Bioring SA produces niche-specific rings for cardiac valve repair. It has its main office in Lonay (CH) and maintains a small manufacturing and assembly plant in Lonay, Switzerland. Its products are to be sold through single or multiple distributors.
- This business plan is part of our regular business planning process. We revise this plan every quarter and it is placed under change control.
- In the next two years we intend to develop two new products and to improve revenues.
- Our keys to success and critical factors for the next year are, in order of importance:
- Product approval: CE mark.
- Sales to dealers in volume.
- Financial control and cash flow planning.
The following chart illustrates highlights of our financial performance as projected for the next three years. Sales and profits should continue to grow.
1.1 Objectives
- To give Bioring SA the market presence needed to support marketing and sales goals, and to attract distributors of new Bioring products.
- To develop two new Bioring products by the end of 2003.
- To increase sales to reach £312,500 monthly sales by the end of 2001, and £830,000 monthly by the end of August of 2002.
- To control expenditures to serve the best dividends to the shareholders.
1.2 Mission
Bioring SA addresses the surgical repair techniques which are implemented in open heart surgery. This business is based on a product owned by the company, which is a cardiac implant more precisely called "Kalangos Biodegradable Ring."
We intend to make enough profit to generate a fair return for our investors and finance continued growth and development in quality products. We also maintain a friendly, fair, and creative work environment, which respects diversity, new ideas, and hard work.
1.3 Keys to Success
The keys to success in this business are:
- Marketing: either dealing with national distributors or with well-established international companies.
- Product quality.
- Product approval in Europe and USA.
- Management: products delivered on time, costs controlled, marketing budgets managed. There is a temptation to fix on growth at the expense of profits.
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