy June 1999 to May 2003 Professional Qualifications Certified Public Accountant, Thailand April 2007 Career History

Siamchai Polymer Co., Ltd. Bangkok, Thailand Assistant Manager August 2006 to August 2007

• Domestic sales especially in film grade (polypropylene and polyethylene)

• Assessing potential customers’ financial status to set credit limit, price negotiation, and customer services

• Close analysing petrochemical market information to forecast plastic’s price trends

• Ability to deal with unexpected and immediate issue to reach highest customers satisfaction

Ernst &Young Office Co., Ltd. Bangkok, Thailand Senior Assistant Auditor April 2003 to July 2006

• Audit experience in manufacturing and trading business (steel, chemical and paper)

• Planning audit strategy, assessing audit risks, evaluating customers’ internal controls, giving suggestions for weak controls, and analysing financial reports

• Managing team to reach audit objective within limited time

• Advising subordinates of technical terms of auditing and keeping atmosphere of optimism

• Closing fieldwork with the customers’ managements and reporting audit results to the supervisor of the jobs

Page 47

9.3 Appendix III - Doctors' job description and person specification

JOB TITLE: Telemedicine consultant

JOB DESCRIPTION

Compassion is a non-diagnostic support service that acts as a technology interface to connect doctors directly to callers via a non geographic premium rate number. Alternatively doctors can be paid to answer online questions. As a doctor with the service, you are able to answer calls from anywhere in the UK at any time. This allows you to work flexibly, and produce a useful extra source of income. Each call will last for a maximum of 20 minutes, with an additional 10 minutes added to the session for writing and reviewing case notes. Calls will be routed to you during your chosen time slot through our secure system. At no time will callers have direct access to your personal numbers. The rate of pay is £10 per 30 minute session.

Online work will also be carried out through our secure system with questions being placed on your log in page. Online questions can involve up to three exchanges between yourself and the person asking the question, making you able to ask for further information if needed. Online questions will be paid at a rate of £12 per set of questions asked.

You will need to have access to a landline, mobile phone, personal computer and Internet as these costs will not be covered by Compassion. It is essential that you maintain professional indemnity insurance as you are solely responsible for any medical information that you provide to callers. Compassion will only be responsible for accuracy of hospital statistics and cannot be held liable for incorrect medical advice.

LIST OF DOCUMENTS NEEDED

• GMC full registration certificate and current renewal certificate • Professional Indemnity Insurance documents • Criminal Records Bureau check from within the last 12 months (we can process a new CRB check

is needed at a cost of £44) • JCPTGP / PMETB certificate for GPs or Certificate of Membership of Royal College for all other

doctors

PERSON SPECIFICATION

See next page

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PERSON SPECIFICATION

Job title: Telemedicine consultant

ESSENTIAL DESIRABLE

QUALIFICATIONS

• MBBS

• Full Registration with the General Medical Council, UK

• Currently practising

• Postgraduate medical qualification

• European Computer Driving Licence (ECDL)

EXPERIENCE • Minimum three years’ postgraduate experience

• Exposure to a wide range of chronic and acute illnesses in adults

• Previous experience of tele-consultation

KNOWLEDGE AND SKILLS

• Up to date medical knowledge

• Computer literate

• Comfortable with mobile and information technology

• Excellent oral and written communication skills

• Pleasant telephone manner

• Bi or multilingual

ATTITUDES • Passionate about good customer service

• Reliable

• Motivated

• Good team player

Page 49

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