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SanaSana
OPERATING STRATEGIES

4.1 Design and Development Of Products and Services

Figure 7. SanaSana "Information Transformation Value Cycle"

4.2 Product Delivery

Our primary methods of product delivery will be through our web site and HealthCapsulesTM. Our Hispanic clients will experience user-defined web space and an opt-in email newsletter informing them of the latest health news when subscribing to our service. In anticipation of increased Internet usage on "alternative" devices, such as alphanumeric pagers, wireless networks, PDAs, and community based computer terminals, we will ensure that our web pages are coded with maximum portability in mind. Rigid adherence to open standards will make information delivery across all of these platforms easy and satisfying to the end user.

4.3 Resource Needs

4.3.1 System Design
While technology changes rapidly, our design goal remains constant: to create a compelling environment for our customers. To achieve this, our technological solution must provide a high degree of reliability and scalability. A summary of the architecture that powers the site is outlined below. For a more detailed description of our solution, please see Appendix E for the infrastructure implementation schedule.

4.4 Marketing Plan

The marketing plan focuses upon actions which will occur during the short term to create barriers to entry, ensure sources of revenue, secure customers for the site, create trust in the Hispanic community and generate grass roots excitement for SanaSana. The operations and infrastructure timeline is located in Appendix E.

Phase 1
May
thru
July
2000
 Secure Alliances and PartnershipsMarketing Vehicle Employed
B2C
  • Community Service Organizations in Los Angeles, New York and Miami
    • Hispanic Business Association
    • Parents as Teachers
  • Trips to target cities
  • Email
  • Letters
  • Phone Calls
  • Personal Contacts
  • Site Demonstration
B2B
  • National Hispanic Medical Association
  • Consumer Goods Companies
    • Procter & Gamble
    • General Mills
    • S.C.Johnson
  • Personal Contacts
  • Letters
  • Email
  • Phone Calls


Phase 2
Aug
thru
Sept
2000
 Secure Alliances and PartnershipsMarketing Vehicle Employed
B2C
  • Community Service Organizations in San Francisco, Chicago and Houston
    • Hispanic Business Association
    • Parents as Teachers
  • Trips to target cities
  • Email
  • Letters
  • Phone Calls
  • Personal Contacts
  • Site Demonstration
B2B
  • Insurance Companies
    • Allstate
  • Doctors in Los Angeles, New York and Miami
  • Pharmaceutical Companies
    • Perrigo
    • Warner Lambert
  • Trips to business partners
  • Personal Contacts
  • Letters
  • Email
  • Phone Calls


The marketing program in Phases 3 and 4 continues to generate visitors for SanaSana while establishing brand awareness and equity for both consumers and business partners.

Phase 3
Oct
thru
Dec
2000
 Secure Alliances and PartnershipsMarketing Vehicle Employed
B2C
  • Government Agencies
    • HUD
    • Health
  • Community Service Organizations in San Antonio, Dallas, Albuquerque
  • Hispanic Business Association
  • Parents as Teachers
  • Trips to target cities
  • Public Relations
  • Advertising in 9 cities
  • TV (Univision, Telemundo)
  • Radio
  • Newspaper
B2B
  • Doctors in San Francisco, Chicago and Houston
  • Medical Supply Vendors
  • Hispanic Advertisers
    • Sears
    • AT&T
    • GM
    • McDonald's
  • Written Correspondence
  • Trips to target cities
  • Articles in NHMA newsletter and Hispanic Business Times
  • Computers in doctor offices in Los Angeles, New York and Miami


Phase 4
Jan
thru
Mar
2001
 Secure Alliances and PartnershipsMarketing Vehicle Employed
B2C
  • Community Service Organizations in Brownsville, Phoenix, El Paso, San Diego and Fresno
  • On the Ground in LA, New York and Miami
  • Trips to target cities
  • Public Relations
  • Community health lectures
  • Advertising in all cities
  • TV (Univision, Telemundo)
  • Radio
  • Newspaper
B2B
  • Doctors in remaining cities
  • Logical Web Sites
    • Yupi
    • Gloria Estefan, Edward James Olmos
  • Newspapers
  • Medical Supply Vendors
  • Written Correspondence
  • Trips to target cities
  • Links on partner web sites
  • Computers in doctor offices in San Francisco, Chicago and Houston


4.4.1 Projected Number of Users
The advertising outlined above is the cornerstone for acquiring our registered users. We estimate a capture rate of 4%8 of the online Hispanic consumers. Our overall U.S. growth comes from continuing to capture 4% of the growing Hispanic Internet population. This estimate takes into account that increasing competition will make capturing these consumers more difficult. For this reason we will increase our marketing acquisition dollars each year to ensure continued growth. The table below provides the number of projected users of SanaSana by the end of each year and the per user acquisition cost.

Figure 8. Growth of User Base
StartupYear 1Year 2Year 3Year 4Year 5
Total U.S. Hispanics Online (000s)3,5414,9586,4458,37910,89214,160
# Registered SanaSana Users (000s)NA198258335436566
Acquisition Cost per New UserNA$40$50$55$60$65

4.4.2 Other Consumer Acquisition and Retention Strategies
In addition to the methods discussed above, we will take other steps to secure our position. 4.4.3 Initial Pricing Strategy.
Partial funding for the marketing and operation activities of SanaSana will come from our industry partners. SanaSana's initial pricing strategy was generated using competitors' pricing models as a benchmark.

Figure 9. Product Pricing
Banner Advertising (CPM)$35
Health Capsules (CPM)$45
Content Area Sponsorship Fee$120,000
Online Focus Groups Set-up Fee$2,000
Online Focus Groups Fee (10 participants)$2,000
Online Surveys (1,000 distributed)$30,000
Sample Fee (CPM)$200

SanaSana
Table of ContentsAppendices
0. Executive Summary
1. Business Description
2. Market Analysis
3. Management Team
4. Operating Strategies
5. Financial Projections
6. Business Risks
Health Demographics
Future Business Offerings
Competitive Landscape
Internet Usage and Penetration
Technical Infrastructure Implementation
Detailed Financial Statements
All information herein is confidential and belongs to SanaSana.