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SanaSana – Financial Projections
The financial projections for SanaSana are quite encouraging. The growth of Hispanic adoption of Internet usage10 , the lack of useful health content targeted at the Hispanic/Latino population, and the opportunity for product developers to seek feedback from a targeted community in a cost-effective manner provide a unique, yet short window of opportunity for SanaSana to be a first mover. The following sections provide a synopsis of the financial outlook for the business.
5.1 5-Year Financial Summary.
The table below provides a 5-year earnings outlook for SanaSana. As can be expected, earnings and cash flow for Startup, Year 1 and Year 2 are negative due to slow revenue ramp-up with heavy expenditures in content development to build the site and marketing functions to attract a large number of necessary customers.
|(In thousands)||Startup||Year 1||Year 2||Year 3||Year 4||Year 5|
|Product Development Services||$0||$3,663||$5,598||$8,192||$12,267||$17,808|
|Research Studies & Commerce||$0||$1,265||$2,619||$4,455||$7,201||$12,237|
|INFLATED EBT (3% per year)||($1,922)||($9,110)||($1,622)||$2,296||$11,731||$28,637|
|Taxes (Assumes 35% tax rate)||($673)||($3,188)||($568)||$804||$4,106||$10,023|
|Cash Flow (adj for tax credits)||($1,922)||($9,110)||($1,622)||$5,922||$7,625||$18,614|
|Cumulative Cash Flow||($1,922)||($11,032)||($12,654)||($6,733)||$893||$19,507|
This income model is contingent upon a number of key volume estimates. Figure 13 below provides the more critical volume assumptions for SanaSana. Please see Appendix F for the complete list of assumptions and all detailed financial statements.
Figure 10. Assumptions
|Startup||Year 1||Year 2||Year 3||Year 4||Year 5|
|# Hispanics in the US Online||3,541,333||4,957,867||6,445,227||8,378,795||10,892,433||14,160,163|
|# registered users||198,315||257,809||335,152||435,697||566,407|
|# content areas||20||40||60||80||100|
|# emails sent||12,606,045||26,090,278||37,309,097||53,352,009||76,293,372|
|# Health Capsules sent per year per content area||52||52||52||52||52|
|Total New product space purchased per year||480||960||1,440||1,920||2,400|
|# Licensing agreements (content licensing)||6||9||15||20||30|
|# willing to participate in research studies||618||4,561||5,930||7,708||10,021|
|# new products samples sent per year||1,189,888||1,703,098||2,440,058||3,513,416||5,058,613|
|# surveys distributed per year||98,166||127,732||166,368||217,774||285,046|
|# focus groups per year||90.0||150.0||210.0||285.0||360.0|
5.2 Revenues and Expenses
Below are brief descriptions of the revenue and expense components of the income statement. For a more detailed description of the key line items, please see Appendix F.
SanaSana will have four primary sources of income: sponsorships, product development services, research subjects and commerce, in addition to advertising.
- Sponsorships. This is a mechanism to build long term relationships between SanaSana and its industry partners. These partners will pay to get the right to sponsor key content areas on the site and build their own brand equity.
- Product Development Services. SanaSana offers its business participants access to the fastest growing population in the United States for product development. SanaSana will conduct online surveys, online focus groups, sampling and new product information pages. Not only will these services be offered at prices less expensive than their traditional counterparts but they will also be conducted with less turn-around time.
- Research Subject and Commerce. In order to take advantage of its database for purposes outside of advertising, SanaSana will also provide a mechanism to assist its business partners in acquiring participants for research studies. SanaSana will also offer its bilingual content to interested parties and finally, SanaSana will receive revenue from affiliated a-commerce sites.
- Advertising. SanaSana will charge its various business partners (outlined in Section 5.1) for rental of its Internet “real estate”.
We have divided SanaSana’s expenses into four categories: Content Development, Marketing, Operations and General and Administrative (G&A).
- Content Development. All expenses related to the development of SanaSana’s various products and services are included in this category. SanaSana will need to acquire and license content from a variety of sources.
- Marketing Expenses. This category includes all expenses related to understanding and communicating with business customers and Hispanic consumers. This includes advertising to consumers, businesses, and doctors. It also includes expenses for market research, public relations, trade show and promotional activities.
- Operations. Included in this category are the expenses involved in conducting online surveys and focus groups as well as the contracting expenses necessary to develop the web site.
- G&A. This category includes all other organizational and overhead expenses.
5.3 Funding Requirements
5.3.1 Amount and timing.
As can be seen from the Statement of Cash Flows below, the management of SanaSana, will need $10 million of cash over the next 18 months.
|Pro-forma Statement of Cash Flows (FY2000)|
|CASH FLOWS FROM OPERATIONS|
|Change in Working Capital|
|Decrease /(Increase) Accounts receivable||$0||($1,374,509)||($1,305,680)||($1,730,704)||($2,814,255)||($4,348,203)|
|Decrease / (Increase) Inventory||($22,077)||$2,000||($16,392)||($21,099)||($23,162)||($29,190)|
|Decrease / (Increase) Prepaid expenses||($8,400)||($1,600)||($4,000)||$0||$0||$0|
|Increase / (Decrease) Accounts payable||$219,135||$975,781||($46,051)||$444,257||$529,446||$700,868|
|TOTAL CASH FROM OPERATIONS||($1,060,650)||($6,147,222)||($2,366,110)||$58,408||$4,467,108||$12,380,362|
|CASH FLOW FROM INVESTING|
|TOTAL CASH FROM INVESTING||$0||$0||$0||$0||$0||$0|
|CASH FLOW FROM FINANCING|
|TOTAL CASH FROM FINANCING||$2,000,000||$6,000,000||$2,000,000||$0||$0||$0|
|NET INCREASE / (DECREASE) IN CASH||$939,350||($147,212)||($366,110)||$58,408||$4,467,108||$12,380,362|
|CASH, BEGINNING OF PERIOD||$0||$939,350||$792,128||$426,019||$484,426||$4,951,535|
|CASH, END OF PERIOD||$939,350||$792,128||$426,019||$484,426||$4,951,535||$17,331,896|
5.3.2 Staged Funding Needed
This investment will be required in the installments detailed below:
|Jun 2000||Nov 2000||Feb 2001|
5.3.3 Use of Funds
Startup (June 2000 to December 2000). During the first six months after launch (startup phase), SanaSana will invest a majority of its capital in building the web site and content for its business. Also, SanaSana will begin a communication and sales effort with potential business partners and doctors. The goal of this effort is to have a set of established businesses and medical professionals supporting the business prior to its launch. A smaller set of funds will also be used to begin a marketing effort to potential Hispanic users.
Year 1 (December 2000 to December 2001). The majority of the funds available in this phase will be spent on consumer marketing. As described above, the success of this business is dependent upon achieving a critical mass of consumers. It is only with this large, targeted consumer-base that SanaSana can expect to earn revenue from advertising.
5.3.4 Long-Term Financial Strategy
We see two options for our future financial strategy, internal expansion or exit strategy.
Expansion Model. In order to increase market share and access additional markets, SanaSana must raise additional capital.
- Venture Capital. SanaSana seeks to partner with venture capital industry leaders that would provide both financial assistance as well as industry, legal, technological and marketing insights. We foresee at least two rounds of VC infusion prior to an IPO.
- IPO and Secondary IPO. An IPO would clearly benefit the company by allowing us to leverage the additional resources and market valuation to purchase additional information, and increase company credibility. The additional funds, similar to the VC expansion model, would be utilized to increase promotion and acquire a stronger market presence. A successful secondary IPO will again allow the company to raise “cheap” capital to promote expansion into new markets where publicly traded shares may not be suitable.
- Franchising. A clear competitive advantage of SanaSana is our rapid information translation model. The success of this model will translate with ease throughout other countries. However, it is important to recognize that each country has different customs and a distinct local culture. By franchising our model and/or joint venturing with local community leaders, we would facilitate the adoption of our product and subsequently increase revenues.
- Partnerships. Currently we are seeking partnerships with traditional media, newspapers and television networks, fueling expansion by infusing capital and offering cross marketing opportunities. Again, these associations will provide opportunities to build brand awareness and loyalty; they are critical to the financial success of the business model.
Acquisition Model. Current competitors in both the Spanish language and English language market space are obviously acquiring candidates.
- English-language based Health sites. We foresee an opportunity to be purchased by organizations seeking to enter our space, such as webMD, Medscape, or drkoop. This would allow the English-language based competitors to quickly gain users, realize synergies and address the growth needs that have been worked into their forecasts.
- Spanish based Internet Businesses. Again, we believe that there will ultimately be a consolidation in the industry in the next 2-4. years. As the Spanish based Internet market continues to grow, there will also be a need to establish credibility and gain users. Similar to the reasons behind AOL’s purchase of CompuServe, a registered and active community of Hispanic or Latino users will have significant value. Acquisition of a growing firm with a highly differentiated user base will help them to increase their market presence while leveraging synergies.
- New Entry. The Internet business is still in its infancy in the Spanish market. Subsequently, there will be companies seeking to enter this space. A quick way to gain credibility would be to purchase a successful site that has a transferable business model. We believe that while this may not be the most attractive model, as there are few synergies, it would certainly offer the highest premium for acquisition.
|Table of Contents||Appendices|
|0. Executive Summary
1. Business Description
2. Market Analysis
3. Management Team
4. Operating Strategies
5. Financial Projections
6. Business Risks
Future Business Offerings
Internet Usage and Penetration
Technical Infrastructure Implementation
Detailed Financial Statements
|All information herein is confidential and belongs to SanaSana.|