2300 words assignment

Table of Contents

Section 1 3 Business concept 3 Business name 3 Service description 3 Rationale for Business concept 3 The Business model owner ship 4 Start-up Financing and Financial Plan 6 Section 2 7 Marketing and communication Plan and Strategy 7 Competitor analysis 7 Target Market ……………………………………………………………………………10 Brand & Company values…………………………………………………………….. 15 Marketing goals and objectives schedule 18 2.6 Pricing plan and policy 18 Marketing schedule 20 Stakeholders 22 Positioning statement and Competitive advantage 23 2.10 Future development plans 24 ANSOFF Matrix 24 3.0 Conclusion 25 Appendix 1 Pro Forma Income Statement, cost of equipment and stock 26 Appendix 2 Notes from lectures 27 Appendix 3 Logo – (tree of life) (iStock, 2019) 34 References 35

Section 1

1.1 Business concept Business name

The Green Herbalist Clinic Ltd.

The business name is subject to a trademark search and compliance with advertising standards authority. Companies House does not currently have the business registered (GOV, 2019). I will also register The Green Herbalist Clinic as a limited company (dormant) to protect the company name and as an anti-competitive tactic – until I am ready to launch; however, I will inform Companies House of its dormant status annually. (Korchak, 2019)

1.2 Service description

I will be specialising in treating Insomnia and its underlying conditions in adults.

1.3 Rationale for Business concept

The following factors influence my choice:

· Insomnia related morbidity can function either as a cause or a consequence of symptoms such as stress, depression, circulatory disorders (Pigeon, 2010; Zhang et al., 2012), nerve pain, in altering cognitive function (Fernandez-Mendoza and Vgontzas, 2013) metabolic and gastrointestinal problems and allergies (Vgontzas et al., 2010; Zhang et al., 2012; Riemann et al., 2017); making it a health risk factor for both physical and mental wellbeing.

· 40% of the general population is affected by insomnia (Leach and Page, 2015), manifesting as impaired daytime functioning fatigue, mood disturbances affecting home and work life (Roth et al., 2011; Riemann et al., 2017).

· Hafner et al., (2017) estimates that the current annual insomnia related cost in the United Kingdom is $50.2 billion US dollars (approximately £40 billion); the cost is estimated to increase by 2% by 2030; potential volume of prospective patients, which is an important consideration for the long term success of a small business.

· The College of Medicine, (2017) report states - 9 million people in the UK use Complementary and Alternative Medicine (CAM).

· Strong trend for over-the-counter use of the sleep related herbal medicine (Romero et al., 2017; Harris, 2018). Ipsos MORI (2009) estimated that 35% of the people in UK have used herbal medicine and 89% deem herbal medicine safe. This trend indicates that potential patients already have a trust on the efficacy and safety in herbal medicine as a remedy for insomnia.

· The use of prescribed sleep medication has long been affiliated with significant side-effects (Andalib et al., 2011; Sateia et al., 2017), as opposed to herbal medicine where contraindications exist, but are not known to be habit forming (Bent et al., 2006; Shimazaki and Martin, 2007).

· In my geographical area, one of the qualified and well-established herbalists I interviewed for my dissertation reported that 50% of her clients experience some element of insomnia, suggesting it is a viable specialism.

· 47% of the referrals for the CAM treatment for insomnia are direct recommendations from family, friends or medical professionals (Mintel, 2015; Rashrash et al., 2017).

· The target market for The Green Herbalist Clinic is middle aged women. By 2028 it is estimated that women will influence 75% of all household expenditure – an increase of 8% in 8 years. (Gotts, 2019; Catalyst, 2019).

1.4 The Business model ownership

The business model ownership for the clinic will be as an Independent Sole Trader. The business will be registered with HM Revenue and Customs from November 1, 2019.

Information learned:

· ‘Starting the business’ module (Level 6) identified 3 options

· Through dissertation interviews with relevant professionals

Option

Benefits / enablers

Risks / barriers

A. Self-employed herbalist working from home with consultation room and dispensary at premises. Hours will be operated on a flexible 3-day week, 10am- 7 pm schedule, which includes consultation with patients, dispensing, administration and marketing.

No travelling cost, saving on office space rental

Flexibility with own lifestyle Consulting room already working as an office / separate from other living space

Better work life balance Flexibility on days / times worked especially in the beginning of the practice

Computer and laptop securely kept in premises

Printing available in premises

Parking available on the drive Shorter waiting time for the patient

Isolation in working as a single practitioner – increased loneliness Flexibility of hours can constrict family time

More interruptions from home-based duties

Dispensing done on another day – patient can pick up from lockable porch open at certain times

Only suitable for one herbalist clinic. Security of working without people on the premises (safeguarding)

A. Self-employed herbalist working in other herbalists’ premises and dispensary – 3 days a week

10-5

Dispenser already in the premises – combined treatment and medicine dispensing – better for patient Support network and holiday cover if needed

Extra income available – working in the dispensary when normal dispenser is working on own consultation room

No disruption for other people at home

Possible two-way referrals

Travelling costs

Rental of the room

Higher cost of herbal products / pricing may have to be in line with the owner of the clinic

Limitations of a single consultation room

Use of laptop as information base

Printing costs extra

Longer waiting time for the patient.

When my practice gets bigger there might not be available times to see the

patients

B. Self-employed practitioner in multi-discipline practice, renting a room either in primary care setting (GP) or beauty-salon based consulting room 3 days a week

Renting a room on either GP surgery or beauty salon allows support network and possible referral of patients

Receptionist available / more professional setting

Beauty salon opening hours 9-10 pm,

Security of working with people on the premises (safeguarding)

Travelling and rental of the room cost Dispensing would have to be done at home dispensary - herbal medicine pickable from lockable porch - open at certain times

Premises only open at GP surgery times 8-6pm

· Currently the preferable business plan is Option A. The business and dispensary are run from home.

· Once the sustainable client base is established (a portfolio of successfully treated cases, experience and skill); a plan is to approach a local GPs surgery to rent a room within their premises for 1 day a week, to build up a relationship with a healthcare provider, combining business plans A and C. This approach would enable the clinic to become more integrated with a conventional medical practice, in line with current trends on increasing community referral (NHS England, 2019).

· Once the clinic is sustainable, I plan to build a stand-alone unit in the garden (financed from personal savings), to house the herbal practice and dispensary, alongside space for small scale workshops. Since June 2019 I have run successful herbal walks, which are scheduled for every quarter.

· Currently I am offering Herbal Medicine treatment as sole modality, however once I am more established, I will add Reiki healing and counselling (qualification in both) as an adjunct modality to the business to attract more customers.

· I plan to launch one day workshops on herbal preparations at a local school.

· I am currently a director of another company and receive yearly dividends therefore, with combined income, other ownership options such as limited company will be an option when the business starts being profitable.

1.5 Start-up Financing and Financial Plan

I intend to start the Green Herbalist Clinic in November 2019. I will be working part-time in a local herbal dispensary and will phase out this part-time role as my practice grows.

The start-up capital is £20,000 available from a personal savings account, there is already an office space, which will work as a consultation room and there is a designated purpose-built dispensary area at my house, with appropriate facilities to securely store herbs and sundries. I will not take on a business loan, due to repayment costs in the initial phase of the business.

The pro-forma operating costs for the first year are £2,915.70. (see appendix 1) with a total profit for the first year estimated at approximately £8,000. The income forecast is based on a 3-year financial plan; which will alter based on the findings from future patient and market research. The pay back of the £20,000 will be spread over the first three years.

Section 2

2.1 Marketing and communication Plan and Strategy

The following marketing plan is hypothetical and forms a guide for the development of the final marketing plan.

2.2 Competitor analysis

· Six herbalists were identified as working within a 10-mile radius. Treatments and services are detailed below. Herbalists were found on the NIHM / Google search (table 1 and 2).

Table 1 Local herbalist practices

Herbalist

HM services

Other services

Pricing policy

Promotional

Dista nce

Social media

Sarah Smith

Bank Chambers, 10A, Hart Street, Henley-on-Thames, Oxon RG9 2AU www.redearthholistictherapies

.com

Herbal medicine Women’s health and fertility Wellbeing Woman’s health Male fertility

Holistic massage Doula

*IC: £80 –

90min

*FUC: 45min (£50)

Free 30 min initial phone call No prices quoted for herbs

Give-a-ways on specialist days – ie mental health

– via Facebook Promotions on Herbal

products / medicines

6.5

miles

Blog Facebook Twitter

Anna Cannon Caversham Herbs, 31 Prospect Street, Caversham, Reading, Berkshire RG4 8JB

Tel: 0118 946 4022

Herbal medicine Nutritional and mineral supplements

Sell herbal remedies, and healthy skin and body products

No information

No information

4.1

miles

No information

Freda Miller

82 Durand Road, Earley, Reading, Berkshire RG6 5YS Email: [email protected]

l.com

No information

no website

No information

No information

3.6

miles

No information

Ann Walker and Zoi Maraki New Vitality Clinic, 366 Wokingham Road,

Earley, Reading, Berkshire RG6 7HT

Email:[email protected] ail.com

Length of practice, Ann 25 years and Zoi 6 years

Herbal medicine Sell mineral and nutritional supplements

New vitality tuition herbalist course Nutritional advice

IC: £65 FUC: £45

No information

3.6

miles

Blog Facebook

Alice Nugent

Marlow Complementary Health Care, 11, Liston Court, Marlow, Bucks SL7 1ER

www.marlow-healthcare.co.uk

Herbal medicine Conditions:

· Allergies

· Children’s health

· Circulatory

· Urinary

· Digestive

· Skin Problems

· Immune Deficiency

· Respiratory

· Stress Related Disorders

Aromatherapist Massage Therapist and Beauty Therapist

No pricing policy

No information

3.6

miles

No information

*Please note abbreviations; Initial consultation – IC, follow-up consultation FUC

Other practitioners

Services

Consultation price

Opening hours

Earley Acupuncture Clinic

Acupunture Tuina

Fertility help

20 min consultation Free IC*: £60

FUC*: £45

Open 4 days a week 9-

6

Not open weekends

Jacie Jarvis Acupuncturist

Acupuncture

No prices

No opening hours website

Karolina Garlicka Acupuncture Caversham

Acupuncture Fertility

Cosmetic acupuncture Insomnia

IC: £65 FUC: £50

Fertility (pre/post IVF ) £80 x 2

Open Monday to Friday

Sharron Bolton, Beauty & Holistic Therapist

Beauty treatments Ear candling

Reflexology

varied

£25

£35

Open Monday to Saturday

Remedy soft tissue therapy

Soft tissues therapy

Massage

IC: £35

FUC: £25-£45

Appointments £45-£75

Open Monday to Saturday

The treatment room

Swedish and sports massage

Prices vary £25-40

Seven days a week

Dr Kang Chinese Medical Clinic

Herbal remedies Acupuncture Moxibustion Acupressure

Hot Cupping Ear pressing

No price list

Open Monday to Saturday

Attilio D’alberto

Chinese herbal Fertility, Pain Health problems

IC: £50 FUC: £35

Herbs for a week £27.50 Re-order admin fee £10

Open Tues-Friday

BendyStrechy, (2019) (possible affiliation) *

Pilates, Yoga, Wellness, Retreats

£10 Per Session (Pay as you go)

£60 Book 6, get the 7th free

£100 Book 10, the next 2 free

Saturdays

*Please note abbreviations; Initial consultation – IC, follow-up consultation FUC

Table 2 Other practices offering holistic services

Main points:

· Potential to collaborate with the other herbal therapist and establish two-way referrals.

· Ann Walker / Zoi Maraki - New Vitality Clinic (newvitality; n.d.) have been identified as potential mentors.

· Four herbalists have online presence, two use blogs and Facebook, only one uses Twitter. No business policies on the websites, some have a pricelist.

· One therapist specialised in insomnia – possible affiliation, could be competition for clients.

· Advice and support from the module lecturer permitted the evaluation of social media; including the Clinic’s online presence and publication of policies for the safety and clarity of my business users.

· Herbalists interviewed for the dissertation provided information of their client base

/ treatment demand – aids in identification of customers that are a ‘good fit’ for my services and guides how to tailor the marketing approach to my target market.

· This area has 4 retail outlets selling herbal products: Holland and Barret in Maidenhead (1 store) and Reading (3 stores); Caversham Herbs sell herbal products and local Herb Farm (herbfarm, 2012) who hold events for local small businesses.

2.3 Target market

Geographical: 31 Glebe Lane, Sonning, Berkshire RG4 6XH,

Demographic: ACORN Survey of the immediate area resulted in the following information:

Table 3 demographics of target market

Households

Lifestyle

0-3 miles radius

Empty nesters or families with secondary school children, who own their property (for last 10 years).

Income: are above the average, most have established adequate pension funds via private schemes and work middle management, clerical or skilled trade.

Education: Typical academic achievement is A level.

Spending: Average person spends freely on credit cards, minimal payments on the cards / around 50% use online banking. Usage additional TV services, technology, games consoles portable media players, days out, cinema tickets and toys.

Information research: Online research consists of financial products (loans, insurance) and research ratings and reviews before purchasing any services / products. Most are less likely to read online newspapers or magazines, blogs and trust

family and friend recommendations (Acorn, 2019)

5+ mile radius

Single people or young couples of 20-30 years of age, own a small flat / rent a property, prefer modern housing and might move further away because the housing is cheaper.

Income / education: Typical person in this area is a professional or white-collar career person with above average income.

Spending: Some have savings and pension plans, but still paying off (university) student loans. Credit card spending levels are high and one out of five and had credit declined in the past. Use of discount vouchers and coupons is common.

Information research: Mainly smartphones (some computer / tablet, laptop use) to research shopping, leisure activities (cinema and restaurant ratings) city guides, fitness, banking. Likely to read online product review and take part of blogging, online

discussion platforms to gain recommendation pre-purchasing items (Acorn, 2019).

Wokingham District Council’s (WDC) deprivation rate is lowest in England where 83% of county’s neighbourhood are the least deprived in the country. The defining factors include the level of welfare and health, level of income and poverty, education, housing and services (English Indices of Deprivation 2015, n.d.; WDC, n.d).

The population is likely to achieve higher level of income and housing situation and are likely to research and spend extra on non-essential services as illustrated in table 3 and 4.

Table 4 UK classification of social class – target area highlighted in green

Social class

Occupation

A Upper Middle Class

Upper managerial, admin, or professional

B Middle Class

Intermediate managerial, admin, or professional

C1 Lower Middle Class

Supervisor, junior managerial, admin or professional

C2 Skilled Working Class

Skilled manual workers

D Working Class

Semi- and unskilled manual workers

E Subsistence

State pensioners, widows, casual workers (Markmedia, 2010)

The age structure of the population in WDC denotes to my target market population of well-educated women aged 35-65 years as a sociodemographic group are most likely to use herbal medicine, (see Figure 1) (Mintel, 2015; Kemppainen, 2017)

Figure 1. Wokingham district council population structure. (WDC, n.d.)

The life expectancy in WBC is the highest in England for both sexes where women are expected to live to 81.6 years, (see in Figure 2).

Figure 2. Figure WDC Life expectancy 2017 (WDC, n.d.)

Psychographic segmentation in healthcare

Figure 3 – Healthcare approach to segmentation - see table 5 for relevance on practicality model (Markmedia, 2010).

Table 5 Practicality model explanation

Personality type

Practicality model

Balance seeker

Takes care of their health, GPs just a resource when managing health, consider many therapies

Willful endurer

Wants to be healthy but likes life’s little comforts, occasionally overindulging food / drink / smoking and enjoys doing so – health not priority

Priority jugglers

Looks after and prioritises about family, job sometimes on the cost of own health

Self-achievers

Takes care of health and invests time and resources for better health

Direction takers

Contacts GP with first signs of illness, principled judgement of situation

(The Kings fund, 2014; c2bsolutions, 2019) The different segmentation was used to guide which section of the population, attitudes, lifestyle, principles and characters were most relevant to create ‘the favourite customer.’ (Tables 4 and 5). In addition, their buying process were required (Table 6 and 7) in order to clarify the picture. I now have identified my ideal customer, who is also likely to spend on health and invests money for better health and is likely to be my customer.

Table 6 Positioning strategies

Targeted Segment type – food market

Value Proposition

Channel for Awareness

Boxed to Go

Eat on the go

Yellow pages, online ads

Nutritionists

Eat healthy

Health food chains, spas

Kitchen Sergeants

Always on time

Personal selling

Perk me up

Magnificent

Internet

Expressives

Strutt your stuff

Internet (c2bsolutions, 2019)

Table 7 Stages in buying process – Customer decision process

Trigger / process

Results in action

Recognition of needs and wants

Desire: but not essential – trigged by stimuli (external / internal)

Need – might not be necessary – advertising

Information search of potential product

Research and Evaluate: Advertising online research, review sites (Amazon), opinions of friends, family, colleague

Identify and evaluate information source to identify product –

Positive involvement – several companies researched

Negative involvement: 1 company research

Purchase decision

Negative / positive feedback / Feedback

Unknown influences

Purchase disrupted – feedback of reasons

Post purchase behaviour

Previous expectations (satisfied

/ dissatisfied)

Satisfied customer - Brand loyalty

Dissatisfied customer – distribute negative feedback

– post purchase feedback (B2bmarketing, 2019)

Main points:

· Accumulate customer identities who will be attracted to specifics of created marketing activity.

· Type of (organic, ethically resourced) herbs will attract specific customers.

· Analysing geographic location to understand customer characteristics to define target markets

· Approached customers through relevant networking platforms i.e. local Facebook page for ease of access example local WI, yoga class talk, inexpensive workshops; 0-5-mile radius offer vouchers, competitions, money off with referrals

· Define appropriate customer questionnaires – Facebook, to identify what customers want.

· Positioning strategies: considers of competitions strengths and weaknesses in view of the needs of the customers, identifying competitors’ weak areas and learn from them.

· Competitors do not define complaint procedures.

The purchase process creates a relationship with the customer, when successful it permits trust and loyalty to the business and is based on prior quality of service.

Market analysis

→ allows business to grow income → bigger patient base

→ increased competitiveness → business expansion (income / geographical location),

→ increased client preservation → improved focus - now and the future of the business

Re-evaluating analysis and modifying the factors allow

→ approach in line with my core values

→ understand changing customer’s motives (value and predisposition define motivation)

→ business appeals to the customer - trusting relationship (Barry and Weinstein, 2009).

2.4 Brand & Company Values

The following framework will be used to develop the brand for the business as a guide for connecting daily communication and marketing decisions.

Figure 6. Business Brand Value

· respected

· consistent

· passionate

· successful

· confident

· quality

· honest

· trusted

BRAND

VISION

BRAND

CHARACTER

BRAND

BELIEF

BRAND

ASSETS

· loyalty

· shared goals

· credibility

· ethos

· skillset

· value

Vision and Core proposition

Vision: I am totally committed to treat patients using herbal medicine in order to achieve restorative sleep and maintain their health and wellbeing.

Core position: Enable methodical clinical findings for the cause of the insomnia within my abilities or referral. To treat you with dignity, respecting your position without judgement, thus allowing a space for breath and healing.

Mission statement: If you’re ready to wake up refreshed and energised for the day ahead, contact us for a chat to see how we can help.

Brand character

The character will combine my core values – as I am the product I am selling and therefore must be congruent. The following outlines the expectation of my brand.

Confident

A capability to recognise and treat condition and build up trusting relationship

Quality

By a respectable skillset to treat you and continuous training to thrive towards excellence

Honesty

By not promising what I cannot do, thus minimising unrealistic expectations and in return to create a level of trust

Trusted

Professional, quality standard of care, safety in respect of ethical standards and customer individuality

Defining a specialist business structure, allows an easily recognisable business/brand identity (Bouquet, 2019). According to Murphy, (2019) my business should project qualities important to me such as reliability and honesty and in this way create trust and loyalty. Also, a strong brand identity might help my potential customers distinguish me from my competitors and influence their spending choices (appendix business conception from lecture).

Brand Assets

The business name reflects how I would use herbs in practice. ‘Green’ business names are commonly associated with the preservation of the environment, the use of high- quality organic materials and deemed authentic (Brandbucket, 2019; Knox, 2019); these reflect my core values.

The colours used in business brand values are the ones I envisage for the business identity, with tones within the treatment rooms and always fresh white and green flowers on the entrance. I have a graphic design background and therefore the colour pallet will be defined as CMYK %, font being either white or blue as I have used in this assignment.

These colours are to be used in digital media communications. Transparency in terms of conditions and the services / policies provided will be in line with NIHM code of conduct and ethics.

Figure 7 Brand Assets

Remedies

Lifestyle advice

Selfcare apps

Colour Scheme

Font

Logo

Professional

Code of Conduct

Terms & Conditions

Privacy Policy

Website

Social Media

Events

Differentiating feature

Description

Characteristic

Completely trained Medical Herbalist (BSc Hons) with 500 hours clinical service, competency on clinical diagnosis, herbal medicine in various healthcare setting from NHS to private clinic. Solid base on understanding pharmacological of science-based medicine. Credited by governing bodies CPP, NIHM, whose ethical code of conduct is the guide for my practice. With established mentorship to guide in the first year of practice and support of professional Medical herbalist

peer supervision group.

Client focus

Longer consultation time compared to other professionals, with comprehensive complaint history taking and clinical assessment to back diagnosis.

Focus on supporting the whole person in their journey to health Personalised tailored treatment in all stages in healing with specific focus on using highest quality ingredients. Continuity of care.

(Palmer et al., 2018)

Therapeutic method / services

Using evidence-based herbal treatment with ethically sourced ingredients.

Connect to network of skilled CAM (and later on conventional) practitioners for supportive integrative care and possibility of referral – always putting patient first

Therapeutic method / relationships

Enable the patient empowerment in selfcare and in aid to gain the paramount health results.

Table 8 Brands assets / differentiating from others / Critical success factors

Table 8 explains my assets as a practitioner and what differentiates the business from others, therefore making me more competitive and likely to attract more customers

2.5 Marketing Goals and Objectives Schedule

· Related to the first year of practice

· Referral with GP practices and complementary health centres – 2 per week

· Sales of £672 per month to maintain cashflow + salary

· To initiate marketing plans and launch online presence

· When appropriate focus on retention strategies

2.6 Pricing Plan & Policy

Initial considerations:

Fee schedule and policies: (to be reviewed at the end of first business year, in line with local competitors).

Table 9 Pricing of services

Item

Fee

Initial consultation 60 min

£65

Follow-up consultation 35 min

£40

Prescription tincture / 100ml

£8

Prescription tea / 100g

£8

Prescription cream 50g

£8

Repeat prescription without consultation

£10

15-minute free emergency consultation

£0

Initial consultation 60 min promotion new customers

£45

Table 10 Policies for the Clinic

Policy

definition

Rationale

Prices are comparable to other herbalists interviewed for the dissertation and 1 herbalist in the business area, prices reviewed 6 monthly – existing Excel sheets regarding pricing and stocktake apply.

Payment methods

BACS payment, cash.

Prices and policies published on the website and on the initial consultation with signed agreement.

Retention

Free 30 telephone minute consultation every 6th appointment, free appointment with refer a friend policy, possible vouchers for affiliated connections leads / i.e. wellness yoga coach customers.

Incentive

Ordering dietary supplements and herbal products to be able to gain price reduction on bulk orders, in order to keep products competitively priced. Free entry for already established herbal walks.

Cancellation policy / no show

Use online booking / payment facility as well as reminder text message. One missed appointment: payment in advance, explained in the initial paperwork signed and when contacting the customer

regarding reason of no show.

Concessions

Attention strategy.

Collaboration with suppliers

Bulk buying will enable me to pass discount directly to customer / certain products not available on high street

Health and safety policy

Statement of intent, Responsibilities and arrangements, risk assessment, first and and reporting the incidents for health and safety are guided by the Health and Safety at Work Act 1974 (HSE, 2019)

Working with children

All minors (under 18) are accompanied by parent or guardian or no treatment will be offered. A

written consent form by legally authorised parent or guardian needs to be signed before offering treatment (NIMH, 2017).

Medical emergency

The practitioner is a fully qualified First aid at work (3-day course) by St. John’s ambulance

Adverse herb interaction

COSH health and safety card scheme will be used to provide information of possible adverse

reaction will be provided with European medicine agency monograph for possible side-effects of the herbs used (COSHH, 2019; EMA, 2019)

Insurance policy

Professional, public and products liability cover (Balens, 2014)

· Pricing and payment methods are in line with the two local herbalist, who have promised to be joint mentors for the first year – I have been a customer for both of them in the last two years and was not offered information on any of the other policies or had to sign an agreement.

· The policies will be important to protect business and customers, outlining both parties’ rights when entering a business relationship.

· Dated pricing policy included at the website as well as other policies signed at the first appointment.

Marketing Strategies - Channels

Table 11 – marketing channels

Channel

Purpose

Activities

When

In person professional networking

Interaction with herbal medicine / CAM therapist / other professional – two-way referral /

Berkshire businesswomen meetings Group events organised by Governing bodies / Societies Collaborate with other therapist

groups

July 5, 2019- on-going

Brand, logo and identity

Visually communicate my business ethos identity and what I represent

Define brand and design logo sustaining the vision

June 20-July 30, 2019

In person community outreach Launch business from home introducing your business.

Send invitations to local businesses, contact newspaper for possible business start article

Increase awareness of my practice and the benefits of herbal medicine treatment Raise awareness of Insomnia and its effects on health.

Advertising for business

Referrals and marketing obtaining clients

Speaking in local WI, parent groups, connect with schools, practical herbal medicine workshops (creams, teas etc.)

Herbal walks 1 per quarter – related workshops

Talk at local community events

Website launched promotional material ready

Prepare product samples to sell at cost price

Start organising October 1, 2019

Launch December 1, 2019

Point of sale

Customer feedback to enable better service / – offer reward for the information

‘Bring a friend’ reward Engage to get customer insight on better lifestyle / ‘what made a difference’ scenarios – also hurdles why

they would not use the service

Discount on next appointment / one free consultation

Discount on supplements

Email a £5 voucher on a significant day (birthday)

-create tools (according to the findings) for easier service / enable both online / point of sale equal

benefits

November 31, 2019-July 30,

2020 (after graduation)

Website

Page content (essential information – practice, facilities offered, online booking / payment, links to social media, other important

documents (policies) traffic monitoring,

YouTube videos, podcasts – link on website regarding current my field related topics, enable better understanding of benefits of herbal medicine

September 31, 2019

Social media

Increase brand / practice / specialism awareness, engage existing customers and attract new ones

Instagram, Twitter, Facebook feed

September 31, 2019

Print

raising awareness of my business and raising

awareness of my speciality

Business cards, posters, leaflets – welcome pack information folder

Articles in a local paper

September 31, 2019

2.7 Marketing Schedule

Table 12 – schedule method, goals and timing

Method

Help achieve marketing goal

Specific medium

When

DEFINE THE STRUCTURE AND IDENTITY OF YOUR BUSINESS

Brainstorming identity / brand purpose and values of business, of the business, setting up colour scheme, logos and what your website social media colour scheme says about your brand

Clearly defined base for identity / brand

Internet research, CACI

/ Acorn, mood board,

July 2-September 31, 2019

DEFINE PRICING AND POLICIES

Define and create cancellation policy, hours of work, late payment policies, refund policies; positive business enforcement: referral policy, package deals

Define and create pricing for dispensing items, consultation price, telephone consultation, prescription repeat requests. Create aftersales follow-up service, loyalty scheme and refer a friend policy.

Sets a guideline for desired outcomes and to make decisions.

Internet research

July 15-November 31, 2019

SET UP PAYMENT STRUCTURE AND FINALISE BUSINESS READY TO OPEN UP

Set up online booking / payment software – cliniko;

Bank account already ready Create Cloud-based storage

Get consultation room ready / painted / cleaned / all things ready

Completed structures are working and ready for the business to launch

Payment structure established

October 1- December 15 - to launch business in Dec 15.

CREATE ONLINE PRESENCE AND MATERIAL FOR BLOG

Create website information and check that it works with a marketing-based friend – keep on improving

Create website and presence in social media Create a tool at website / blogs where you can collect contact information

Re-define list of tinctures, creams, dried herbs, aromatic waters and essential oils and infused you have and place an order.

BUSINESS AFFIIATION: NETWORKING

Start making affiliations with different local businesses, with WIs yoga groups, mother and toddler groups, café’s, hairdressers, etc to start dropping leaflets and business cards off (leaflets to have location code of the business); local and school noticeboards’ Facebook groups

When approaching about leaflets / discuss possibility to come and do workshops / talks – have leaflets and business cards ready to hand over – deliver 5 different locations weekly

Allows business to gain more visibility / raised awareness, helps identifying possible new partnerships and business opportunities as well as possible clients

Internet based and leaflet-based marketing material

Berkshire businesswomen

Presentation in two local WIs organised by personal contact

November 1,

2019 onwards

PLACE ARTICLES IN NEWSPAPERS / BLOGS

Obtaining clients

Further affiliations on platform sharing

Write 6 articles and blog items ready to post and find affiliations to post as well

Approach the mentors to post material on their website (already existing for other herbalists)

September 1-

November 1,

2019

POINT OF SALE: Client retaining and retention

Existing client retention

follow-up consultation with new medication,

Increased revenue – satisfied patients give good reviews and bring new customers in.

answer emails promptly, call in person instead emailing where appropriate, do not overpromise the results, listening your client and valuing their opinion is very valuable

November 31,

2019-July 30,

2020 (after graduation)

BROAD GOAL

I Want to Become a Well-Known Expert on the topic of Insomnia and its underlying conditions

Increased ability to successfully guide and help patients, speak in public events

Desktop research and further training in Functional medicine

July 15, 2019-July

30, 2020

Research social media for blogs / see what works for you / what gets you to read the page

.

support launching of the business– obtaining clients

Internet search, marketing friend and feedback resource,

well-functioning website and social media – aim to blog 1 a week to start with.

July 15-October 30, 2019

DESIGN PROMOTIONAL MATERIAL

Design and create letter heading, business cards, medicine labels, paper bills, patient information forms, information leaflets for different conditions / diet sheets, excel sheet for accounting / patient contact information / sundry, herb orders, dispensary item orders,

Order dispensing items: bottles, jars, bags (other items already ordered)

support launching of the business–

running of the business administration

Created documents, printed and filed in the office to use

List of dispensable items and order to have enough stock. (I already have 5 herbal suppliers I order stock from)

July 15-

November 15.

2.8 Stakeholders

Table 13

Targets for marketing communications

Immediate users

Patients

Family, friends, carers

Referrers, professional partners / peers

General practitioners

Other wellness practitioners

Qualified herbalists

Opinion leaders

Press: local papers, trade magazines, online platforms

Professional influencers:

BHMA, CPP, NIHM regulators / policymakers, Department of Health, Wokingham District council

MHRA: Safety of the products.

.

2.9 Positioning statement and Competitive advantage

Figure 8

political

Brexit: legislation changes, increase in cost and availability?

No statutory regulation for herbalist

Traditional herbal registration (THR) to market herbal products

economic

supply chain and product availability may change

rate of inflation down 0.9% from last year

Rate of unemployment down

social

30% family and friend recommendation

17% GP recommendation NHS trialling CAM therapies

Anti-CAM websites

technological

CAM and health information free and available online

Medical apps - diagnose and offer treatment options

Sharing of information on social media

(Mintel, 2015; Walker, 2015; Knapton, 2019; PWC, 2016; ONSa, 2019; ONS, 2019b; GOV(a), 2019)

Main points:

· Positioning (Figure 8) permits pathway to effective communication regarding the service and product my business offers based on client requirements.

· Understanding stakeholders (Table 13) needs and expectations and modifying the business alter the success of the business.

· Tables 11 and 12 are split into marketing channels and schedule and overlap slightly, however provides me a roadmap, which is easy to follow and enables focus and clarity; as this is at times a difficult task for me. They also provide a schedule that enables producing qualify content and allows measurement of the level of effectiveness.

· CoSchedule, (2019) states that businesses that set marketing goals, plan campaigns and document strategies decidedly more likely to succeed than those who do not, allowing my business better sustainability.

2.10 Future Development plans

ANSOFF Matrix

Market penetration

Families, friends and carers of patients

Lower prices to entice existing (or prospective customers)

Increase leaflet drop, Facebook / Twitter promotion contact existing patients regarding reappointment

Market development

Enter new and different target markets / find new markets to existing products

Invest research and develop a new product to aid for example pain free sleep, mindfulness to calm down busy mind

Investigate competitor products more suited to the speciality, and create a better one

Offer an affiliation to other local therapist (different to yours) to gain access to their customer lists (two-way referral)

Product development

Further training in functional medicine – deeper understanding of underlying body functions

Find apps suited to your expertise learn and train customers – Massage and mindfulness training

Stress / insomnia / depression talks at schools and universities – Centre of resilience, University of Westminster

Diversification

Blogs in a local newspaper, relationship with Wellness coaches / possible new customer base.

Integrated healthcare / GP surgery room hire and possible affiliation with primary healthcare provider.

· Focus for the long term added value to the business is to learn better marketing skills and become more focused on targeting new customers.

· Enhance existing skills and offering information on the use of health apps with will impact the service I offer customers.

· Diversifying and creating new marketplace services deliver a pathway for further business growth.

3.0 Conclusion

At the beginning of Level 6 I had some idea of how to run a business, however the wealth of advice and learning from this module (via learning activities from both lecturers and peers, Appendix 2) have contributed to building up a new concept and vision of what the Green Herbalist Clinic should look like and how to create a plan to make this possible.

The teamwork presented a chance to interact with the ‘herbal target language’ and how we should all use the common terminology with the customers. Part-taking in different roles displayed in increased confidence and the responsibility of all tasks for all parts of the project, skills we need to use in our business. Important part of learning was getting feedback from subject specific peers, which not only refined the ideas of how promote your brand and business, but most importantly it made me self-aware of other people’s thoughts, improving self-knowledge and offering me a route to better customer care.

The business concept provided a conceptual structure and a platform to deliver the service product, in which defining the target demographic, and a unique marketing plan gives the Green Herbalist Clinic, an advantage over competitors.

The analysis of the likely business position on the market and setting time-based goals (strategies) permits easy ongoing evaluation measurement of profitability.

Creating brand, marketing and business plan and strategies portraying my skills and values in addition to use of the online platforms, allows the business cut through the competitor ‘noise’ on the marketplace, ensuring that the services offered are attractive to the target customers and appeal to their distinct triggers and allows …mission statement

Appendix 1 Pro Forma Income Statement, cost of equipment and stock.

YEAR 1

YEAR2

YEAR 3

Gross sales (table 1) Less cost of sales (table

2 and 3)

£10,980

£1,767.65

£25,400

£1,651.97

£34,608

£1,937.41

Gross profit (margin)

£9,212.06

£23,748.03

£32,670.59

OPERATING COSTS

Professional fees (accounting / legal)

(appendix 5)

£226.80

£226.80

£226.80

Professional

membership and insurance (appendix 4)

£705.55

£834.59

£834.59

Business administration (appendix 6)

£215.70

£215.70

£215.70

Total operating

expenses

£1,148.05

£1,397.09

1,3397.09

Net profit before taxes

£8,064.01

£22,461.94

£32,455.25

Table 2. Cost of dispensary equipment, forecast for 3 years (see appendix 2)

Year 1 (175 px)

Year 2 (400 px)

Year 3 (546 px)

Dispensing bottles

500ml (35 pack) x 4 @ £0.65 each 200ml (67 pack) x2 @ £0.34

Caps (child resistant) (100) x2 @£0.12 each

£90.68

£45.50

£24.92

£260

£136

£48.05

£354.90

£184.64

£65.52

Bottles with pipettes

25 x 30ml Amber Glass Bottles with glass pipettes - Post Free by Natural Health 4 Life (Amazon UK – Prime) @

£0.79 each

£19.75

£39.50

£39.50

Paper bags 70x90cm x 100

200 x 250cm x 100

£8.89

£26.64

£17.78

£53.28

£26.77

£79.92

Dry herb / powder packaging 100g x 100

250g x 100

£38.40

£50.40

£76.80

£100.80

£115.20

£151.20

Total

£305.18

£732.21

£1,017.65

Table 3. Equipment and herbal stock expenses (see appendix 1, 2 and 3)

Year 1

Year 2

Year 3

Dispensary equipment (appendix 1)

£486.47

£0

£0

Dispensing material (appendix 2)

£361.42

£732.21

£1,017.65

Herbal stock (Appendix3)

£919.76

£919.76

£919.76

Total

£1,767.65

£1,651.97

£1,937.41

Appendix 2 Notes from lectures

Lee Butler

· see my core values, the way I am and who I am

· treat train people to achieve optimum health

· Get business cards and hand out like confetti

· print your own letterheads/compliment slips!

· Get a website – Vital! set up twitter, Instagram, Facebook, blogging

· Get your certificates on the wall

· People ring around about price and quality - degree from university

Give patients more than they expect at the first meeting (a booklet/book, a free pen, bag, topical cream etc. (..good product to use… tell you what - I’ll give you one free) – gaining customer confidence

· make sure you know how they heard about you

· keep a spread-sheet of patients and enter their details into MS outlook

(then you can do targeted mail-shots – make sure you have their permission for this on your intake form)

· mail/email a newsletter - opt in to receiving marketing from you

· if you refer someone for me you can have 50% of the consultation off Compile a presentation folder.

Include Welcome letter, Information about you, Information about your therapy, Cancellation policy/charges, method of payment appreciate referrals, Testimonials, Directions

Check emails and phone regularly

- Return phone calls asap - Have some way of tracking who has called but not left a message - phone manner & tone of email eturn phone calls asap - Have some way of tracking who has called but not left a message - phone manner & tone of email

Marketing plan and strategy

· your client needs you

· Strategy: aim / goal specific tactic (steps) use to achieve strategy

· Plan: actions of the above

Ethics: don’t copy or lie / make statement you cannot achieve / prove. Be congruent – show up as yourself

Communication plan

Little often, have a newsletter – essential – think things regarding your client perspective Build up community (Yoga/Pilates complementary care)

Three Phases in Marketing

1. Marketing in person – talks /

2. Organic reach (social media, newsletter, website) and word of mouth

3. Paid ads - Google Ads, FB, Insta, Twitter

My message:

problem: if you have trouble sleeping, staying asleep or waking up and not being able to go back to sleep

promise: I would like to help you to achieve restorative sleep through the night and wake up refreshed in the morning and …..

Practice your ‘lift speech’

Hi I am Anne Davies a medical herbalist and Owner of the Green herbalist clinic, where I specialise in treating insomnia and its underlying conditions.

Balens – professional liability

Other insurances (house, contents, life insurance, pension) REMEMBER audit trail, keep comprehensive notes

Practice management

Professionalism, goals, direction, plus/minus, therapist self-audit, Legal ethical and health & safety

Complaints handling / Risk management v confidentiality Data protection (ICO)

STRENGTHS

Your Skill Your Experience Track record of your therapy Non invasive

Little-known side effects Time with clients Personal Service & Caring Supportive Relationship

OPPORTUNITIES

Current Healthcare systems overloaded Lack of Satisfaction in Public Healthcare

What you do is in demand Publicly funded options are time and money poor Shorter waiting times

THREATS

Complaint Claims against you Lobbying and Politics

Legal Issues Regulators Competition Weak Economy Lack of widespread Media support.

WEAKNESS

Your Skill & Health Stress Time Management Availability Resilience of your business

Lack of public knowledge about healing etc

Breathing, relaxation and the stress response

What is the Stress Response? “When there is an imbalance between perceived demands and our ability to cope”

Legal Aspects

Common Law – Tort or Negligence

Contract Law, Criminal Law, Statute Law, EU Law, Human Rights, Natural Justice, Beyond all reasonable doubt Ø Local Bye Laws, Bolam Test, Statutes of Limitation, Notifiable Diseases, Data Registration / Confidentiality, Employment Tax, Insurance

Companies Act, Data Protection Act & GDPR, Mental Health Acts, Medicines Acts Medical Reports Act, Access to medical reports act, Local licensing laws Common law Criminal law; Lack of public knowledge about healing etc

“Pressure whether internal or external that pushes us out of a comfort zone”

Complaints – How to Avoid & Handle

Grievance or cause for dissatisfaction / Statement of dissatisfaction or Blame

· THREAT OF TAKING IT FURTHER / A Desire for Restitution Possibly leading to a civil action Potential Adversarial Situation

· Reasons:

· Expectations not being met

· Unrealistic expectations about the length & efficacy of the service provided.

· Misled or misinformed / overcharged / poor value for money

· v Feeling Worse

· Reaction to treatment - physical or emotional pain / unsatisfactory treatment / advice, new symptoms

· Failure of positive therapeutic/business relationship

· not treated with respect, feeling embarrassed

· Confidentiality, boundary or other behaviour issues

· Abuse, assault, lack of adequate permission

· Language or communication/listening issues

· Misunderstandings – and other communication difficulties on both sides with

· colleagues or clients

· Contractual Disagreement over purchase or advice § Problems with product supply – or specification

BRANDING

Businesses’ personality

brand is what people say about you when you’re not in he room

YOUR BRAND IS YOUR CLINICS PERSONALITY AND VOICE

fun, silly brands,

tom shoes branding personality

imagine that you have 3 friends…

you talk to one that least defined…. how they are going to act you are not going to go to them….

BE CONSISTENT

· YOUR brand should track pretty closely with your personality (no point presenting to be someone your not)

· But it does not have to be everything

· What part of you are most useful / helpful service to year clients

· Weave in connection points…. creating brand

· who is my suite

· what’s is your story

· what is your message

how do you hope your client to feel when they are dealing with your brand?

happy? hopeful? inspired? take care off? reassured> entertained? set straight? in control? supported? relaxed?

Educated? empowered? Equipped? Confident? READY to take on the wold formal / informal authority

MY VALUES: education

how do you want to show up?

professional - smart casual (informal), as an expert, approachable, warm typing like you talk

what is your value

courage, confidence, accessibility, education, empowerment, equality inclusivity, staining empowerment, confidence, simplicity, knowledge / education

my brands personality is

green empowered approachable warm

my brand has values, it empowers people with educational warm approach

makes is easier for the client to decide whether we are the right person for them. 1 created private secret pinkest board inspirational photos - 50

review photos for colour / fonts for patter choose 3 to five colour 2 heading font

use colour pickers

DON’T CHOOSE FOR COLOURS YOU LIKE - CHOOSE FOR FEEL / WIBE

two main colours one accent colour and usually a dark and light colour you can see samples on pinkest

choose for real not

CANVA

UNSPLASH, DEPOSITPHOTOS PIXABAY CREATIVE MARKET

be aware of use right, you’ll of the need to reference free photos and while you may a small amount to use a photos for graphic, but it will be more expensive for logo / heading uses.

· use screenshot of the of downloading it… I have proof that I got it legally

· language guide / brand guide

· what kind of language will you use?

· formal / informal / lay person / technical

· sample phrases

· power words

· identify strong words that you can

· catch attention - evoke sumo.com/stories/powerowrds

big picture impressions that your company leaves on the customer

budgeting and accounts

· how can you set up as sole trader?

· Sole traders can be VAT registered

· Ltd personal assets can be protected

· Accounting and budgeting Melissa Ronaldson

BASIC RECORDS

Keep at least 6 years basic record

Analysis book / spreadsheet

Different types of expenses allowable non allowable

materials , office costs, if office is your home / mortgage interest, travel costs, mileage, Telephone / mobile line, stationery, electricity, accounts, heating, electricity tax, work clothes, shoes, laundry, VAT if limited, set up furniture, related literature, advertising – website, insurance - house, pension….?, training, equipment, professional expenses (any membership)

INFORMATION OFFICER’S REGISTRATIONS FEE ADD THIS TO THE FEE

British library - training sessions…..

non- clothes – normal entertainment - business lunches travelling / transport - mileage gifts everyday travel food purchases

dividends gifts and donations legal fees

quality control is grey area whines - for bottle if you are already a business - you can write off Masters… continuation

income tax allowance 11,890 basic rate up to £46,350

higher rate 46,351-150,000 - 45%

· national insurance contributions

· financial support

· employment support allowance

· cash flow

· securing loans

labs have amazing online courses

Genova, Zyrex lab, , basic tasting - bio lab… what kind of tests do you think I need to offer.

MEDICHECKS

give you are profile, well-woman / well man profile

£140 Rhiannon Lewis in province- heart map …. Digestions - in vivo clinical… DNA testing

PR

PROS AND CONS / BASIC THEORY USING MENSTION AS SOCIAL PROOF

haro and hastag

is spending PR worth it for complementary therapists

basics

research relevant publications

what is relevant for me research relevant publications pitch with the why’s

pros: use mentions as social proofs on website /flyers

stuff that show on social proof

testimonials, logs, other people saying that you are good… as seen on…. cons: opportunity cost

EVERY time you say a YES to 1 thing you say NO 1,000 to other things… is the 1 hours with client more important than 1 writing a letter…. what is going to be most beneficial to your business

take advantage one publicity

guest appearance like podcast or quest post, create a special offer for those people to track how well it did (always track your marketing)

· podcast or local radio

· find a journalist request

· HARO daily email with request from journalists

· Journor Request - hasta used by journalists on twitter to reuse stories

· may not be local but may be good for social proof

· using events / causes

· current event seasons local event makes you more relevant and more likely to be picked

· an event you’re running or a cause you’re supporting may also make you more likely to be recognised

· does spending your time on publicity along with your marketing strategy

· difference of being a successful therapist

· I intentionally deciding

Practical aspects of running a business...

IMAGE

Use of professional clothing / Personal grooming

INITIAL CONTACT

Face direct questions encourage for an appointment without making promises take a contact number/ e-mail address

Suggest sending further information if they are still unsure How much time spend on your initial conversation?

Screening questions to identify a serious client and ensure safety

Work from home advantage / disadvantages?? Think about other premises (safety / admin / equipment) Policies!! – already covered in previous

Admin: my mop / cloud account / do intake forms / confirmation sheets / directions Build client database management software (kliniko)

Safety / CPD

Notes, listening, CPD UpToDate, provide information of the treatment / address concerns Notifiable diseases / mental health

Selfcare

Managing your time Setting realistic goals

Physical and emotional healthcare Peer supervision

Self-supervision / reflective practice Finance most done with Balen’s

LIFE MAPPING EXERCISE

Where do I want to be in 1, 3, 5 years’ time? Business plan

What are my motives? Am I hardworking and goal orientated?

Stresses / comfort zones / cope with pressure / cope financially / part time job to finance life whilst building business

Am I a leader / motivator… yes!! Excited about running a business yes Lots of skills from previous careers

Networking and making connections WI local talks, mother and baby groups Business course

Blogging Work at GPs

Business link (Berkshire businesswomen)

Goals and qualities

Strengths and weaknesses

People skills too personable

Organised easily discouraged Have run a business

Empower people

Appendix 3 Logo – (tree of life) (iStock, 2019)

The Green Herbalist

Clinic

Anne Davies BSc MNIHM MCPP Email: [email protected] 31 Glebe Lane, Sonning Berkshire RG4 6XH

Mob: +44 (0)7738 363818

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