1. Photography community of Brighton Beach, low fee (80% discount) photo and video services for modeling, advertising, celebrities, political events, Every Saturday 4 pm, boardwalk by Tatyana restaurant
2. Negotiations/Sales workshop / lecture at Kingsborough College, every Friday, 6 30 pm, you can get help with your existing negotiations and get new introductions, we practice business cards and introductions exchange, email or call for details
3. Fishing crew, bow hunting, get a garden and find business at Floyd Bennett Field, at Raptor Point, Brooklyn, Every Sunday 7 am, come fish with us and network, email or call for details, we also go on exotic trips (horse riding in Alabama, hunting in Texas, nature photography in Alaska)
4. Street fair group, sell your paintings, photography and art with our street sales team (consignment agreements), get representation at the art galleries, Painting sales representation at Union Square NY, every Sunday 11 AM starts, email or call for details
5. 500 shareholder club, get invitation to 25 shareholder events for every month in NYC of the major companies, email or call for details
6. Business broker Clique, get funded with help of one of our introduction specialists, find investors, bargaining support at the table
7. Advertising team, meet and make variety of advertisement, every Monday 5 pm, Kingsborough college
8. Brighton Tango Squad meets every Saturday at 7 PM attending class and Milonga in NYC
9. Manhattan Beach runner’s Posse meets by Kingsborough College at 7 AM on weekdays.
Shareholder meetings and events calendar as of May 2, 2009
NYC events. You can attend with me; I am shareholder in all those stocks
1. Philip Morris shareholder meeting, FREE, May 5, at 9 AM, Grand Hyatt NY, Empire State Ballroom, 109 East 42th street NY, 10017
2. Ambac Fin group shareholder meeting, May 5th time 2 PM, One State Street Plaza, NY, NY, 10004
3. KSW shareholder meeting May 7, 2 pm, nasdaq omx group, One Liberty Plaza, 165 Broadway 50th floor, NY, NY, 10006
4. Sotheby’s shareholder meeting May 07, Time 11 AM, 1334 York Avenue NY, NY 10021
5. Avon products shareholder meeting May 7, 10 AM at Lila Acheson Wallace Auditrm, Asia Society and Museum, 725 Park Avenue at 70th str, NY, NY, 10021
6. MBIA inc, shareholder meeting, May 7, 10 AM MBIA 113 King Street, Armonk, NY, 10504
7. 47rd district Democratic Club dinner. Fee $100.00 When: May 7th 6:30 PM, Where: Rex Manor- 1100 60th street, Brooklyn
8. Sterling bank shareholder meeting, May 7 10 am, The University club, one West 54th str, NY, 10019
9. Goldman Sachs shareholder meeting, Friday May 8, 9.30 am 32 old Slip, NY, NY, 10005
10. Colgate-Palmolive shareholder meeting May 8, 10 AM, FREE, Marriot Marquis Hotel, Broadway Ballroom, 1535 Broadway (bwn 45th and 46th str) NY. NY, 10036
11. Russian nobility society ball at the Pierre Hotel, NYC, may 8, fee?
12. Hudson Highland group shareholder meeting, May 12, 8 AM, 560 Lexington Ave, 5th fl, NY, NY, 10022
13. Integramed shareholder meeting, May 12 10 am, at corp office Two Manhattanville Road 3rd fl, Purchase, ny, 10577
14. Anthrace capital shareholder meeting May 13, 10 am, omni Berkshire place, 21 east 52nd street second floor ny,ny
15. ConEdison shareholder meeting May 18,10 am, 4 Irving Place, NY, NY
16. chase bank shareholder meeting May 19 10am at auditorium One Chase Manhattan Plaza, corner of Nassau and Liberty str, NY, NY
17. Edci Holding shareholder meeting, May 19, time 9 am, Grand Hyatt N Y , 109 East 42nd str NY, NY, 10017
18. Bowne shareholder meeting may 19, 10 am, 55 water street NY, ny,
19. NorthEast bank shareholder meeting, May 20, 1 pm, Renaissance Westchester Hotel, 80 west red oak Lane, White Plains, NY
20. Marsh Mc Lennan shareholder meeting, may 21, 10 am, 1221 Avenues of Americas 2 floor, NY, NY, 10020
21. Liz Claiborne shareholder meeting May 21, 10 am, 1441 Broadway , Ny, NY, 10018
22. Arbitron inc shareholder meeting, Mandarin Oriental hotel, 80 Columbus Circle 60th str, Time Warner Center, NY, NY, 10023
23. Etrade financial shareholder meeting, May 28, 10 am, Rita-carlton hotel, 1250 south yayes stre, Arlington , Virginia,
24. Annaly Capital management shareholder meeting May 29 9 am at NY Marriott Marquis, 1535 Broadway, NY, NY, 10036
25. Mastercard shareholder meeting Tuesday June 9, 10 am 2000 Purchase street, purchase NY
Events outside of NYC
1. Ares capital corp, shareholder meeting May 4, 8 30 am Palmer house Hilton, 17 East Monroe Street, Chicago IL. 60603
2. Gamco shareholder meeting, at Greenwich Library, 101 West Putnam Avenue, Greenwich, Ct 06830 May 5, 8.30 am
3. CVS Caremark corp shareholder meeting, One CVS Drive, Woonsocket, Rhode Island, 02895 May 6, 9 am
4. Pepsico Inc, shareholder meeting, May 6, 9 am, Frito-Lay Headquarters, 7701 Legacy Drive, Plano, Texas 75024
5. Verizon shareholder meeting May 7 10 30 am at Hyatt Regency Louisville, 320 West Jefferson Str, Louisville, Kentucky.
6. Eastman Kodak shareholder meeting, May 13, 9 am, Embassy Suites Hotel, Walnut Creek, 1345 Treat blvd, Walnut Creek, CA
7. Gentiva health services shareholder meeting may 14, 9 30 am Renaissance Waverly Hotel, 2450 Galleria, parkway Atlanta Georgia, 30339
8. Ark steer holding shareholder meeting, at Ritz-Carlton Hotel Chicago, 160 e Pearson str, Chicago, Illinois, 60611
9. hsbc shareholder meeting, may 22, 11 am, Barbican Hall, Barbical Centre, London EC2 England,
10. Henry Schein inc shareholder meeting, may 28, 9 am, Melville Marriott Long Island, 1350 old Walt Whitman road, Melville, ny, 11747
10. Photography community of Brighton Beach, low fee (80% discount) photo and video services for modeling, advertising, celebrities, political events, Every Saturday 4 pm, boardwalk by Tatyana restaurant
11. Negotiations/Sales workshop / lecture at Kingsborough College, every Friday, 6 30 pm, you can get help with your existing negotiations and get new introductions, we practice business cards and introductions exchange, email or call for details
12. Fishing crew, bow hunting, get a garden and find business at Floyd Bennett Field, at Raptor Point, Brooklyn, Every Sunday 7 am, come fish with us and network, email or call for details, we also go on exotic trips (horse riding in Alabama, hunting in Texas, nature photography in Alaska)
13. Street fair group, sell your paintings, photography and art with our street sales team (consignment agreements), get representation at the art galleries, Painting sales representation at Union Square NY, every Sunday 11 AM starts, email or call for details
14. 500 shareholder club, get invitation to 25 shareholder events for every month in NYC of the major companies, email or call for details
15. Business broker Clique, get funded with help of one of our introduction specialists, find investors, bargaining support at the table
16. Advertising team, meet and make variety of advertisement, every Monday 5 pm, Kingsborough college
17. Brighton Tango Squad meets every Saturday at 7 PM attending class and Milonga in NYC
18. Manhattan Beach runner’s Posse meets by Kingsborough College at 7 AM on weekdays.
Saturday, May 2, 2009
Tuesday, February 3, 2009
Gurman, Alexander Democratic political concept.
Gurman, Alexander Democratic political concept.
To set the record straight, I am proud of who I am and where I immigrated from. It is a great honor to be part of American Dream continuation.
Here is the problem. Immigrants from Eastern Europe and former Soviet Union republics are different in their political views from other ethnic groups, partially because household structure with two or even three generations living together is a normal family for instance. Grandmother, parents of 50 age and 30 years old youngster with little baby could be a regular family composition versus immigrants from other countries who earlier start to live separately.
There are other reasons why Eastern Europeans and former Soviet Union republics immigrants are different in political views such as communism ideology that turns people from harsh left side to ultra right side, we can see that when with majority of immigrants supporting Republicans without understanding that Republicans protect mostly interests of rich upper class of the US and vote mostly against softer immigration laws. Usually immigrants are pretty poor the first 15 years in the US, so they supposedly have to be closed in views to Democrats.
Because of the acceleration of time, it takes less than a generation to become politically active for Eastern Europeans and former Soviet Union republics immigrants. Children educate quicker their parents and political parties can market to young generation and catch the whole household votes. In comparison other heritages such as Italians or Irish took two or three generations to become politically active.
Eastern Europeans and former Soviet Union republics immigrants right now are not politically active. They still have that stigma of lost cold war. Americans perceive “Russians” as gangsters, crooks from Brighton and in the best case scenario career minded who are good with math and are going into computers, doctors, lawyers but never in politics traditional Anglo sacson feeder.
People from former Soviet Union represent one/six of world populations, with diverse genetically database of averse genes. Remember those people gave to the world Tolstoy, Dostoevsky, Pushkin, there are Georgians and Armenians among us, there are Uzbeks, and Ukrainians, we all have important genes to form American nation and we have right for political representation.
Current political representation from Brighton Beach is not leveled with politically savvy competitors because of age and luck of American education. Like the last time the Russian Jewish candidate try to run for city council was rejected because he misspelled his first name and provided wrong address. We need a new leadership in political arena.
Many countries shape American political arena, like Great Britain dictate there will, Canada has a strong lobby in the USA, Mexicans, Germany, China, Israel, Arabs have a voice and affect American policy. And only countries of former Soviet Union are silent without strong ties with ex citizens.
I wonder at first why they call us, Ex or Former Soviet Union, I realize now that this initial denial set the tone for exclusion from fair and equal political expression.
I take a liberty to predict major shift in whelming support of Republicans by “Russians” to Democrats summer 2010. Most of us live away less comfortable than regular Republican and still we support party of Lincoln, which is not anymore on the Lincoln ground. Democrats, we are the ones who look after employees and small business owners. I urge you to think, what side are you on!
That is why in 5 years from now I would run for congress to represent 9 millions of people, who immigrated from Eastern Europe and former Soviet Union to the USA and want to make a difference.
1. I can improve the situation because I feel that I understand new Obama, Kerry, Clinton, Liberman concept of Democratic Party and I can translate and interpretative it in Russian and tailor the examples and situation to needs and wants of Eastern European and former Soviet Union immigrants.
2. It is not fair that republicans feed few influential Russian public figures and they lead in the wrong direction the whole community.
Thank you for listening. I would love to receive your feedback. I would love to send you my action program plan. In case you know people that I might want to meet, please introduce me. I would like to meet the opposite side as well as co thinkers. Thank you.
Gurman, Alexander Gurman
To set the record straight, I am proud of who I am and where I immigrated from. It is a great honor to be part of American Dream continuation.
Here is the problem. Immigrants from Eastern Europe and former Soviet Union republics are different in their political views from other ethnic groups, partially because household structure with two or even three generations living together is a normal family for instance. Grandmother, parents of 50 age and 30 years old youngster with little baby could be a regular family composition versus immigrants from other countries who earlier start to live separately.
There are other reasons why Eastern Europeans and former Soviet Union republics immigrants are different in political views such as communism ideology that turns people from harsh left side to ultra right side, we can see that when with majority of immigrants supporting Republicans without understanding that Republicans protect mostly interests of rich upper class of the US and vote mostly against softer immigration laws. Usually immigrants are pretty poor the first 15 years in the US, so they supposedly have to be closed in views to Democrats.
Because of the acceleration of time, it takes less than a generation to become politically active for Eastern Europeans and former Soviet Union republics immigrants. Children educate quicker their parents and political parties can market to young generation and catch the whole household votes. In comparison other heritages such as Italians or Irish took two or three generations to become politically active.
Eastern Europeans and former Soviet Union republics immigrants right now are not politically active. They still have that stigma of lost cold war. Americans perceive “Russians” as gangsters, crooks from Brighton and in the best case scenario career minded who are good with math and are going into computers, doctors, lawyers but never in politics traditional Anglo sacson feeder.
People from former Soviet Union represent one/six of world populations, with diverse genetically database of averse genes. Remember those people gave to the world Tolstoy, Dostoevsky, Pushkin, there are Georgians and Armenians among us, there are Uzbeks, and Ukrainians, we all have important genes to form American nation and we have right for political representation.
Current political representation from Brighton Beach is not leveled with politically savvy competitors because of age and luck of American education. Like the last time the Russian Jewish candidate try to run for city council was rejected because he misspelled his first name and provided wrong address. We need a new leadership in political arena.
Many countries shape American political arena, like Great Britain dictate there will, Canada has a strong lobby in the USA, Mexicans, Germany, China, Israel, Arabs have a voice and affect American policy. And only countries of former Soviet Union are silent without strong ties with ex citizens.
I wonder at first why they call us, Ex or Former Soviet Union, I realize now that this initial denial set the tone for exclusion from fair and equal political expression.
I take a liberty to predict major shift in whelming support of Republicans by “Russians” to Democrats summer 2010. Most of us live away less comfortable than regular Republican and still we support party of Lincoln, which is not anymore on the Lincoln ground. Democrats, we are the ones who look after employees and small business owners. I urge you to think, what side are you on!
That is why in 5 years from now I would run for congress to represent 9 millions of people, who immigrated from Eastern Europe and former Soviet Union to the USA and want to make a difference.
1. I can improve the situation because I feel that I understand new Obama, Kerry, Clinton, Liberman concept of Democratic Party and I can translate and interpretative it in Russian and tailor the examples and situation to needs and wants of Eastern European and former Soviet Union immigrants.
2. It is not fair that republicans feed few influential Russian public figures and they lead in the wrong direction the whole community.
Thank you for listening. I would love to receive your feedback. I would love to send you my action program plan. In case you know people that I might want to meet, please introduce me. I would like to meet the opposite side as well as co thinkers. Thank you.
Gurman, Alexander Gurman
Information and notes and things that I can share if you call me or email.
Information and notes and things that I can share if you call me or email.
1. notes from my Baruch College classes
2. Property and Casualty insurance license classes
3. Real estate classes notes
4. Venture capital search
5. Biotechnology databases
1. notes from my Baruch College classes
2. Property and Casualty insurance license classes
3. Real estate classes notes
4. Venture capital search
5. Biotechnology databases
AG Biotech Partnership Draft Business Plan 2003
AG Biotech Partnership Draft Business Plan 2003
Date: March 27, 2003
Mentor Ms. Nancy Giges
Team leader Alexander Gurman Alexander@alexgurman.com
Phone 917- 825 8225
Version 2.3
Team Members.
1. Alexander Gurman
2. Jieun Son
3. Efroim Gurman
4. Genadiy Gurman
5. Joan Hagstrom,
6. Kin-U Ho
Summary
AG Biotech Partnership: (AGBP)
Biotech analysis, b2b, biotechnology market, startup, $1.5 million
The Product:
AG Biotech Partnership does biotechnology market where companies can sell and buy projects.
AG Biotech Partnership does our sale via web site and also in person meetings.
The Market:
The target markets are pharmacology and biotechnology companies around the globe.
AG Biotech Partnership will approach companies oversees who want to sell their abandon or current projects to the USA companies and AG Biotech Partnership will help them to pitch to the companies in the USA.
The Business Model:
AG Biotech Partnership will make a web site that will have a board with all projects. AG Biotech Partnership plan to charge fee for posting a project eventually (at first posting would be free), AG Biotech Partnership plan to charge fee for viewing projects (eventually). AG Biotech Partnership plan to charge fee for improving, organizing, translating, and pitching to buyers.
Progress So Far:
AG Biotech Partnership has a team ready and willing to go out and collect necessary data for successful deal. AG Biotech Partnership has key advisors and AG Biotech Partnership have initial contacts to post first 11 projects.
Problems:
AG Biotech Partnership does not have yet our business plan. AG Biotech Partnership has not done yet one sale.
Product Uses:
Biotechnology companies, pharmacology companies, genomics companies, in the USA and overseas.
The Client:
1. The clients are pharmaceutical and biotech companies. The users are decision people who sell and buy projects and their research staff.
2. Government organizations such as CIA, USA government, defense and homeland agencies. ( Research in biotechnology that was abandoned in Russia and other former Soviet Union republics could be safely sell to them for mutual profit for inventor university (the author and owner) and to the grand provider such as Sores Foundation.
Value of AG Biotech Partnership (AGBP)
Right now AG Biotech Partnership has 11 potential projects to post. The current value is $0. AG Biotech Partnership expects to have value by the end of December 2003 about $50000.
Data sources:
Public domain: journal, magazine, and newspapers articles, databases (eg AC Nelson, IRA, Human Genome Project, Millennium Inc)
Personal domain: advisors from academics, prospect client
Private domain: contacts and relationships.
http://www.alliancat.com/
http://www.biotechnologia.pl/biotech/ang/services.htm
http://www.birdengineering.nl/home.htm
http://www.drugdiscoveryonline.com/content/homepage/default.asp
http://members.tripod.com/~ChristopherMarrs/
http://www.zsassociates.com/welcome.html
http://www.pharmaceutical-technology.com/
Competitive Analysis
Market size.
The size of the market is about $600 Billion. There are about 700 direct competitors around the globe. There are approximately five major buyers whom are American and 50,000 sellers around the globe.
Demographics of the direct competition:
The major players are located in Boston, NYC, NJ and Silicon Valley.
Major competitors and what they do:
Celera and Human Genome Project Inc. specialize in virtual experiments, and are the final products biggest providers. Here are just a few of the websites of some of the competitors for the first stage of the company’s life as a biotechnology company:
http://www.alliancat.com/, http://www.biotechnologia.pl/biotech/ang/services.htm,
http://www.birdengineering.nl/home.htm,http://www.drugdiscoveryonline.com/content/homepage/default.asp,http://members.tripod.com/~ChristopherMarrs/,
http://www.zsassociates.com/welcome.html, http://www.pharmaceutical-technology.com/.
AG Biotech Partnership gathered 50 annual reports from local public companies. ALDF, HSUS, DDAL, PCRM, are animal organizations that have lists of prospective buyers and sellers.
How we differentiate from them
AG Biotech Partnership has 3 stages of our business. The first stage AG Biotech Partnership introduces buyers and sellers manually as a biotechnology brokerage firm, for a fee. Stage 2, AG Biotech Partnership will build special software to match buyers and sellers, with analytical functionality that will allow us to analyze each enquiry for validity, cost, and location. The third stage, after 150 successful inquiries, AG Biotech Partnership will build our model that will lead us to our goal of research and experimentation on virtual models instead of animal and human tissue.
Why we will succeed
1. Most of the competitors are biologist
AG Biotech Partnership will succeed because we have strength. AG Biotech Partnership has young and balanced expertise (most of the founders are Baruch students.), AG Biotech Partnership has Dr. Gurman, senior expert in the industry, because AG Biotech Partnership is younger the life of the company will be longer since, most of the founders retire the company dies. Aggressive sales and marketing. Financial, marketing and accounting background of the founders.
5. SWOT analysis (Strength, Weakness, Opportunity, Threat )
Direct competitors.
From 700 direct competitors that we estimate are on the biotechnology broker business about 200 are ex executives of big pharmaceutical companies who know people in the industry and the business is based on their personal relationships with current executives.
These 200 competitors are usually have one main person who run the business and stuff that just merely support the ex executive current broker. They are on the high end of the market niche in dollar amounts.
There are about 200 companies among 700 who operate for at least 3-6 years and have not done any sale yet. They claim that they are actively searching or creating value for the firm, but they have not done any sale yet. Some of them try to make money by providing services rather than broker service.
There are about 5 major buyers on the market who determine taste making and industry trends (Pfizer.com, Merck.com, Johnson and Johnson, P&G, and Roche).
Those 5 buyers have about 80% of the market share. There are about 2000 biotechnology companies in the USA, who buy projects on different stages. Around the globe there are about 5000 biotechnology companies (including 2000 US) who are our prospect buyers.
There are about 50000 prospect sellers around the globe with more or less realistic projects for sale.
Operational plan.
Summary of what our business does.
AG Biotech Partnership is a biotechnology brokerage firm specializing in brokering biotechnology advances between firms in the medical industry, biotechnology software, business to business marketing and sales of biotechnology and virtual technology. Biotechnology is the branch of molecular biology that studies the use of micro-organisms to perform specific industrial processes, especially in genetic engineering and recombinant DNA technology.
Our business is Biotechnology Brokerage for the first stage, after we complete first stage our business will shift to Biotechnology Software and after second stage our business will migrate to Biological Modeling.
The 3 stages of evolution for our business
AG Biotech Partnership business is based on Biotechnology advances. Biotechnology is the branch of molecular biology that studies the use of microorganisms to perform specific industrial processes.
The first stage Bio Broker:
AG Biotech Partnership will introduce buyers of and sellers of biotechnology manually as a biotechnology brokerage firm, for a fee. This stage will last from 6 months up to 2 years. Stage 1 starts now, we are trying to go to conferences for medicine and technology in software to make physical contacts with companies. AG Biotech Partnership will have weekly meetings to work on our marketing and sales strategies, and preparing proposals June 2003.Then introduction of buyers and sellers will take place. Our goal for AG Biotech Partnership will be 20 transactions in this time period.
The second stage Bio Software:
AG Biotech Partnership will build special software to match buyers and sellers. Since AG Biotech Partnership has analytical functionality this will allow us to analyze each enquiry for validity, cost, and location. This stage is possible only if the Bio Broker stage will successfully complete at least 10 transactions. AGBP is currently working on developing this website, we would need the different companies specific information to finish developing our website and this will come from stage 1. We are optimistic that we will have our required transactions in the 2 year time frame and we will continue having meetings, sending out proposals, marketing our company via internet, mail, and phone calls.
The third stage Bio Virtual Model:
After 150 successful inquiries, AG Biotech Partnership will build a virtual model of experimentation and vivisection. The AG Biotech Partnership model will lead us to our goal of research and experimentation on virtual models instead of on animals and human tissue. Our model is the last stage of our business we are aggressively looking for experienced people to help with part of our business thru our conferences and animal organizations. This phase of AG Biotech Partnership is in the future only after the brokerage stage of our company is physically and financially sound can we move to build our virtual biological model.
Summary of the functions
Summary for whatever time periods you choose of what your specific goal is and how you will achieve it. You need to show that you expect to progress week by week, month by month.
In the first stage of AG Biotech Partnership development, AG Biotech Partnership will act as a middle person between the pharmaceutical companies and the research labs in China and Russia and other countries. Since the research labs in China and Russia have the advantage in cheaper labors and fewer regulations in doing biological researches, AG Biotech Partnership will help them to find the U.S. pharmaceutical companies to invest on the research projects they think is worth investing. AG Biotech Partnership will also help the U.S. pharmaceutical companies to find the right research labs or already-done research for the drugs they are developing. For this reason, AG Biotech Partnership is building a network in China and Russia with all the individual research labs and university research labs, Moscow State University, Odesa State University, St. Peterburg State University, Bauman State University, Kiev State University, Novosibirsk State University, Tula State University and etc., so AG Biotech Partnership can keep them informed what our U.S. clients are looking for. We also have constant contact with the U.S. Pharmaceutical companies Pfizer, Merck, Johnson and Johnson, Monsanto, AstraZeneca to up-date what kind of research they are looking for and what research data AG Biotech Partnership find and think that it is valuable to them.
The small and middle size research labs in China and Russia usually do not have the access to the U.S. bio-tech market because of the language barriers and the differences of the research system. The U.S. pharmaceutical companies are also facing the same problems and they usually would not take the risk to buy research data from the foreign research lab that we have never done business with. That is the reason why they need AG Biotech Partnership to be the middle man to find the right sellers and right buyers for them. Buyers and sellers will trust AG Biotech Partnership because of outstanding service, transparent business practice, published accounting and financial statements, detail business plan, partners’ reputation, professionalism and step by step proven success record.
The research system in China and Russia is different from the one in the U.S. AG Biotech Partnership has a team of experienced bio-tech scientists to help them to rearrange their research data before AG Biotech Partnership can sell them to the U.S. investors. When AG Biotech Partnership is looking for a certain research data for U.S. client, we will also investigate on the research lab in China or Russia to secure to U.S. Client.
So, when AG Biotech Partnership is dealing with our U.S. clients, AG Biotech Partnership can show them that we have the access to a number of qualified research labs in China and Russia to help them to find whatever AG Biotech Partnership are looking for. This also work the other way. AG Biotech Partnership can also show the research labs in China and Russia that AG Biotech Partnership has a network in the U.S. with all the pharmaceutical companies to find the investors for their research.
Responsibilities per team member. (bio and reason for each team member is at the end of the paper)
1. Sales: Joan Hagstrom
2. Marketing: Olga Gonzalez
3. Finance: Jieun Son
4. Research: Efroim Gurman, Alexander Gurman
5. Legal: Ian Singer
6. Personnel/Administrative: Alexander Gurman
How AG Biotech Partnership is going to achieve our goals?
1. AG Biotech Partnership will do presentations to potential clients.
2. AG Biotech Partnership will mail proposals the first week of June to prospective companies.
3. AG Biotech Partnership will call prospective clients each day about 50 phone calls with follow up.
4. AG Biotech Partnership has the list of potential client from the Internet and we will get other resources from libraries and books.
5. Currently the team is working on web site creation, business documentation and procedures.
OVER ALL OPERATING PLAN:
I. Bio Broker Stage
A. Time Period: (Starts 2 weeks after the end of Spring Semester) Duration from 6 month up to 2 years. The ideal time for this stage is one year and will continue when Software stage starts.
B. Requirements: To have a completed business plan. The willingness of the team members to start business, and optional but desired to put part of the winning $50,000 towards business expenses. The readiness of marketing materials and materials for the web site. Prospects will be informed about web site location by email, mail campaign, phone calls, at the professional conferences, via advertisement and professional networks.
C. Expected Outcome: To have at least 10 successful transactions.
D. Challenges to overcome: During the previous semester our team had too few times actually meeting with all members together at the same time. AG Biotech Partnership will fix this time problem. During the spring semester our team would have at least 1 meeting that is mandatory for all team members to be present in a month and the other meetings will be required but not mandatory for the whole group. We found that meeting with at least two members of the team usually work for us, but now our challenge is to make our team more united.
In the two weeks after spring semester 2003 AG Biotech Partnership will start polishing existing marketing and sales materials. AG Biotech Partnership will create them from samples and materials available to us that AG Biotech Partnership would be able to gain from direct competitors.
One member of the team, Julia Son, would not have access to the materials of the competitors. This would allow us to create an original version different from the general path of the industry. The rest of materials would be used as a goal to grasp all the best from the existing materials in the industry.
When AG Biotech Partnership finds a client AG Biotech Partnership has a lawyer to handle the legal end of the transaction.
Actually AG Biotech Partnership has a few friendly lawyers who are more than willing to back us with legal support. They are Ian Singer, Igor Shvedkov, and Helen Kalika.
The List of Buyers
Consists of major pharmaceutical companies, US government, cosmetic, chemical, and medical companies and we will access them primarily in NY, NJ, PA, and MA areas because they are local to us.
The List of Sellers
AG Biotech Partnership has Universities and biotechnology companies through their contact information such as emails, phone calls, and mail addresses. AG Biotech Partnership also has access as future alumni’s at Baruch’s library with Lexus-Nexus and other databases.
Tasks:
1. Julia is responsible for continuing to order annual reports of the biotechnology companies and analyzing them. Julia will oversee other team members working with annual reports.
2. Alexander Gurman will continue doing management, promoting, and sales duties.
3. Joan will continue contacting industry professionals, helping with economic analysis, and putting together and updating our AG Biotech Partnership information.
4. Kin U Ho is responsible for economics analysis of first10 clients for bio broker stage.
Milestones dates that AG Biotech Partnership expect to achieve.
Company starts operations two weeks after classes at Baruch College are over for spring semester. Before AG Biotech Partnership will start operations, AG Biotech Partnership will continue to study at Baruch College, do marketing research, improve our business plan, and consult friends, partners, advisors, and our great mentor.
Milestone 1:
Have the first version of all documents, sales, marketing, financial, and accounting documents ready by June 20, 2003.
Milestone 2:
First round of creating awareness and interest for our business among potential clients will start June 15, 2003 after near completion of the first milestone and will run seriously for the next month almost to the middle of July, 2003.
Of course all papers would be improved on a Total Quality Control basis for each case. Also, milestone 2 would have continuous activities but after July 2003 the focus would migrate to the next milestone.
Milestone 3:
Pursuing buyers and sellers to sign contracts with AG Biotech Partnership. Based on our database that would be created at milestone 2. With the estimation that all contacts that AG Biotech Partnership has made, and the probability they will actually have our AG Biotech Partnership web site.
AG Biotech Partnership web site:
During the preparation stage AG Biotech Partnership will publish it’s web site with regular business fields such as News section, Contact section, Services, Products, documents, FAQ, Partners, etc, our bios, vision, and mission statement.
Separate section for sellers and buyers.
Explanation to sellers and buyers on how our business works
Explanation of the benefits and challenges of our business.
Tasks to be performed:
1. Write the competitive analysis.
2. Write a business plan.
3. Have proposals and presentations ready.
4. Put up the web site.
5. To make a document called “Our Credo” where we would describe out code of conduct how we serve to out partners and investors, how we watch out clients interests, and how we treat our future employees.
Decisions made and logic behind it:
AG Biotech Partnership will outsource the web site design and programming of the database because we believe that we will gain the best value by doing so with Russia or Ukrainian Company or few independent free lances. The price difference is so tremendous that it makes not sense to do that work in house. We have contacts with suppliers who are willing to do the work from $1 to $.25 cents per hour comparing to local USA companies that charge at least $6 per hour of work. In any instance web site and program development requires clear specifications and reliable quality assurance.
AG Biotech Partnership needs to do:
Kin U offered to do marketing materials that AG Biotech Partnership need to create:
1) Brochure about our business (three page)
2) Sales pitches (15 seconds, 2 minutes, 15 minutes, and 30 minutes)
3) Power point presentation
Other operations that AG Biotech Partnership has to do:
1) Web site
2) Construct demo version for Pfizer Based on preliminary good will agreement with Pfizer.
3) Investigate what topics Glaxo-Wellcome and Merck want to see. By conducting executive interviews with CEO and purchase department executives AG Biotech Partnership will achieve that objective.
4) Calculate suitable price and negotiate for up-front payment of costs. That is tedious process that requires robust marketing research.
5) Calculate additional staffing requirements.
6) Investigate data sources.
7) Calculate effort required per topic for DB set-up.
8) Create database of potential buyers and sellers that would have information about the company and people that work there and make it accessible to all team members. (Database driven web site)
Operations Management:
Operations would be run from the office and from the client site and from Baruch College. Location for office is preferable in Manhattan. Most likely we would be allowed to use Pfizer facilities at 42nd street but that to be confirmed
Productivity – expected to be on the level of aggressive start up. Team members are young and that is why we have more energy and power than old aged competitors (from competitive analysis – AG Biotech Partnership will face mostly old age competitors).
Operations Strategy for Competitive Advantage – we will do more up to date techniques that we learn at school and our competitors with their old and outdated methods would lose to us. We believe that knowledge that we gain at Baruch College would place us at competitive advantage versus old companies.
Motivations that we will use to our employees and clients are profit, happiness of the humanity to achieve stage 3 – Modeling when we will save animals life’s.
Operations in Global Environment – AG Biotech Partnership has advantage over competitors in those operations because we geographically close to our buyers and we mentally close to them, we will know more about our buyers than our competitors outside the USA.
Forecasting – we use academic techniques by the book to make most reliable forecast possible. Using not only expert assumptions but also quantities and qualitative techniques.
Management Quality of our service would be done with just in time techniques and Taguchi concepts and Total Quality Management.
Capacity that we can serve is limited by the time that we can input in to the projects.
Use of Internet – we will create our web site and use all possible means to make our business as e-commerce as it possible.
Location Strategy is our luck that we are in NYC the financial capital and we are close to NJ where majority of Pharmacological and Chemical companies are looking for local Bio Broker like us.
Human Resource and Job Design – we shared responsibilities in the team but we are interested and willing to supplement each other and to assist other members of the team in work.
Supply – Chain Management – AG Biotech Partnership will keep close ties with sellers via emails, phone calls and personal meetings as well as with regular mail services.
Inventory management would be constructed on database at first in Access XP we have one already at our hosting at www.Alexandergurman.com and later on when we would need more robust operations we would migrate to Oracle database. If we would need to grow and we would face financial difficulties than we would use freeware such as mySQL or Sybase for Linux.
Maintenance and Reliability would be controlled by the administrator and by the advisory board (we will create a board of directors and advisors to lead the business to prosperity).
Financial Summary for Bio Broker:
Financial / Operating Projections.
From 50,000 of the potential sellers AG Biotech Partnership expects to reach good will intentions from about 5000 to collaborate the first year. From 2000 potential buyer AG Biotech Partnership expects during the first year to reach and sign contracts with 10 buyers. The first year $150,000 are coming from the three sales of $50,000 each. That is subjective evaluation based on industry expert Dr. Gurman Ph.D. AG Biotech Partnership expects to have one deal by the end of December 2003 and to have 2 deals May 2004. This industry is seasonal, the best time to close sale is May and October, AG Biotech Partnership expects to have 3 customers during the year, but to close deals only with three of them.
The upfront start up cost is $120,000 that is the money that AG Biotech Partnership needs to have co founders to convince and start that business and disregard other business activities for the AG Biotech Partnership. This $120000 come from co founders $10000 from each partner, each partner is committed to invest at least $100000. That is right now $60000 together and the other $60000 comes from award, the competition money. In case partners will not be able to raise capital AG Biotech Partnership will sell shares to Michael Kenworthy the owner of www.techcommcorp.com, the existing client of the AG Biotech Partnership who is venture capitalist and has 2 years of business collaboration with Alexander Gurman. AG Biotech Partnership also can raise money from other business plan competitions, from Infon members,
AG Biotech Partnership needs to have the money upfront because that would convince us to do the business. The investment of the money would mean that co founders believe in the business and judges believe in the business that would give AG Biotech Partnership confidence to actually make it happen.
For the first six-months AG Biotech Partnership is losing money, but by the end of the 6th month AG Biotech Partnership expects to have the first sale. That is a regular sales cycle for the Biotechnology Brokerage industry according to experts that consult AG Biotech Partnership (Dr. Sokol, M. Kenworthy, Dr. Efroim Gurman)
AG Biotech Partnership expects to break even at the end of the first year when AG Biotech Partnership will make the third sales, because at the investment of $120000 by the third sale AG Biotech Partnership will have revenue $150000.
AG Biotech Partnership expects to be profitable by the end of the first year of operations. The amount that would be needed is $120000 to start the operations. After initial funding, business would be primary financed from sales and brokerage fee. After the fifth year AG Biotech Partnership expects to go public and raise $200,000,000 in a IPO at NASDAQ to start the second stage of the company when AG Biotech Partnership will create software to automate the brokerage procedures. The second Software Stage would break even at the 5th year at the point of $500,000,000.
For the third stage to create Virtual model AG Biotech Partnership will raise money from institutional investors, charity organizations, we will also have bonds, AG Biotech Partnership will borrow money, in today money value AG Biotech Partnership would need 6 billion dollars to start the Virtual Modeling stage, this stage would brake even at the 15th year.
After five years return would be stabilize to 20% per year. AG Biotech Partnership would need 2 months to be ready for the market. That is brokerage stage yet. With 90% of the competition disappear from the market after the first year, because that is industry standard. AG Biotech Partnership estimates that we would have more than general industry chances, 80% of success. Based on professional partners, market growth, right timing to start business, and attractive cost leadership position of the AG Biotech Partnership.
Potential to growth is tremendous in this industry, this industry is today over 600 billion only in brokerage fees. Biotechnology Consortium 2002, Princeton, NJ. This is one of the most growing markets in the world of business. Genetics and biotechnology are growing faster than other industries. World becomes better place to trade and being in the right place at the right time for us is as like potential Klondike.
Data sources that we used: this is good but you need to be more specific about what came from where above.
1. 50 annual reports from diverse Biotechnology and Pharmacology companies.
Abbott Laboratories, Actinova, Adolar, Agouron Pharmaceuticals, Allergan, Allergy Schering, Alliance Pharmaceutical, Alpha-Beta Technology, Inc, AlphaRx, amaxa biosystems, American
Amgen, Amgen Germany, Amylin Pharmaceuticals, Angiotech Pharmaceuticals, Antisoma Aiming, Apoptogen, Ariad Pharmaceuticals, Arris Pharmaceuticals, Astra Pharmaceuticals,
Astra MerckGERD Information Resource Center, AstraZeneca Pharmaceutical,
Aventis Pharma, Avigen, Axys Pharmaceuticals, Bayer, Baxter, Berlex Betaseron® Multiple Sclerosis Resource Center, Biocache Pharmaceuticals, Bio Balance A Biotechnology/Pharmaceutical Discovery Company,Biogen, Inc. Biotechnology company, BioPartners , Biophage Discovery, BioProtein Technologies, Biopure, Biovail, Boehringer Ingelheim, Boehringer Mannheim Biochemicals, Bristol-Myers Squibb Medicines,
CEL-SCI Corporation, Cell Genesys and etc.
2. Focus group discussions with industry professionals. Reading the Biotechnology press and newsletters.
3. Attending Biotechnology conferences and lectures and discussions with professionals.
4. Executive interviews with Biotechnology CEO’s.
5. Experience from real dealmaker Efroim Gurman, a team member and a biotechnology brokerage consultant with experience in the field for over 40 years.
There is never enough money, but that is a reasonable amount to start. That projection was consulted with industry professionals and it was suggested that it is reasonable and sufficient to start the business. Perhaps finances could be more explained and details could be added, but it is enough to start the business right now, because if AG Biotech Partnership will miss momentum right now, that we might not have that opportunity and guts to risk for it later when we will burn on it. Spending plan was discussed with accounting professors at Baruch College (Professor Seward, and it was approved)
AG Biotech Partnership did financial statements in years, for the next version of the Business Plan AG Biotech Partnership will do statements in months, especially for the first year because vendors would not wait on us a year as per our Mentor. AG Biotech Partnership will try to break first three months expenses by weeks in order to look at the plan in details. In business like brokerage it is really hard to make a precise projection when the sales would be made because there are hundred of important factors that affect timing. Such as tax season when companies do not buy, during summer vacation key decision makers are on a trips and not all team members are in the office to make a decision, winter also has holidays season when companies do not like to buy. Most of the deals in the industry are closing in September and October periods. But other factors as sales cycle affect timing also. Usually buyers have twice longer buying cycle than sellers that also creates uncertainty. Once the AG Biotech Partnership will get engaged in brokerage process, it would be easier to formulate projections based on statements from previous years. Stock market affects the Biotechnology Brokerage business in great extent also.
Alex Gurman Biotechnology Partnership
Balance Sheet
As of December 31, 2003
2003 2004 2005 2006 2007
Assets
Cash 133,500 65,833 1,352,167 3,868,500 7,552,833
Current Asset
Total Assets $133,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Liabilities and Equity
Liabilities
Total Liabilities - - - - -
Equity
Opening equity 60,000
Partners' Equity 60,000
Retained earnings $13,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Total Equity 133,500 65,833 1,352,167 3,868,500 7,552,833
Total Liabilities and Owners' Equity $133,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Alex Gurman Biotechnology Partnership
Statement of Retained Earnings
For Year Ending December 31, 2003
2003 2004 2005 2006 2007
Opening Retained earnings $0 $13,500 $65,833 $1,352,167 $3,868,500
Net Income 13,500 52,333 1,286,333 2,516,333 3,684,333
Ending Retained earnings $13,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Alex Gurman Biotechnology Partnership
Statement of Cash Flow
As of December 31, 2003
2003 2004 2005 2006 2007
Cash flows for operating activities:
Net income $ 13,500 $ 52,333 $ 1,286,333 $ 2,516,333 $ 3,684,333
Net cash used in operating activities 13,500 52,333 1,286,333 2,516,333 3,684,333
Net increase (decrease) in cash 13,500 52,333 1,286,333 2,516,333 3,684,333
Cash, beginning balance - 13,500 65,833 1,352,167 3,868,500
Cash, ending balance $ 13,500 $ 65,833 $ 1,352,167 $ 3,868,500 $ 7,552,833
Alex Gurman Biotechnology Partnership
Worksheet
2003 2004 2005 2006 2007
Cash on hand (Start-up)
Award money 60,000
Partner's input (each partner per $10,000) 60,000
Total Cash on hand 120,000
Cash receipts
Selling price per 1 deal 50,000 50,000 50,000 50,000 50,000
# of Sales 3 10 40 70 100
Total Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Total cash receipts $270,000 $500,000 $2,000,000 $3,500,000 $5,000,000
Cash paid out
Research and Development $ 2,000 $ 16,000 $ 17,000 $ 18,000 $ 25,000
Website 16,000 50,000 50,000 50,000 50,000
Travel within USA 9,000 18,000 18,000 25,000 50,000
Travel abroad 9,000 18,000 18,000 25,000 50,000
Meeting with Client in NYC 50,000 70,000 80,000 90,000 100,000
Rent - 50,000 70,000 90,000 120,000
Salary 25,000 150,000 170,000 180,000 200,000
Advertising 2,000 2,000 2,000 2,000 2,000
Professional Services-Lawyer 2,000 2,000 2,000 2,000 2,000
Commission 20,000 66,667 266,667 466,667 666,667
Sales lead fee 1,000 3,333 13,333 23,333 33,333
Finder Fee 500 1,667 6,667 11,667 16,667
Total cash out $136,500 $447,667 $ 713,667 $ 983,667 $1,315,667
Selling price per 1 deal 50,000 50,000 50,000 50,000 50,000
# Of Sales 3 10 40 70 100
Total Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Commission per 1 deal 40% 40% 40% 40% 40%
Number of deal occurred by commission 1 3 13 23 33
Commission paid 20,000 66,667 266,667 466,667 666,667
Sales lead fee 20
Approximated number to make one deal 50
Sales lead fee per one deal (sales) 1,000 1,000 1,000 1,000 1,000
Number of deal accrued by sales lead 1 3 13 23 33
Sales lead fee paid 1,000 3,333 13,333 23,333 33,333
Finder Fee per 1 deal 500 500 500 500 500
Number of deal occurred by Finder 1 3 13 23 33
Finder Fee paid 500 1,667 6,667 11,667 16,667
Alex Gurman Biotechnology Partnership
Return on Investment
2003 2004 2005 2006 2007
Net operation income 13,500 52,333 1,286,333 2,516,333 3,684,333
Average operation assets 66,750 99,667 709,000 2,610,333 5,710,667
Return on Investment 20.22% 52.51% 181.43% 96.40% 64.52%
Net operation income 13,500 52,333 1,286,333 2,516,333 3,684,333
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Margin 9.00% 10.47% 64.32% 71.90% 73.69%
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Average operation assets 66,750 99,667 709,000 2,610,333 5,710,667
Turnover 2.2472 5.0167 2.8209 1.3408 0.8756
Margin 9.00% 10.47% 64.32% 71.90% 73.69%
Turnover 2.2472 5.0167 2.8209 1.3408 0.8756
Return on Investment 20.22% 52.51% 181.43% 96.40% 64.52%
Alex Gurman Biotechnology Partnership
Income Statement
For Year Ending December 31, 2002
2003 2004 2005 2006 2007
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Less variable expenses
Research and Development 2,000 16,000 17,000 18,000 25,000
Travel within USA 9,000 18,000 18,000 25,000 50,000
Travel abroad 9,000 18,000 18,000 25,000 50,000
Meeting with Client in NYC 50,000 70,000 80,000 90,000 100,000
Commission 20,000 66,667 266,667 466,667 666,667
Sales lead fee 1,000 3,333 13,333 23,333 33,333
Finder Fee 500 1,667 6,667 11,667 16,667
Total variable expenses 91,500 193,667 419,667 659,667 941,667
Contribution Margin 58,500 306,333 1,580,333 2,840,333 4,058,333
Less fixed expenses
Website 16,000 50,000 50,000 50,000 50,000
Rent - 50,000 70,000 90,000 120,000
Salary 25,000 150,000 170,000 180,000 200,000
Advertising 2,000 2,000 2,000 2,000 2,000
Professional Services-Lawyer 2,000 2,000 2,000 2,000 2,000
Total fixed expenses 45,000 254,000 294,000 324,000 374,000
Net Income $ 13,500 $ 52,333 $ 1,286,333 $ 2,516,333 $ 3,684,333
Sales per Unit 50000 50000 50000 50000 50000
Variable expenses per 1 sale 30500 19367 10492 9424 9417
Variable expenses Ratio 61.00% 38.73% 20.98% 18.85% 18.83%
Contribution Margin per 1 sale 19500 30633 39508 40576 40583
Contribution Margin Ratio 39.00% 61.27% 79.02% 81.15% 81.17%
Break-even Analysis
Per 1 sale
Sales 50,000 50,000 50,000 50,000 50,000
Variable expenses 30,500 19,367 10,492 9,424 9,417
Contribution Margin 19,500 30,633 39,508 40,576 40,583
Fixed expenses 45,000 254,000 294,000 324,000 374,000
Projected profit - - - - -
Break-even in Units 2.31 8.29 7.44 7.98 9.22
Break-even in sales dollars $ 115,385 $ 414,581 $ 372,073 $ 399,249 $ 460,780
The cost of our subscription is based on industry assumptions and experience of Efroim.
$50,000 for booklet of the information in paper booklet, does not include who contact information. Legal advice is needed yet.
$50,000 for the meeting with the client, including lawyer fee.
Includes paper cover
1. Organize meeting
2. Seller would not lost
3. Buyer has exclusive meeting.
AG Biotech Partnership is following industry standards
After 3 months to have first 100 posting on the web site.
3 - 6 months of sale we can make first deal
The maximum time for trying we estimate is 2 years. If we would not make a deal in two years, we better close the business or move it to somewhere else.
First deal would be $50,000 for booklet
AG Biotech Partnership work for free for the first 6 month
1. AG Biotech Partnership needs $20000 for programming
2. 3-5 K for web site
3. For traveling expenses $10000 -15000 within USA
4. $ 2000 per trip
5. At least 2 -3 trips before sale need to be done.
6. To create company money $300 to make a legal documentation
7. Most of the documentation will be printed on computers and printers that we already possess.
8. Lawyer consulting $ 2000 first expenses
9. Business cards
10. 5 business trips to Boston because Boston is the capital of science in biotechnology.
11. 5 trips within NJ, NY, for trips per trip $400 -$500 = $5000 total
12. Two foreign trips, Russia, Europe, India, Russia 3K, Europe 2K, India 4 K
13. Other consulting services
14. Advertisement online, banners academic press in Russia, India, china
2000 per country
15. And $10000 advertisement in the USA
16. Consulting pharmacology experts =15K
17. It would be an expense to meet prospects at hotels
Total cost is about $90000
$10,000 per person co – founders will invest in business plus to the money that we expect to win from the competition.
For our expenses:
How AG Biotech Partnership could make a fund for start-up business?
- Loan from the banks to partners.
- Grant from NYC and business developments funds and other government organizations.
- Competition award money = AG Biotech Partnership is competing for $10000 in the first price money and for $50000 in the start up funding.
How much will AG Biotech Partnership will need at the first year and second year? $100,000 for the first year
- rent AG Biotech Partnership will not pay because we can not afford it, AG Biotech Partnership will use private facilities of the partners and Baruch College to meet clients as well as public places as libraries and hotels, AG Biotech Partnership has portable computers and web site to carry the information. AG Biotech Partnership will have a office if the team would be able to sell part of the business to the real estate provider, AG Biotech Partnership will try to gain rent free space from buyers in NYC in Manhattan. AG Biotech Partnership is engaged in negotiations with Pfizer and other possible providers of the rent free suppliers.
For revenue:
How many contract does AG Biotech Partnership expects to have in 2003 = $50,000, 2004 = $200,000, and 2005= $2,000,000
II. Software Development stage – Electronic Matching Stage
Stage 2, AG Biotech Partnership will build special software to match buyers and sellers. AG Biotech Partnership will go public when the business would have enough resources to do so.
A. Period: (Starts after successful completion of Bio Broker stage) Virtual Model stage starts. Duration from 2 years up to 10 years. Ideal time for the stage is five years.
B. Requirements: completion of the Bio Broker stage, closing at least 10 transactions, finding new ideas on how to make match making process automatic and computerized, robust database and active website, and a large pull of potential users for software.
C. Expected Outcome: at least 10 successful transactions per month.
D. Activities to deliver: creation of the software, administration and maintenance of the infrastructure, make company public on NYSE, maintain high stock price.
E. Challenges to overcome: differentiate from competition, make profit and gain experience for Virtual Model stage. Thomas Baumann will lead the development of the software that would do most of the revenue catching. At that stage AG Biotech Partnership will employ hundreds of affordable programmers to develop robust, fast and reliable solutions.
F. Finances: Subscription fee between $200,000 to $100,000 closer to $200,000 per year first client will get 70% discount. Cost for the posting between $3,000 -$5,000 per year and the first hundred clients for the first year would post for free.
Several companies aim to generate data and software to be used by a client for tasks. These can be classified as:
Data suppliers: Genomics Incyte, Sequana, TIGR, NCBI
Proteomics AxCell, Rigel
Jackson Labs, Pangea (Ecocyc)
Software suppliers:
Data management Gene Logic
Analysis and mining tools Pangea, Molecular Applications Group
Modeling Entelos, Physiome
III. Virtual Model stage
The third stage, after 150 successful inquiries, AG Biotech Partnership will build our virtual model that will lead us to our goal of research and experimentation on virtual models instead of animal and human tissue.
a. Period: (Starts after successful completion of Bio Software stage.) Duration from 20 years up to 60 years. Ideal time for the stage is fifty years.
b. Requirements: completion of the Bio Software stage, closing at least 150 transactions, bringing company value in billions of dollars, public support, and US government support.
c. Expected Outcome: creation of the Virtual Model that delivers similar and even better functionality as Human Genome Project and helps research Universities.
d. Activities to deliver: making sure that AG Biotech Partnership public stock on NYSE maintains high standards.
Challenges to overcome: To connect with most of the research around the globee, maintain friendly relationships with US and other governments, deliver equal or better value than Pfizer, Merck and other great companies.
AG Biotech Partnership will invite professional scientists to join our project. AG Biotech Partnership will acquire existing companies that do promising work in our field.
Team members:
1. Alexander Gurman Alexander@alexgurman.com Team leader is Alexander Gurman (917) 825 8225 Alexander Gurman (team leader) Marketing Management senior major at Baruch College, original training in biochemistry (Odessa State University, Ukraine), experience in computer science plus some formal education from Polytechnic University in Brooklyn. Alexander grew up in a successful entrepreneurial family. Main responsibilities include marketing, admin and product specification.
2. Kin-U Ho, hokinu@yahoo.com Baruch Student, Economics
3. Jieun Son, (Julia) accountant and financial member julia5653@hotmail.com Jieun Son accountant and financial member Baruch College senior student.
4. Joan Hagstrom, JUNA12@aol.com communications, Baruch Senior Student, Economics/Finance Grad Fall 2002, Mathematics degree from Kingsborough. Management and Sales experience. communications@Alexandergurman.com
5. Gennady Gurman, carishon@yahoo.com Biology analyst
6. Efroim Gurman, efroim@surfbest.net Biotechnology consultant, Efroim Gurman PhD. Original training in physiology with PhD in gastroenterology.
Date: March 27, 2003
Mentor Ms. Nancy Giges
Team leader Alexander Gurman Alexander@alexgurman.com
Phone 917- 825 8225
Version 2.3
Team Members.
1. Alexander Gurman
2. Jieun Son
3. Efroim Gurman
4. Genadiy Gurman
5. Joan Hagstrom,
6. Kin-U Ho
Summary
AG Biotech Partnership: (AGBP)
Biotech analysis, b2b, biotechnology market, startup, $1.5 million
The Product:
AG Biotech Partnership does biotechnology market where companies can sell and buy projects.
AG Biotech Partnership does our sale via web site and also in person meetings.
The Market:
The target markets are pharmacology and biotechnology companies around the globe.
AG Biotech Partnership will approach companies oversees who want to sell their abandon or current projects to the USA companies and AG Biotech Partnership will help them to pitch to the companies in the USA.
The Business Model:
AG Biotech Partnership will make a web site that will have a board with all projects. AG Biotech Partnership plan to charge fee for posting a project eventually (at first posting would be free), AG Biotech Partnership plan to charge fee for viewing projects (eventually). AG Biotech Partnership plan to charge fee for improving, organizing, translating, and pitching to buyers.
Progress So Far:
AG Biotech Partnership has a team ready and willing to go out and collect necessary data for successful deal. AG Biotech Partnership has key advisors and AG Biotech Partnership have initial contacts to post first 11 projects.
Problems:
AG Biotech Partnership does not have yet our business plan. AG Biotech Partnership has not done yet one sale.
Product Uses:
Biotechnology companies, pharmacology companies, genomics companies, in the USA and overseas.
The Client:
1. The clients are pharmaceutical and biotech companies. The users are decision people who sell and buy projects and their research staff.
2. Government organizations such as CIA, USA government, defense and homeland agencies. ( Research in biotechnology that was abandoned in Russia and other former Soviet Union republics could be safely sell to them for mutual profit for inventor university (the author and owner) and to the grand provider such as Sores Foundation.
Value of AG Biotech Partnership (AGBP)
Right now AG Biotech Partnership has 11 potential projects to post. The current value is $0. AG Biotech Partnership expects to have value by the end of December 2003 about $50000.
Data sources:
Public domain: journal, magazine, and newspapers articles, databases (eg AC Nelson, IRA, Human Genome Project, Millennium Inc)
Personal domain: advisors from academics, prospect client
Private domain: contacts and relationships.
http://www.alliancat.com/
http://www.biotechnologia.pl/biotech/ang/services.htm
http://www.birdengineering.nl/home.htm
http://www.drugdiscoveryonline.com/content/homepage/default.asp
http://members.tripod.com/~ChristopherMarrs/
http://www.zsassociates.com/welcome.html
http://www.pharmaceutical-technology.com/
Competitive Analysis
Market size.
The size of the market is about $600 Billion. There are about 700 direct competitors around the globe. There are approximately five major buyers whom are American and 50,000 sellers around the globe.
Demographics of the direct competition:
The major players are located in Boston, NYC, NJ and Silicon Valley.
Major competitors and what they do:
Celera and Human Genome Project Inc. specialize in virtual experiments, and are the final products biggest providers. Here are just a few of the websites of some of the competitors for the first stage of the company’s life as a biotechnology company:
http://www.alliancat.com/, http://www.biotechnologia.pl/biotech/ang/services.htm,
http://www.birdengineering.nl/home.htm,http://www.drugdiscoveryonline.com/content/homepage/default.asp,http://members.tripod.com/~ChristopherMarrs/,
http://www.zsassociates.com/welcome.html, http://www.pharmaceutical-technology.com/.
AG Biotech Partnership gathered 50 annual reports from local public companies. ALDF, HSUS, DDAL, PCRM, are animal organizations that have lists of prospective buyers and sellers.
How we differentiate from them
AG Biotech Partnership has 3 stages of our business. The first stage AG Biotech Partnership introduces buyers and sellers manually as a biotechnology brokerage firm, for a fee. Stage 2, AG Biotech Partnership will build special software to match buyers and sellers, with analytical functionality that will allow us to analyze each enquiry for validity, cost, and location. The third stage, after 150 successful inquiries, AG Biotech Partnership will build our model that will lead us to our goal of research and experimentation on virtual models instead of animal and human tissue.
Why we will succeed
1. Most of the competitors are biologist
AG Biotech Partnership will succeed because we have strength. AG Biotech Partnership has young and balanced expertise (most of the founders are Baruch students.), AG Biotech Partnership has Dr. Gurman, senior expert in the industry, because AG Biotech Partnership is younger the life of the company will be longer since, most of the founders retire the company dies. Aggressive sales and marketing. Financial, marketing and accounting background of the founders.
5. SWOT analysis (Strength, Weakness, Opportunity, Threat )
Direct competitors.
From 700 direct competitors that we estimate are on the biotechnology broker business about 200 are ex executives of big pharmaceutical companies who know people in the industry and the business is based on their personal relationships with current executives.
These 200 competitors are usually have one main person who run the business and stuff that just merely support the ex executive current broker. They are on the high end of the market niche in dollar amounts.
There are about 200 companies among 700 who operate for at least 3-6 years and have not done any sale yet. They claim that they are actively searching or creating value for the firm, but they have not done any sale yet. Some of them try to make money by providing services rather than broker service.
There are about 5 major buyers on the market who determine taste making and industry trends (Pfizer.com, Merck.com, Johnson and Johnson, P&G, and Roche).
Those 5 buyers have about 80% of the market share. There are about 2000 biotechnology companies in the USA, who buy projects on different stages. Around the globe there are about 5000 biotechnology companies (including 2000 US) who are our prospect buyers.
There are about 50000 prospect sellers around the globe with more or less realistic projects for sale.
Operational plan.
Summary of what our business does.
AG Biotech Partnership is a biotechnology brokerage firm specializing in brokering biotechnology advances between firms in the medical industry, biotechnology software, business to business marketing and sales of biotechnology and virtual technology. Biotechnology is the branch of molecular biology that studies the use of micro-organisms to perform specific industrial processes, especially in genetic engineering and recombinant DNA technology.
Our business is Biotechnology Brokerage for the first stage, after we complete first stage our business will shift to Biotechnology Software and after second stage our business will migrate to Biological Modeling.
The 3 stages of evolution for our business
AG Biotech Partnership business is based on Biotechnology advances. Biotechnology is the branch of molecular biology that studies the use of microorganisms to perform specific industrial processes.
The first stage Bio Broker:
AG Biotech Partnership will introduce buyers of and sellers of biotechnology manually as a biotechnology brokerage firm, for a fee. This stage will last from 6 months up to 2 years. Stage 1 starts now, we are trying to go to conferences for medicine and technology in software to make physical contacts with companies. AG Biotech Partnership will have weekly meetings to work on our marketing and sales strategies, and preparing proposals June 2003.Then introduction of buyers and sellers will take place. Our goal for AG Biotech Partnership will be 20 transactions in this time period.
The second stage Bio Software:
AG Biotech Partnership will build special software to match buyers and sellers. Since AG Biotech Partnership has analytical functionality this will allow us to analyze each enquiry for validity, cost, and location. This stage is possible only if the Bio Broker stage will successfully complete at least 10 transactions. AGBP is currently working on developing this website, we would need the different companies specific information to finish developing our website and this will come from stage 1. We are optimistic that we will have our required transactions in the 2 year time frame and we will continue having meetings, sending out proposals, marketing our company via internet, mail, and phone calls.
The third stage Bio Virtual Model:
After 150 successful inquiries, AG Biotech Partnership will build a virtual model of experimentation and vivisection. The AG Biotech Partnership model will lead us to our goal of research and experimentation on virtual models instead of on animals and human tissue. Our model is the last stage of our business we are aggressively looking for experienced people to help with part of our business thru our conferences and animal organizations. This phase of AG Biotech Partnership is in the future only after the brokerage stage of our company is physically and financially sound can we move to build our virtual biological model.
Summary of the functions
Summary for whatever time periods you choose of what your specific goal is and how you will achieve it. You need to show that you expect to progress week by week, month by month.
In the first stage of AG Biotech Partnership development, AG Biotech Partnership will act as a middle person between the pharmaceutical companies and the research labs in China and Russia and other countries. Since the research labs in China and Russia have the advantage in cheaper labors and fewer regulations in doing biological researches, AG Biotech Partnership will help them to find the U.S. pharmaceutical companies to invest on the research projects they think is worth investing. AG Biotech Partnership will also help the U.S. pharmaceutical companies to find the right research labs or already-done research for the drugs they are developing. For this reason, AG Biotech Partnership is building a network in China and Russia with all the individual research labs and university research labs, Moscow State University, Odesa State University, St. Peterburg State University, Bauman State University, Kiev State University, Novosibirsk State University, Tula State University and etc., so AG Biotech Partnership can keep them informed what our U.S. clients are looking for. We also have constant contact with the U.S. Pharmaceutical companies Pfizer, Merck, Johnson and Johnson, Monsanto, AstraZeneca to up-date what kind of research they are looking for and what research data AG Biotech Partnership find and think that it is valuable to them.
The small and middle size research labs in China and Russia usually do not have the access to the U.S. bio-tech market because of the language barriers and the differences of the research system. The U.S. pharmaceutical companies are also facing the same problems and they usually would not take the risk to buy research data from the foreign research lab that we have never done business with. That is the reason why they need AG Biotech Partnership to be the middle man to find the right sellers and right buyers for them. Buyers and sellers will trust AG Biotech Partnership because of outstanding service, transparent business practice, published accounting and financial statements, detail business plan, partners’ reputation, professionalism and step by step proven success record.
The research system in China and Russia is different from the one in the U.S. AG Biotech Partnership has a team of experienced bio-tech scientists to help them to rearrange their research data before AG Biotech Partnership can sell them to the U.S. investors. When AG Biotech Partnership is looking for a certain research data for U.S. client, we will also investigate on the research lab in China or Russia to secure to U.S. Client.
So, when AG Biotech Partnership is dealing with our U.S. clients, AG Biotech Partnership can show them that we have the access to a number of qualified research labs in China and Russia to help them to find whatever AG Biotech Partnership are looking for. This also work the other way. AG Biotech Partnership can also show the research labs in China and Russia that AG Biotech Partnership has a network in the U.S. with all the pharmaceutical companies to find the investors for their research.
Responsibilities per team member. (bio and reason for each team member is at the end of the paper)
1. Sales: Joan Hagstrom
2. Marketing: Olga Gonzalez
3. Finance: Jieun Son
4. Research: Efroim Gurman, Alexander Gurman
5. Legal: Ian Singer
6. Personnel/Administrative: Alexander Gurman
How AG Biotech Partnership is going to achieve our goals?
1. AG Biotech Partnership will do presentations to potential clients.
2. AG Biotech Partnership will mail proposals the first week of June to prospective companies.
3. AG Biotech Partnership will call prospective clients each day about 50 phone calls with follow up.
4. AG Biotech Partnership has the list of potential client from the Internet and we will get other resources from libraries and books.
5. Currently the team is working on web site creation, business documentation and procedures.
OVER ALL OPERATING PLAN:
I. Bio Broker Stage
A. Time Period: (Starts 2 weeks after the end of Spring Semester) Duration from 6 month up to 2 years. The ideal time for this stage is one year and will continue when Software stage starts.
B. Requirements: To have a completed business plan. The willingness of the team members to start business, and optional but desired to put part of the winning $50,000 towards business expenses. The readiness of marketing materials and materials for the web site. Prospects will be informed about web site location by email, mail campaign, phone calls, at the professional conferences, via advertisement and professional networks.
C. Expected Outcome: To have at least 10 successful transactions.
D. Challenges to overcome: During the previous semester our team had too few times actually meeting with all members together at the same time. AG Biotech Partnership will fix this time problem. During the spring semester our team would have at least 1 meeting that is mandatory for all team members to be present in a month and the other meetings will be required but not mandatory for the whole group. We found that meeting with at least two members of the team usually work for us, but now our challenge is to make our team more united.
In the two weeks after spring semester 2003 AG Biotech Partnership will start polishing existing marketing and sales materials. AG Biotech Partnership will create them from samples and materials available to us that AG Biotech Partnership would be able to gain from direct competitors.
One member of the team, Julia Son, would not have access to the materials of the competitors. This would allow us to create an original version different from the general path of the industry. The rest of materials would be used as a goal to grasp all the best from the existing materials in the industry.
When AG Biotech Partnership finds a client AG Biotech Partnership has a lawyer to handle the legal end of the transaction.
Actually AG Biotech Partnership has a few friendly lawyers who are more than willing to back us with legal support. They are Ian Singer, Igor Shvedkov, and Helen Kalika.
The List of Buyers
Consists of major pharmaceutical companies, US government, cosmetic, chemical, and medical companies and we will access them primarily in NY, NJ, PA, and MA areas because they are local to us.
The List of Sellers
AG Biotech Partnership has Universities and biotechnology companies through their contact information such as emails, phone calls, and mail addresses. AG Biotech Partnership also has access as future alumni’s at Baruch’s library with Lexus-Nexus and other databases.
Tasks:
1. Julia is responsible for continuing to order annual reports of the biotechnology companies and analyzing them. Julia will oversee other team members working with annual reports.
2. Alexander Gurman will continue doing management, promoting, and sales duties.
3. Joan will continue contacting industry professionals, helping with economic analysis, and putting together and updating our AG Biotech Partnership information.
4. Kin U Ho is responsible for economics analysis of first10 clients for bio broker stage.
Milestones dates that AG Biotech Partnership expect to achieve.
Company starts operations two weeks after classes at Baruch College are over for spring semester. Before AG Biotech Partnership will start operations, AG Biotech Partnership will continue to study at Baruch College, do marketing research, improve our business plan, and consult friends, partners, advisors, and our great mentor.
Milestone 1:
Have the first version of all documents, sales, marketing, financial, and accounting documents ready by June 20, 2003.
Milestone 2:
First round of creating awareness and interest for our business among potential clients will start June 15, 2003 after near completion of the first milestone and will run seriously for the next month almost to the middle of July, 2003.
Of course all papers would be improved on a Total Quality Control basis for each case. Also, milestone 2 would have continuous activities but after July 2003 the focus would migrate to the next milestone.
Milestone 3:
Pursuing buyers and sellers to sign contracts with AG Biotech Partnership. Based on our database that would be created at milestone 2. With the estimation that all contacts that AG Biotech Partnership has made, and the probability they will actually have our AG Biotech Partnership web site.
AG Biotech Partnership web site:
During the preparation stage AG Biotech Partnership will publish it’s web site with regular business fields such as News section, Contact section, Services, Products, documents, FAQ, Partners, etc, our bios, vision, and mission statement.
Separate section for sellers and buyers.
Explanation to sellers and buyers on how our business works
Explanation of the benefits and challenges of our business.
Tasks to be performed:
1. Write the competitive analysis.
2. Write a business plan.
3. Have proposals and presentations ready.
4. Put up the web site.
5. To make a document called “Our Credo” where we would describe out code of conduct how we serve to out partners and investors, how we watch out clients interests, and how we treat our future employees.
Decisions made and logic behind it:
AG Biotech Partnership will outsource the web site design and programming of the database because we believe that we will gain the best value by doing so with Russia or Ukrainian Company or few independent free lances. The price difference is so tremendous that it makes not sense to do that work in house. We have contacts with suppliers who are willing to do the work from $1 to $.25 cents per hour comparing to local USA companies that charge at least $6 per hour of work. In any instance web site and program development requires clear specifications and reliable quality assurance.
AG Biotech Partnership needs to do:
Kin U offered to do marketing materials that AG Biotech Partnership need to create:
1) Brochure about our business (three page)
2) Sales pitches (15 seconds, 2 minutes, 15 minutes, and 30 minutes)
3) Power point presentation
Other operations that AG Biotech Partnership has to do:
1) Web site
2) Construct demo version for Pfizer Based on preliminary good will agreement with Pfizer.
3) Investigate what topics Glaxo-Wellcome and Merck want to see. By conducting executive interviews with CEO and purchase department executives AG Biotech Partnership will achieve that objective.
4) Calculate suitable price and negotiate for up-front payment of costs. That is tedious process that requires robust marketing research.
5) Calculate additional staffing requirements.
6) Investigate data sources.
7) Calculate effort required per topic for DB set-up.
8) Create database of potential buyers and sellers that would have information about the company and people that work there and make it accessible to all team members. (Database driven web site)
Operations Management:
Operations would be run from the office and from the client site and from Baruch College. Location for office is preferable in Manhattan. Most likely we would be allowed to use Pfizer facilities at 42nd street but that to be confirmed
Productivity – expected to be on the level of aggressive start up. Team members are young and that is why we have more energy and power than old aged competitors (from competitive analysis – AG Biotech Partnership will face mostly old age competitors).
Operations Strategy for Competitive Advantage – we will do more up to date techniques that we learn at school and our competitors with their old and outdated methods would lose to us. We believe that knowledge that we gain at Baruch College would place us at competitive advantage versus old companies.
Motivations that we will use to our employees and clients are profit, happiness of the humanity to achieve stage 3 – Modeling when we will save animals life’s.
Operations in Global Environment – AG Biotech Partnership has advantage over competitors in those operations because we geographically close to our buyers and we mentally close to them, we will know more about our buyers than our competitors outside the USA.
Forecasting – we use academic techniques by the book to make most reliable forecast possible. Using not only expert assumptions but also quantities and qualitative techniques.
Management Quality of our service would be done with just in time techniques and Taguchi concepts and Total Quality Management.
Capacity that we can serve is limited by the time that we can input in to the projects.
Use of Internet – we will create our web site and use all possible means to make our business as e-commerce as it possible.
Location Strategy is our luck that we are in NYC the financial capital and we are close to NJ where majority of Pharmacological and Chemical companies are looking for local Bio Broker like us.
Human Resource and Job Design – we shared responsibilities in the team but we are interested and willing to supplement each other and to assist other members of the team in work.
Supply – Chain Management – AG Biotech Partnership will keep close ties with sellers via emails, phone calls and personal meetings as well as with regular mail services.
Inventory management would be constructed on database at first in Access XP we have one already at our hosting at www.Alexandergurman.com and later on when we would need more robust operations we would migrate to Oracle database. If we would need to grow and we would face financial difficulties than we would use freeware such as mySQL or Sybase for Linux.
Maintenance and Reliability would be controlled by the administrator and by the advisory board (we will create a board of directors and advisors to lead the business to prosperity).
Financial Summary for Bio Broker:
Financial / Operating Projections.
From 50,000 of the potential sellers AG Biotech Partnership expects to reach good will intentions from about 5000 to collaborate the first year. From 2000 potential buyer AG Biotech Partnership expects during the first year to reach and sign contracts with 10 buyers. The first year $150,000 are coming from the three sales of $50,000 each. That is subjective evaluation based on industry expert Dr. Gurman Ph.D. AG Biotech Partnership expects to have one deal by the end of December 2003 and to have 2 deals May 2004. This industry is seasonal, the best time to close sale is May and October, AG Biotech Partnership expects to have 3 customers during the year, but to close deals only with three of them.
The upfront start up cost is $120,000 that is the money that AG Biotech Partnership needs to have co founders to convince and start that business and disregard other business activities for the AG Biotech Partnership. This $120000 come from co founders $10000 from each partner, each partner is committed to invest at least $100000. That is right now $60000 together and the other $60000 comes from award, the competition money. In case partners will not be able to raise capital AG Biotech Partnership will sell shares to Michael Kenworthy the owner of www.techcommcorp.com, the existing client of the AG Biotech Partnership who is venture capitalist and has 2 years of business collaboration with Alexander Gurman. AG Biotech Partnership also can raise money from other business plan competitions, from Infon members,
AG Biotech Partnership needs to have the money upfront because that would convince us to do the business. The investment of the money would mean that co founders believe in the business and judges believe in the business that would give AG Biotech Partnership confidence to actually make it happen.
For the first six-months AG Biotech Partnership is losing money, but by the end of the 6th month AG Biotech Partnership expects to have the first sale. That is a regular sales cycle for the Biotechnology Brokerage industry according to experts that consult AG Biotech Partnership (Dr. Sokol, M. Kenworthy, Dr. Efroim Gurman)
AG Biotech Partnership expects to break even at the end of the first year when AG Biotech Partnership will make the third sales, because at the investment of $120000 by the third sale AG Biotech Partnership will have revenue $150000.
AG Biotech Partnership expects to be profitable by the end of the first year of operations. The amount that would be needed is $120000 to start the operations. After initial funding, business would be primary financed from sales and brokerage fee. After the fifth year AG Biotech Partnership expects to go public and raise $200,000,000 in a IPO at NASDAQ to start the second stage of the company when AG Biotech Partnership will create software to automate the brokerage procedures. The second Software Stage would break even at the 5th year at the point of $500,000,000.
For the third stage to create Virtual model AG Biotech Partnership will raise money from institutional investors, charity organizations, we will also have bonds, AG Biotech Partnership will borrow money, in today money value AG Biotech Partnership would need 6 billion dollars to start the Virtual Modeling stage, this stage would brake even at the 15th year.
After five years return would be stabilize to 20% per year. AG Biotech Partnership would need 2 months to be ready for the market. That is brokerage stage yet. With 90% of the competition disappear from the market after the first year, because that is industry standard. AG Biotech Partnership estimates that we would have more than general industry chances, 80% of success. Based on professional partners, market growth, right timing to start business, and attractive cost leadership position of the AG Biotech Partnership.
Potential to growth is tremendous in this industry, this industry is today over 600 billion only in brokerage fees. Biotechnology Consortium 2002, Princeton, NJ. This is one of the most growing markets in the world of business. Genetics and biotechnology are growing faster than other industries. World becomes better place to trade and being in the right place at the right time for us is as like potential Klondike.
Data sources that we used: this is good but you need to be more specific about what came from where above.
1. 50 annual reports from diverse Biotechnology and Pharmacology companies.
Abbott Laboratories, Actinova, Adolar, Agouron Pharmaceuticals, Allergan, Allergy Schering, Alliance Pharmaceutical, Alpha-Beta Technology, Inc, AlphaRx, amaxa biosystems, American
Amgen, Amgen Germany, Amylin Pharmaceuticals, Angiotech Pharmaceuticals, Antisoma Aiming, Apoptogen, Ariad Pharmaceuticals, Arris Pharmaceuticals, Astra Pharmaceuticals,
Astra MerckGERD Information Resource Center, AstraZeneca Pharmaceutical,
Aventis Pharma, Avigen, Axys Pharmaceuticals, Bayer, Baxter, Berlex Betaseron® Multiple Sclerosis Resource Center, Biocache Pharmaceuticals, Bio Balance A Biotechnology/Pharmaceutical Discovery Company,Biogen, Inc. Biotechnology company, BioPartners , Biophage Discovery, BioProtein Technologies, Biopure, Biovail, Boehringer Ingelheim, Boehringer Mannheim Biochemicals, Bristol-Myers Squibb Medicines,
CEL-SCI Corporation, Cell Genesys and etc.
2. Focus group discussions with industry professionals. Reading the Biotechnology press and newsletters.
3. Attending Biotechnology conferences and lectures and discussions with professionals.
4. Executive interviews with Biotechnology CEO’s.
5. Experience from real dealmaker Efroim Gurman, a team member and a biotechnology brokerage consultant with experience in the field for over 40 years.
There is never enough money, but that is a reasonable amount to start. That projection was consulted with industry professionals and it was suggested that it is reasonable and sufficient to start the business. Perhaps finances could be more explained and details could be added, but it is enough to start the business right now, because if AG Biotech Partnership will miss momentum right now, that we might not have that opportunity and guts to risk for it later when we will burn on it. Spending plan was discussed with accounting professors at Baruch College (Professor Seward, and it was approved)
AG Biotech Partnership did financial statements in years, for the next version of the Business Plan AG Biotech Partnership will do statements in months, especially for the first year because vendors would not wait on us a year as per our Mentor. AG Biotech Partnership will try to break first three months expenses by weeks in order to look at the plan in details. In business like brokerage it is really hard to make a precise projection when the sales would be made because there are hundred of important factors that affect timing. Such as tax season when companies do not buy, during summer vacation key decision makers are on a trips and not all team members are in the office to make a decision, winter also has holidays season when companies do not like to buy. Most of the deals in the industry are closing in September and October periods. But other factors as sales cycle affect timing also. Usually buyers have twice longer buying cycle than sellers that also creates uncertainty. Once the AG Biotech Partnership will get engaged in brokerage process, it would be easier to formulate projections based on statements from previous years. Stock market affects the Biotechnology Brokerage business in great extent also.
Alex Gurman Biotechnology Partnership
Balance Sheet
As of December 31, 2003
2003 2004 2005 2006 2007
Assets
Cash 133,500 65,833 1,352,167 3,868,500 7,552,833
Current Asset
Total Assets $133,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Liabilities and Equity
Liabilities
Total Liabilities - - - - -
Equity
Opening equity 60,000
Partners' Equity 60,000
Retained earnings $13,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Total Equity 133,500 65,833 1,352,167 3,868,500 7,552,833
Total Liabilities and Owners' Equity $133,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Alex Gurman Biotechnology Partnership
Statement of Retained Earnings
For Year Ending December 31, 2003
2003 2004 2005 2006 2007
Opening Retained earnings $0 $13,500 $65,833 $1,352,167 $3,868,500
Net Income 13,500 52,333 1,286,333 2,516,333 3,684,333
Ending Retained earnings $13,500 $65,833 $1,352,167 $3,868,500 $7,552,833
Alex Gurman Biotechnology Partnership
Statement of Cash Flow
As of December 31, 2003
2003 2004 2005 2006 2007
Cash flows for operating activities:
Net income $ 13,500 $ 52,333 $ 1,286,333 $ 2,516,333 $ 3,684,333
Net cash used in operating activities 13,500 52,333 1,286,333 2,516,333 3,684,333
Net increase (decrease) in cash 13,500 52,333 1,286,333 2,516,333 3,684,333
Cash, beginning balance - 13,500 65,833 1,352,167 3,868,500
Cash, ending balance $ 13,500 $ 65,833 $ 1,352,167 $ 3,868,500 $ 7,552,833
Alex Gurman Biotechnology Partnership
Worksheet
2003 2004 2005 2006 2007
Cash on hand (Start-up)
Award money 60,000
Partner's input (each partner per $10,000) 60,000
Total Cash on hand 120,000
Cash receipts
Selling price per 1 deal 50,000 50,000 50,000 50,000 50,000
# of Sales 3 10 40 70 100
Total Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Total cash receipts $270,000 $500,000 $2,000,000 $3,500,000 $5,000,000
Cash paid out
Research and Development $ 2,000 $ 16,000 $ 17,000 $ 18,000 $ 25,000
Website 16,000 50,000 50,000 50,000 50,000
Travel within USA 9,000 18,000 18,000 25,000 50,000
Travel abroad 9,000 18,000 18,000 25,000 50,000
Meeting with Client in NYC 50,000 70,000 80,000 90,000 100,000
Rent - 50,000 70,000 90,000 120,000
Salary 25,000 150,000 170,000 180,000 200,000
Advertising 2,000 2,000 2,000 2,000 2,000
Professional Services-Lawyer 2,000 2,000 2,000 2,000 2,000
Commission 20,000 66,667 266,667 466,667 666,667
Sales lead fee 1,000 3,333 13,333 23,333 33,333
Finder Fee 500 1,667 6,667 11,667 16,667
Total cash out $136,500 $447,667 $ 713,667 $ 983,667 $1,315,667
Selling price per 1 deal 50,000 50,000 50,000 50,000 50,000
# Of Sales 3 10 40 70 100
Total Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Commission per 1 deal 40% 40% 40% 40% 40%
Number of deal occurred by commission 1 3 13 23 33
Commission paid 20,000 66,667 266,667 466,667 666,667
Sales lead fee 20
Approximated number to make one deal 50
Sales lead fee per one deal (sales) 1,000 1,000 1,000 1,000 1,000
Number of deal accrued by sales lead 1 3 13 23 33
Sales lead fee paid 1,000 3,333 13,333 23,333 33,333
Finder Fee per 1 deal 500 500 500 500 500
Number of deal occurred by Finder 1 3 13 23 33
Finder Fee paid 500 1,667 6,667 11,667 16,667
Alex Gurman Biotechnology Partnership
Return on Investment
2003 2004 2005 2006 2007
Net operation income 13,500 52,333 1,286,333 2,516,333 3,684,333
Average operation assets 66,750 99,667 709,000 2,610,333 5,710,667
Return on Investment 20.22% 52.51% 181.43% 96.40% 64.52%
Net operation income 13,500 52,333 1,286,333 2,516,333 3,684,333
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Margin 9.00% 10.47% 64.32% 71.90% 73.69%
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Average operation assets 66,750 99,667 709,000 2,610,333 5,710,667
Turnover 2.2472 5.0167 2.8209 1.3408 0.8756
Margin 9.00% 10.47% 64.32% 71.90% 73.69%
Turnover 2.2472 5.0167 2.8209 1.3408 0.8756
Return on Investment 20.22% 52.51% 181.43% 96.40% 64.52%
Alex Gurman Biotechnology Partnership
Income Statement
For Year Ending December 31, 2002
2003 2004 2005 2006 2007
Sales 150,000 500,000 2,000,000 3,500,000 5,000,000
Less variable expenses
Research and Development 2,000 16,000 17,000 18,000 25,000
Travel within USA 9,000 18,000 18,000 25,000 50,000
Travel abroad 9,000 18,000 18,000 25,000 50,000
Meeting with Client in NYC 50,000 70,000 80,000 90,000 100,000
Commission 20,000 66,667 266,667 466,667 666,667
Sales lead fee 1,000 3,333 13,333 23,333 33,333
Finder Fee 500 1,667 6,667 11,667 16,667
Total variable expenses 91,500 193,667 419,667 659,667 941,667
Contribution Margin 58,500 306,333 1,580,333 2,840,333 4,058,333
Less fixed expenses
Website 16,000 50,000 50,000 50,000 50,000
Rent - 50,000 70,000 90,000 120,000
Salary 25,000 150,000 170,000 180,000 200,000
Advertising 2,000 2,000 2,000 2,000 2,000
Professional Services-Lawyer 2,000 2,000 2,000 2,000 2,000
Total fixed expenses 45,000 254,000 294,000 324,000 374,000
Net Income $ 13,500 $ 52,333 $ 1,286,333 $ 2,516,333 $ 3,684,333
Sales per Unit 50000 50000 50000 50000 50000
Variable expenses per 1 sale 30500 19367 10492 9424 9417
Variable expenses Ratio 61.00% 38.73% 20.98% 18.85% 18.83%
Contribution Margin per 1 sale 19500 30633 39508 40576 40583
Contribution Margin Ratio 39.00% 61.27% 79.02% 81.15% 81.17%
Break-even Analysis
Per 1 sale
Sales 50,000 50,000 50,000 50,000 50,000
Variable expenses 30,500 19,367 10,492 9,424 9,417
Contribution Margin 19,500 30,633 39,508 40,576 40,583
Fixed expenses 45,000 254,000 294,000 324,000 374,000
Projected profit - - - - -
Break-even in Units 2.31 8.29 7.44 7.98 9.22
Break-even in sales dollars $ 115,385 $ 414,581 $ 372,073 $ 399,249 $ 460,780
The cost of our subscription is based on industry assumptions and experience of Efroim.
$50,000 for booklet of the information in paper booklet, does not include who contact information. Legal advice is needed yet.
$50,000 for the meeting with the client, including lawyer fee.
Includes paper cover
1. Organize meeting
2. Seller would not lost
3. Buyer has exclusive meeting.
AG Biotech Partnership is following industry standards
After 3 months to have first 100 posting on the web site.
3 - 6 months of sale we can make first deal
The maximum time for trying we estimate is 2 years. If we would not make a deal in two years, we better close the business or move it to somewhere else.
First deal would be $50,000 for booklet
AG Biotech Partnership work for free for the first 6 month
1. AG Biotech Partnership needs $20000 for programming
2. 3-5 K for web site
3. For traveling expenses $10000 -15000 within USA
4. $ 2000 per trip
5. At least 2 -3 trips before sale need to be done.
6. To create company money $300 to make a legal documentation
7. Most of the documentation will be printed on computers and printers that we already possess.
8. Lawyer consulting $ 2000 first expenses
9. Business cards
10. 5 business trips to Boston because Boston is the capital of science in biotechnology.
11. 5 trips within NJ, NY, for trips per trip $400 -$500 = $5000 total
12. Two foreign trips, Russia, Europe, India, Russia 3K, Europe 2K, India 4 K
13. Other consulting services
14. Advertisement online, banners academic press in Russia, India, china
2000 per country
15. And $10000 advertisement in the USA
16. Consulting pharmacology experts =15K
17. It would be an expense to meet prospects at hotels
Total cost is about $90000
$10,000 per person co – founders will invest in business plus to the money that we expect to win from the competition.
For our expenses:
How AG Biotech Partnership could make a fund for start-up business?
- Loan from the banks to partners.
- Grant from NYC and business developments funds and other government organizations.
- Competition award money = AG Biotech Partnership is competing for $10000 in the first price money and for $50000 in the start up funding.
How much will AG Biotech Partnership will need at the first year and second year? $100,000 for the first year
- rent AG Biotech Partnership will not pay because we can not afford it, AG Biotech Partnership will use private facilities of the partners and Baruch College to meet clients as well as public places as libraries and hotels, AG Biotech Partnership has portable computers and web site to carry the information. AG Biotech Partnership will have a office if the team would be able to sell part of the business to the real estate provider, AG Biotech Partnership will try to gain rent free space from buyers in NYC in Manhattan. AG Biotech Partnership is engaged in negotiations with Pfizer and other possible providers of the rent free suppliers.
For revenue:
How many contract does AG Biotech Partnership expects to have in 2003 = $50,000, 2004 = $200,000, and 2005= $2,000,000
II. Software Development stage – Electronic Matching Stage
Stage 2, AG Biotech Partnership will build special software to match buyers and sellers. AG Biotech Partnership will go public when the business would have enough resources to do so.
A. Period: (Starts after successful completion of Bio Broker stage) Virtual Model stage starts. Duration from 2 years up to 10 years. Ideal time for the stage is five years.
B. Requirements: completion of the Bio Broker stage, closing at least 10 transactions, finding new ideas on how to make match making process automatic and computerized, robust database and active website, and a large pull of potential users for software.
C. Expected Outcome: at least 10 successful transactions per month.
D. Activities to deliver: creation of the software, administration and maintenance of the infrastructure, make company public on NYSE, maintain high stock price.
E. Challenges to overcome: differentiate from competition, make profit and gain experience for Virtual Model stage. Thomas Baumann will lead the development of the software that would do most of the revenue catching. At that stage AG Biotech Partnership will employ hundreds of affordable programmers to develop robust, fast and reliable solutions.
F. Finances: Subscription fee between $200,000 to $100,000 closer to $200,000 per year first client will get 70% discount. Cost for the posting between $3,000 -$5,000 per year and the first hundred clients for the first year would post for free.
Several companies aim to generate data and software to be used by a client for tasks. These can be classified as:
Data suppliers: Genomics Incyte, Sequana, TIGR, NCBI
Proteomics AxCell, Rigel
Jackson Labs, Pangea (Ecocyc)
Software suppliers:
Data management Gene Logic
Analysis and mining tools Pangea, Molecular Applications Group
Modeling Entelos, Physiome
III. Virtual Model stage
The third stage, after 150 successful inquiries, AG Biotech Partnership will build our virtual model that will lead us to our goal of research and experimentation on virtual models instead of animal and human tissue.
a. Period: (Starts after successful completion of Bio Software stage.) Duration from 20 years up to 60 years. Ideal time for the stage is fifty years.
b. Requirements: completion of the Bio Software stage, closing at least 150 transactions, bringing company value in billions of dollars, public support, and US government support.
c. Expected Outcome: creation of the Virtual Model that delivers similar and even better functionality as Human Genome Project and helps research Universities.
d. Activities to deliver: making sure that AG Biotech Partnership public stock on NYSE maintains high standards.
Challenges to overcome: To connect with most of the research around the globee, maintain friendly relationships with US and other governments, deliver equal or better value than Pfizer, Merck and other great companies.
AG Biotech Partnership will invite professional scientists to join our project. AG Biotech Partnership will acquire existing companies that do promising work in our field.
Team members:
1. Alexander Gurman Alexander@alexgurman.com Team leader is Alexander Gurman (917) 825 8225 Alexander Gurman (team leader) Marketing Management senior major at Baruch College, original training in biochemistry (Odessa State University, Ukraine), experience in computer science plus some formal education from Polytechnic University in Brooklyn. Alexander grew up in a successful entrepreneurial family. Main responsibilities include marketing, admin and product specification.
2. Kin-U Ho, hokinu@yahoo.com Baruch Student, Economics
3. Jieun Son, (Julia) accountant and financial member julia5653@hotmail.com Jieun Son accountant and financial member Baruch College senior student.
4. Joan Hagstrom, JUNA12@aol.com communications, Baruch Senior Student, Economics/Finance Grad Fall 2002, Mathematics degree from Kingsborough. Management and Sales experience. communications@Alexandergurman.com
5. Gennady Gurman, carishon@yahoo.com Biology analyst
6. Efroim Gurman, efroim@surfbest.net Biotechnology consultant, Efroim Gurman PhD. Original training in physiology with PhD in gastroenterology.
Alexander Gurman plan for RARE DRUGS DISTRIBUTOR AEG
Alexander Gurman plan for RARE DRUGS DISTRIBUTOR AEG
2. Alex Gurman,
Odessa State University, Ukraine, Combined B.S. and M.S. in Biochemistry
Baruch College, New York, NY, BBA in Marketing, June 2003, Alexander@AlexGurman.com, cell phone: 917.825.8225,
10 Shore Boulevard, #3F; Brooklyn NY 11235
Primary Faculty Advisor: Vincent Grimaldi, Professor of Entrepreneurship at Baruch College/Zicklin School of Business,
President of the Grimaldi Group, vg2004@grimaldifinance.com
(212) 864-8961 P.O. Box 20648; New York, NY 10023
Secondary Faculty Advisor: Nermin Eyuboglu, Associate Professor, Department of Marketing, Baruch College/Zicklin School of Business, Nermin_Eyuboglu@baruch.cuny.edu, Tel: 646.312.3293, Address: One Bernard Baruch Way, Box B 12-240, New York, NY 10010-5585
Summary
1. Rare Drugs Distributor AEG NEWCO. Brief Description: rare drugs distribution product, B2C and B2B, U.S. and European patients, pharmaceutical industry, doctors, government, startup capitalization $90,000. Rare Drugs Distributor AEG NEWCO aims to streamline distribution channels in an effort to allow underserved customers’ uninhibited access to drugs for rare disease. Our goal is to become the leading wholesaler and retailer of Rare Products and Drugs, indiscriminately serving all clients. Additionally, Rare Drugs Distributor AEG NEWCO strives to provide an online forum for those who treat and suffer from these rare diseases.
Marketing and Sales Medicine's 'orphans' drugs for rare diseases. Those drugs are regulated differently from regular drugs because there are many small pharmaceutical companies that produce them and the market is very small for the companies just to distribute in one specific country.
2. Opportunity in the market Rare Drugs Distributor AEG Newco wishes to explore.
Business opportunity: We will create a web based company that would find patients who need orphan drugs and doctors who have patients who need orphan drugs and producers and manufactures of orphan drugs and we will facilitate distribution of those drugs. Because it could be a 10 people size small pharmaceutical company located in one of 200 countries in the world and the market size for them could be only 3000 patients around the globe and each pill can cost a couple thousands dollars, it would have to locate those patients in the world. In order to generate cash flow we would need to have about 20 suppliers and at least 5000 buyers to support 10 people distribution office and online club facility. Small pharmaceutical company has no resources to do marketing and sale distribution. Patients and their doctors have difficulty to locate the producers because it is difficult to distribute information for companies without a sales and marketing force around the world. But with our web base business we can connect patients, doctors and manufacturers together. As soon as chart room for these people star working, the company will harvest multiply results such as advertisement, connections, valuable statistic database, even a political influence and eventually pharmaceutical distribution starting in the NYC metro area.
3. How does your product/service address the problem or opportunity?
Mission statement
To streamline the distribution conduit to underserved customers for easier access to orphan drugs. To conserve human life by providing a distribution center for orphan drugs. To become the best distribution center for orphan drugs. and products wholesalers and patients to serve indiscriminately serve all patients with equal attention. Rare Drugs Distributor AEG NewCo provides a distribution center that takes serious concerns away from families to deliver an exceptional service.
4. Current and potential competitors, competitive advantage.
a. Rare Disease Therapeutics, Inc http://www.raretx.com
b. Neoforma, Inc http://www.neoforma.com/corp/company/index.html
c. Orphan Europe Inc http://www.orphan-europe.com/index_s.html?language=
d. Cardinal http://www.cardinal.com/
There are about 600 players in the market and about 12 major competitors.
The competitive advantage of our student team is that we require less profit than large pharmaceutical companies and small market size would be still sufficient market size for us and does not fit objections of large pharmaceutical companies. Rare Drugs Distributor AEG NewCo is different from the competition because we have unique location in NYC, we have more aggressive and hungry sales force than older companies. Rare Drugs Distributor AEG NewCo has better capabilities than competition in online presence. Alexander Gurman has extensive web design and programming experience and would be able to create technically advanced online market that competition does not have and could not have at equal cost base. Rare Drugs Distributor AEG NewCo has broad connections among pharmaceutical industry in the USA as well abroad. Over 200 people in advisory capacity provide us with unique marketing research opportunities at base cost to us. We have support and assistance of venture capitalists with examples of approvals in testimonials below. We will do delivery, help to complete necessary legal documents, research and location of prospects and locate charitable donations for little or no profit transactions that would be supported by hospitals and big pharmaceutical companies. Any small unknown drug can become a cure for diseases that are applicable to thousands of patients and than this drug and its distribution become extremely profitable afterwards. Many drugs start as orphan drugs become popular with general public later on.
Services: orphan drugs distribution, there is no one company in the world that does exactly what we would be doing, but there are about 650 companies that do similar services and we will address that in the competition overview in the business plan. Risky exploratory market, market size $ 3 billion based on discussions with industry experts that are listed among testimonials, market growth rate is about 28% per year. Distribution model is similar to the standard pharmaceutical distribution model. Sales would take place online, and with special delivery and marketing terms.
5. Target market (s) specifications (demographics) and size (# & $).
Opportunity: market size 6.7 Billions US, 26 Billions globally per FDA Orphan Act with 15% annual growth. The orphan drugs market includes U.S. and European patients, pharmaceutical industry, physicians, and the government. Startup capital is estimated to be $1.5 million, about $450.000.00 raised up to date. Rare Drugs Distributor AEG NewCo is an affiliate pharmacy and is getting national wholesaler licenses to conduct proper business practices. Rare Drugs Distributor AEG NewCo plan to offer a 450% return on investment over a 5 year period.
6. Marketing strategy to reach target market (s) & projected % penetration: years 1 - 5.
Rare Drugs Distributor AEG NewCo unique selling proposition is not only to streamline the distribution conduit to under served customers for easier access to orphan drugs, but also to conserve human life by providing a distribution center for orphan drugs. Rare Drugs Distributor AEG NewCo aspirations are to become the best distribution center for orphan drugs, product wholesalers and patients to indiscriminately serve all patients with equal attention.
Rare Drugs Distributor AEG NewCo target market is a niche market. This niche market consists of mainly doctors, pharmacies and medical centers. Even though patients are Rare Drugs Distributor AEG NewCo primary customer, they are excluded from our niche market due to the fact that doctors and pharmacies initiate the decision making process when writing a prescription.
Rare Drugs Distributor AEG NewCo will be positioned as a stress-free, easy to use drug access facilitator. We provide a distribution center that takes serious concerns away from families to deliver an exceptional service. Hospitals will be able to order orphan drugs through telephone, e-mail or the Rare Drugs Distributor AEG NewCo website. This process will greatly benefit hospitals and patients of orphan drugs by shipping drugs either from the Rare Drugs Distributor AEG NewCo storage house or through the manufacturer within a significantly short period of time.
Rare Drugs Distributor AEG NewCo marketing methods will include advertising through direct mail to many hospitals with information on which orphan drugs we will be distributing. Advertisements to hospitals through their daily and weekly newsletters and pamphlets will prove to be one of the most effective ways for doctors to discover us. Rare Drugs Distributor AEG NewCo website is created, Internet marketing can be used to advertise on strictly medical websites. Rare Drugs Distributor AEG NewCo will provide web banners that contain links to our website, which lists the specific orphan drugs that we distribute. Close relations between Rare Drugs Distributor AEG NewCo and possible clients, including existing clients, via phone and organized meetings will prove to be beneficial to all parties.
7. Business Model (supply/production/distribution strategy, projected revenue streams, and margins).
8. Summary of projected revenue/profit based on penetration of target market (s), market size growth, and estimated expenses for years 1 - 5; time of Break Even. For example:
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue
Profit
9. Management team and relevant experience.
Alexander Gurman, License series 7, 66, Life and Health Insurance. 14 years of experience in Consulting include 3 years of experience in Pharmaceutical Sales with Full Pet Services Inc in the USA in drugs distribution. 3 years of experience in Programming in the USA with major financial institutions. 7 years of pharmaceutical distribution in Ukraine with companies such as Monsanto and Procter & Gamble.
Education: Marketing BBA Baruch College alumni ‘03, participant of last three Baruch College Entrepreneurial Competitions with projects such as Biotechnology Research market place, international collection and billing project, software outsourcing to Russia. Combine Master and Bachelor Degrees in Biochemistry from Odessa State University, Ukraine ‘95. Computer Science major for 1 year at Polytechnic University.
10. Amount of money needed from investors, and for what purpose.
1.5 million
Capitalization Requirements: research and development require $100.000; personnel at least 3 partners; startup expenses $500.000. This $500.000 would be spend mostly on advertising and marketing to promote the company and service. It also include legal fee, technology expenses and day to day activity expenses. Alexander Gurman is willing to serve as partner with equity and can contribute $50000 cash at the earliest stage of the company start up. Team partners are confident that if we will have bullet proof business plan and will win the award from the competition at Baruch College. We can raise the rest of required money to start the operations and to survive until company will became profitable. Rare Drugs Distributor AEG NewCo has potential to grow into publicly traded company if one or more of orphan drugs that we will promote will become potential market for general public. That actually happened to a few companies in the market before and once they started to make profits in the general pharmaceutical market they moved away from the tight niche of orphan drugs. Orphan drugs distributors are taxed differently from regular pharmaceutical distributors. Pricing Structure; production/provision costs to support the office, web site, technology, and legal fees it would cost for the first year $50,000 and to advertise the service would cost $50,000; distribution costs are about 30%; profit margins would be 20%. Cash flows would be negative for the first 6 months and than by the end of the first year it should reach break even point, break even, return on investment over 5 years would be 40%. In five years we expect to make 2 million dollars in profits and expand operations to Boston and Silicon Alley.
11. Current State of Firm (e.g. product development stage, patents, contracts, current sales, profit level, equity/debt raised so far, etc.)
Printed Names/Signatures: 1. _____________2. _____________3. _____________
Date:
Testimonials: Michael Kenworthy venture capitalist www.techcommcorp.com (web site developed by Alexander Gurman) “interesting business concept with great prospects” phone 212 9720233.
Wilson, Loyal lwilson@primusventure.com, Loyal Wilson is the founder of Primus Venture Partners “Gurman Pharma is simply too early in its development. Pharmaceutical distribution companies do have an interest to us, but only after the development of significant revenue. Our capital is generally employed to drive growth after some level of profitability is established. Best wishes for the success of your plan.”
Malcolm Moss mmoss@beringea.com, Beringea is an international private equity and investment banking firm. “We think the idea of orphan drug distribution is an interesting market. Sincerely, Malcolm Moss”
Alex Barkas alex@prospectventures.com, Alex is a Managing Director of Prospect Venture Partners “we primarily invest in biotech and medical device companies. My advice is that given the cash flow nature of the business you are entering you will get to keep the most ownership of the enterprise if you bootstrap the capital needed rather than looking for venture funding. Also local investors or lenders are more likely to back you than national firms. Best of success with your plans.”
Advisors:
1. Dr. Efroim Gurman, PhD., Gastroenterology. Full Pet Services Inc.
2. Al Berrios, Managing Director, Al Berrios & Co.
3. Gary Ruinsky, Manager, Ernst & Young, LLP
4. Artyom Malkov, Baruch College, BBA in Marketing, expected in June 2005
5. Monika Rejman, Baruch College, BBA in Marketing, December 2003
6. Jenny Zeng, Baruch College, BBA in Finance, expected in June 2005
7. Bobby Moy, Baruch College, BBA in Psychology, June 2003
8. Mitchell Krasnerman, Baruch College, BBA in Finance, expected in June 2004
9. Tatyana Kozlovska, Baruch College, BBA in Finance, June 2002
10. Polina Tsal, Baruch College, BBA in Accounting, expected in June 2005
11. Michael Miller, Baruch College, BBA in Marketing, expected in June 2004
12. Volodymyr Turyk, Baruch College, BBA in Finance, December 2003
2. Alex Gurman,
Odessa State University, Ukraine, Combined B.S. and M.S. in Biochemistry
Baruch College, New York, NY, BBA in Marketing, June 2003, Alexander@AlexGurman.com, cell phone: 917.825.8225,
10 Shore Boulevard, #3F; Brooklyn NY 11235
Primary Faculty Advisor: Vincent Grimaldi, Professor of Entrepreneurship at Baruch College/Zicklin School of Business,
President of the Grimaldi Group, vg2004@grimaldifinance.com
(212) 864-8961 P.O. Box 20648; New York, NY 10023
Secondary Faculty Advisor: Nermin Eyuboglu, Associate Professor, Department of Marketing, Baruch College/Zicklin School of Business, Nermin_Eyuboglu@baruch.cuny.edu, Tel: 646.312.3293, Address: One Bernard Baruch Way, Box B 12-240, New York, NY 10010-5585
Summary
1. Rare Drugs Distributor AEG NEWCO. Brief Description: rare drugs distribution product, B2C and B2B, U.S. and European patients, pharmaceutical industry, doctors, government, startup capitalization $90,000. Rare Drugs Distributor AEG NEWCO aims to streamline distribution channels in an effort to allow underserved customers’ uninhibited access to drugs for rare disease. Our goal is to become the leading wholesaler and retailer of Rare Products and Drugs, indiscriminately serving all clients. Additionally, Rare Drugs Distributor AEG NEWCO strives to provide an online forum for those who treat and suffer from these rare diseases.
Marketing and Sales Medicine's 'orphans' drugs for rare diseases. Those drugs are regulated differently from regular drugs because there are many small pharmaceutical companies that produce them and the market is very small for the companies just to distribute in one specific country.
2. Opportunity in the market Rare Drugs Distributor AEG Newco wishes to explore.
Business opportunity: We will create a web based company that would find patients who need orphan drugs and doctors who have patients who need orphan drugs and producers and manufactures of orphan drugs and we will facilitate distribution of those drugs. Because it could be a 10 people size small pharmaceutical company located in one of 200 countries in the world and the market size for them could be only 3000 patients around the globe and each pill can cost a couple thousands dollars, it would have to locate those patients in the world. In order to generate cash flow we would need to have about 20 suppliers and at least 5000 buyers to support 10 people distribution office and online club facility. Small pharmaceutical company has no resources to do marketing and sale distribution. Patients and their doctors have difficulty to locate the producers because it is difficult to distribute information for companies without a sales and marketing force around the world. But with our web base business we can connect patients, doctors and manufacturers together. As soon as chart room for these people star working, the company will harvest multiply results such as advertisement, connections, valuable statistic database, even a political influence and eventually pharmaceutical distribution starting in the NYC metro area.
3. How does your product/service address the problem or opportunity?
Mission statement
To streamline the distribution conduit to underserved customers for easier access to orphan drugs. To conserve human life by providing a distribution center for orphan drugs. To become the best distribution center for orphan drugs. and products wholesalers and patients to serve indiscriminately serve all patients with equal attention. Rare Drugs Distributor AEG NewCo provides a distribution center that takes serious concerns away from families to deliver an exceptional service.
4. Current and potential competitors, competitive advantage.
a. Rare Disease Therapeutics, Inc http://www.raretx.com
b. Neoforma, Inc http://www.neoforma.com/corp/company/index.html
c. Orphan Europe Inc http://www.orphan-europe.com/index_s.html?language=
d. Cardinal http://www.cardinal.com/
There are about 600 players in the market and about 12 major competitors.
The competitive advantage of our student team is that we require less profit than large pharmaceutical companies and small market size would be still sufficient market size for us and does not fit objections of large pharmaceutical companies. Rare Drugs Distributor AEG NewCo is different from the competition because we have unique location in NYC, we have more aggressive and hungry sales force than older companies. Rare Drugs Distributor AEG NewCo has better capabilities than competition in online presence. Alexander Gurman has extensive web design and programming experience and would be able to create technically advanced online market that competition does not have and could not have at equal cost base. Rare Drugs Distributor AEG NewCo has broad connections among pharmaceutical industry in the USA as well abroad. Over 200 people in advisory capacity provide us with unique marketing research opportunities at base cost to us. We have support and assistance of venture capitalists with examples of approvals in testimonials below. We will do delivery, help to complete necessary legal documents, research and location of prospects and locate charitable donations for little or no profit transactions that would be supported by hospitals and big pharmaceutical companies. Any small unknown drug can become a cure for diseases that are applicable to thousands of patients and than this drug and its distribution become extremely profitable afterwards. Many drugs start as orphan drugs become popular with general public later on.
Services: orphan drugs distribution, there is no one company in the world that does exactly what we would be doing, but there are about 650 companies that do similar services and we will address that in the competition overview in the business plan. Risky exploratory market, market size $ 3 billion based on discussions with industry experts that are listed among testimonials, market growth rate is about 28% per year. Distribution model is similar to the standard pharmaceutical distribution model. Sales would take place online, and with special delivery and marketing terms.
5. Target market (s) specifications (demographics) and size (# & $).
Opportunity: market size 6.7 Billions US, 26 Billions globally per FDA Orphan Act with 15% annual growth. The orphan drugs market includes U.S. and European patients, pharmaceutical industry, physicians, and the government. Startup capital is estimated to be $1.5 million, about $450.000.00 raised up to date. Rare Drugs Distributor AEG NewCo is an affiliate pharmacy and is getting national wholesaler licenses to conduct proper business practices. Rare Drugs Distributor AEG NewCo plan to offer a 450% return on investment over a 5 year period.
6. Marketing strategy to reach target market (s) & projected % penetration: years 1 - 5.
Rare Drugs Distributor AEG NewCo unique selling proposition is not only to streamline the distribution conduit to under served customers for easier access to orphan drugs, but also to conserve human life by providing a distribution center for orphan drugs. Rare Drugs Distributor AEG NewCo aspirations are to become the best distribution center for orphan drugs, product wholesalers and patients to indiscriminately serve all patients with equal attention.
Rare Drugs Distributor AEG NewCo target market is a niche market. This niche market consists of mainly doctors, pharmacies and medical centers. Even though patients are Rare Drugs Distributor AEG NewCo primary customer, they are excluded from our niche market due to the fact that doctors and pharmacies initiate the decision making process when writing a prescription.
Rare Drugs Distributor AEG NewCo will be positioned as a stress-free, easy to use drug access facilitator. We provide a distribution center that takes serious concerns away from families to deliver an exceptional service. Hospitals will be able to order orphan drugs through telephone, e-mail or the Rare Drugs Distributor AEG NewCo website. This process will greatly benefit hospitals and patients of orphan drugs by shipping drugs either from the Rare Drugs Distributor AEG NewCo storage house or through the manufacturer within a significantly short period of time.
Rare Drugs Distributor AEG NewCo marketing methods will include advertising through direct mail to many hospitals with information on which orphan drugs we will be distributing. Advertisements to hospitals through their daily and weekly newsletters and pamphlets will prove to be one of the most effective ways for doctors to discover us. Rare Drugs Distributor AEG NewCo website is created, Internet marketing can be used to advertise on strictly medical websites. Rare Drugs Distributor AEG NewCo will provide web banners that contain links to our website, which lists the specific orphan drugs that we distribute. Close relations between Rare Drugs Distributor AEG NewCo and possible clients, including existing clients, via phone and organized meetings will prove to be beneficial to all parties.
7. Business Model (supply/production/distribution strategy, projected revenue streams, and margins).
8. Summary of projected revenue/profit based on penetration of target market (s), market size growth, and estimated expenses for years 1 - 5; time of Break Even. For example:
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue
Profit
9. Management team and relevant experience.
Alexander Gurman, License series 7, 66, Life and Health Insurance. 14 years of experience in Consulting include 3 years of experience in Pharmaceutical Sales with Full Pet Services Inc in the USA in drugs distribution. 3 years of experience in Programming in the USA with major financial institutions. 7 years of pharmaceutical distribution in Ukraine with companies such as Monsanto and Procter & Gamble.
Education: Marketing BBA Baruch College alumni ‘03, participant of last three Baruch College Entrepreneurial Competitions with projects such as Biotechnology Research market place, international collection and billing project, software outsourcing to Russia. Combine Master and Bachelor Degrees in Biochemistry from Odessa State University, Ukraine ‘95. Computer Science major for 1 year at Polytechnic University.
10. Amount of money needed from investors, and for what purpose.
1.5 million
Capitalization Requirements: research and development require $100.000; personnel at least 3 partners; startup expenses $500.000. This $500.000 would be spend mostly on advertising and marketing to promote the company and service. It also include legal fee, technology expenses and day to day activity expenses. Alexander Gurman is willing to serve as partner with equity and can contribute $50000 cash at the earliest stage of the company start up. Team partners are confident that if we will have bullet proof business plan and will win the award from the competition at Baruch College. We can raise the rest of required money to start the operations and to survive until company will became profitable. Rare Drugs Distributor AEG NewCo has potential to grow into publicly traded company if one or more of orphan drugs that we will promote will become potential market for general public. That actually happened to a few companies in the market before and once they started to make profits in the general pharmaceutical market they moved away from the tight niche of orphan drugs. Orphan drugs distributors are taxed differently from regular pharmaceutical distributors. Pricing Structure; production/provision costs to support the office, web site, technology, and legal fees it would cost for the first year $50,000 and to advertise the service would cost $50,000; distribution costs are about 30%; profit margins would be 20%. Cash flows would be negative for the first 6 months and than by the end of the first year it should reach break even point, break even, return on investment over 5 years would be 40%. In five years we expect to make 2 million dollars in profits and expand operations to Boston and Silicon Alley.
11. Current State of Firm (e.g. product development stage, patents, contracts, current sales, profit level, equity/debt raised so far, etc.)
Printed Names/Signatures: 1. _____________2. _____________3. _____________
Date:
Testimonials: Michael Kenworthy venture capitalist www.techcommcorp.com (web site developed by Alexander Gurman) “interesting business concept with great prospects” phone 212 9720233.
Wilson, Loyal lwilson@primusventure.com, Loyal Wilson is the founder of Primus Venture Partners “Gurman Pharma is simply too early in its development. Pharmaceutical distribution companies do have an interest to us, but only after the development of significant revenue. Our capital is generally employed to drive growth after some level of profitability is established. Best wishes for the success of your plan.”
Malcolm Moss mmoss@beringea.com, Beringea is an international private equity and investment banking firm. “We think the idea of orphan drug distribution is an interesting market. Sincerely, Malcolm Moss”
Alex Barkas alex@prospectventures.com, Alex is a Managing Director of Prospect Venture Partners “we primarily invest in biotech and medical device companies. My advice is that given the cash flow nature of the business you are entering you will get to keep the most ownership of the enterprise if you bootstrap the capital needed rather than looking for venture funding. Also local investors or lenders are more likely to back you than national firms. Best of success with your plans.”
Advisors:
1. Dr. Efroim Gurman, PhD., Gastroenterology. Full Pet Services Inc.
2. Al Berrios, Managing Director, Al Berrios & Co.
3. Gary Ruinsky, Manager, Ernst & Young, LLP
4. Artyom Malkov, Baruch College, BBA in Marketing, expected in June 2005
5. Monika Rejman, Baruch College, BBA in Marketing, December 2003
6. Jenny Zeng, Baruch College, BBA in Finance, expected in June 2005
7. Bobby Moy, Baruch College, BBA in Psychology, June 2003
8. Mitchell Krasnerman, Baruch College, BBA in Finance, expected in June 2004
9. Tatyana Kozlovska, Baruch College, BBA in Finance, June 2002
10. Polina Tsal, Baruch College, BBA in Accounting, expected in June 2005
11. Michael Miller, Baruch College, BBA in Marketing, expected in June 2004
12. Volodymyr Turyk, Baruch College, BBA in Finance, December 2003
Business Plan and Alexander Gurman
I. Executive Summary.
II. Situation Analysis.
A. Industry analysis.
1. Market.
a. Size, scope, and share of the market; sales history of producers and their market shares.
b. Market potential and major trends in supply and demand of this and related products.
c. Distribution channels.
d. Selling policies and practices.
e. Advertising and promotion.
2. Industry attractiveness.
a. Market factors.
1) Size.
2) Growth.
3) Ciclicity.
4) Seasonality.
5) Stage in life cycle.
b. Industry factors.
1) Capacity.
2) New product entry prospects.
3) Threat of substitutes.
4) Power of suppliers.
5) Power of buyers.
6) Rivalry.
c. Environmental factors.
1) Social.
2) Political.
3) Demographic.
4) Technological.
5) Regulatory.
B. Sales analysis.
1. Market area performance versus company average.
2. Trends of sales, costs, and profits, by products.
3. Performance of distributions, end-users, key customers.
4. Past versus current results by area, product, channel, and so on.
C. Competitor and company analysis.
1. Behavior.
a. Product features.
b. Objectives.
c. Strategies.
d. Marketing mix.
e. Profits.
f. Value chain.
2. Resources.
a. Ability to conceive and design new products.
b. Ability to produce and manufacture.
c. Ability to market.
d. Ability to finance.
e. Ability to manage.
f. Will to succeed in this business.
D. Customer analysis.
1. Who are the customers?
2. What do they buy?
3. Where do they buy?
4. When do the buy?
5. How do they choose?
6. Why do they select a particular product?
7. How do they respond to marketing programs?
8. Will they buy again? (loyalty)
9. Long-term value of customers.
10. Segmentation.
E. Planning assumptions and forecasts.
1. Market potential.
2. Projections, predictions, and forecasts.
III. Objectives.
A. Corporate objectives.
B. Divisional objectives.
C. Overall marketing objectives.
1. Sales volume and profit (sales, share, and so on).
2. Market acceptance (brand equity; customer acquisition, retention, expansion, deletion).
D. Program objectives.
1. Pricing.
2. Advertising/promotion.
3. Sales/distribution.
4. Product.
5. Service.
IV. Marketing Strategy. How the objectives will be achieved.
A. Customer targets.
B. Competitor targets.
C. Core strategy.
D. Strategic alternatives considered.
V. Marketing Programs.
A. Product development.
B. Advertising/communication.
C. Pricing/promotion.
D. Distribution.
E. Sales.
F. Direct marketing and customer management.
G. Internet.
H. Services.
I. Partnerships/alliances.
J. Market research.
VI. Financial Documents.
A. Budgets.
B. Pro forma statements.
VII. Monitors and Controls. Specific research information to be used:
A. Secondary data.
1. Sales reports.
2. Orders.
3. Informal sources.
B. Primary data.
1. Sales records (Nielsen, IRI).
2. Specialized consulting firms.
3. Customer panel.
VIII. Contingency Plans and other Miscellaneous Documents.
A. Contingency plans.
B. Alternatives strategies considered.
C. Miscellaneous.
II. Situation Analysis.
A. Industry analysis.
1. Market.
a. Size, scope, and share of the market; sales history of producers and their market shares.
b. Market potential and major trends in supply and demand of this and related products.
c. Distribution channels.
d. Selling policies and practices.
e. Advertising and promotion.
2. Industry attractiveness.
a. Market factors.
1) Size.
2) Growth.
3) Ciclicity.
4) Seasonality.
5) Stage in life cycle.
b. Industry factors.
1) Capacity.
2) New product entry prospects.
3) Threat of substitutes.
4) Power of suppliers.
5) Power of buyers.
6) Rivalry.
c. Environmental factors.
1) Social.
2) Political.
3) Demographic.
4) Technological.
5) Regulatory.
B. Sales analysis.
1. Market area performance versus company average.
2. Trends of sales, costs, and profits, by products.
3. Performance of distributions, end-users, key customers.
4. Past versus current results by area, product, channel, and so on.
C. Competitor and company analysis.
1. Behavior.
a. Product features.
b. Objectives.
c. Strategies.
d. Marketing mix.
e. Profits.
f. Value chain.
2. Resources.
a. Ability to conceive and design new products.
b. Ability to produce and manufacture.
c. Ability to market.
d. Ability to finance.
e. Ability to manage.
f. Will to succeed in this business.
D. Customer analysis.
1. Who are the customers?
2. What do they buy?
3. Where do they buy?
4. When do the buy?
5. How do they choose?
6. Why do they select a particular product?
7. How do they respond to marketing programs?
8. Will they buy again? (loyalty)
9. Long-term value of customers.
10. Segmentation.
E. Planning assumptions and forecasts.
1. Market potential.
2. Projections, predictions, and forecasts.
III. Objectives.
A. Corporate objectives.
B. Divisional objectives.
C. Overall marketing objectives.
1. Sales volume and profit (sales, share, and so on).
2. Market acceptance (brand equity; customer acquisition, retention, expansion, deletion).
D. Program objectives.
1. Pricing.
2. Advertising/promotion.
3. Sales/distribution.
4. Product.
5. Service.
IV. Marketing Strategy. How the objectives will be achieved.
A. Customer targets.
B. Competitor targets.
C. Core strategy.
D. Strategic alternatives considered.
V. Marketing Programs.
A. Product development.
B. Advertising/communication.
C. Pricing/promotion.
D. Distribution.
E. Sales.
F. Direct marketing and customer management.
G. Internet.
H. Services.
I. Partnerships/alliances.
J. Market research.
VI. Financial Documents.
A. Budgets.
B. Pro forma statements.
VII. Monitors and Controls. Specific research information to be used:
A. Secondary data.
1. Sales reports.
2. Orders.
3. Informal sources.
B. Primary data.
1. Sales records (Nielsen, IRI).
2. Specialized consulting firms.
3. Customer panel.
VIII. Contingency Plans and other Miscellaneous Documents.
A. Contingency plans.
B. Alternatives strategies considered.
C. Miscellaneous.
negotiations, lectures outline
Alexander Gurman Negotiations Alexander@AlexGurman.com 917.825.8225
Negotiation Tragedy
Questions to cover
How to scientifically measure success of negotiations?
How to come out with big success against best sales people?
How to justify negotiations?
How to improve your sales and negotiations skills?
How to negotiate big deals?
How to make 100K first year on the sales job, like me
How to negotiate better than best sales people?
How to make politicians to do the right thing?
Weaknesses of the best sales people would be analyzed
Negotiations with difficult people would be evaluated.
I. Fundamentals
A. Frames, strategies, planning
B. Best Alternative To A Negotiated Agreement (BATNA)
C. Zone Of Possible Agreement (ZOPA)
D. Communication, Perception
E. Cognitive Biases, encoding
F. Interests, goals, agenda, wants and needs
G. Leverage, power, persuasion
H. Preparation, execution, evaluation
I. Audience, bystanders, constituents
J. Conflict (domination, power straggle, revenge)
K. Information, persuasion, message
L. Game theory, honesty
II. Principles
A. Ethics versus morals
B. Decision rules (Machiavellianism)
C. Dealmakers, expertise, mediation
D. Collaboration, mergers, hardball tactics, issues
E. Halo effect, stereotypes, selective perception
F. Bargaining mix, Audience
a. Distributive sale, zero sum situation, outsiders
1. Reservation price, manipulations, deadlines, pressure, tension, ultimatums
2. low ball, high ball, commitments, opening offers,
3. Concessions, combative techniques, naming, labels
4. bargaining positions, differences, lying, trust
5. Ego, emotions, saving face, remedies, overconfidence
6. Power (intoxication, legitimacy, source)
b. Integration, collaboration
1. value creation, dialogue, value of time, tradeoffs
2. acknowledgement, trust, solutions, social awareness
3. active listening, feedback, options
4. alternatives, justice, relationship, tangible vs. intangible
5. avoidance, influences, number of parties
6. collective bargaining, outcome establishment
c. Agency dilemma, political implications,
d. Creativity and flexibility of negotiations
III. Applications, strategies, tactics
a. Cultural variations, negotiations schools, Harvard, science, research
1. international negotiations, Eastern European approach
2. Japanese style, American style, Chinese approach
b. Group discussions, third party approach
c. Building coalitions, employees
d. Personality affect, gender (feminism, mature)
e. Difficult negotiations, silence, Closers, sales techniques
f. Dressing for negotiations, non verbal negotiations
g. Negotiations Behavior, likeness, appeals, win-win cases
h. Braking of negotiations, Defense, cooling off, problem solving
i. Frequently Asked Questions
Negotiation Tragedy
Questions to cover
How to scientifically measure success of negotiations?
How to come out with big success against best sales people?
How to justify negotiations?
How to improve your sales and negotiations skills?
How to negotiate big deals?
How to make 100K first year on the sales job, like me
How to negotiate better than best sales people?
How to make politicians to do the right thing?
Weaknesses of the best sales people would be analyzed
Negotiations with difficult people would be evaluated.
I. Fundamentals
A. Frames, strategies, planning
B. Best Alternative To A Negotiated Agreement (BATNA)
C. Zone Of Possible Agreement (ZOPA)
D. Communication, Perception
E. Cognitive Biases, encoding
F. Interests, goals, agenda, wants and needs
G. Leverage, power, persuasion
H. Preparation, execution, evaluation
I. Audience, bystanders, constituents
J. Conflict (domination, power straggle, revenge)
K. Information, persuasion, message
L. Game theory, honesty
II. Principles
A. Ethics versus morals
B. Decision rules (Machiavellianism)
C. Dealmakers, expertise, mediation
D. Collaboration, mergers, hardball tactics, issues
E. Halo effect, stereotypes, selective perception
F. Bargaining mix, Audience
a. Distributive sale, zero sum situation, outsiders
1. Reservation price, manipulations, deadlines, pressure, tension, ultimatums
2. low ball, high ball, commitments, opening offers,
3. Concessions, combative techniques, naming, labels
4. bargaining positions, differences, lying, trust
5. Ego, emotions, saving face, remedies, overconfidence
6. Power (intoxication, legitimacy, source)
b. Integration, collaboration
1. value creation, dialogue, value of time, tradeoffs
2. acknowledgement, trust, solutions, social awareness
3. active listening, feedback, options
4. alternatives, justice, relationship, tangible vs. intangible
5. avoidance, influences, number of parties
6. collective bargaining, outcome establishment
c. Agency dilemma, political implications,
d. Creativity and flexibility of negotiations
III. Applications, strategies, tactics
a. Cultural variations, negotiations schools, Harvard, science, research
1. international negotiations, Eastern European approach
2. Japanese style, American style, Chinese approach
b. Group discussions, third party approach
c. Building coalitions, employees
d. Personality affect, gender (feminism, mature)
e. Difficult negotiations, silence, Closers, sales techniques
f. Dressing for negotiations, non verbal negotiations
g. Negotiations Behavior, likeness, appeals, win-win cases
h. Braking of negotiations, Defense, cooling off, problem solving
i. Frequently Asked Questions
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