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1. Development of a strategy
implementation plan for an
app based start-up
Group – 8
Section A
Akshata Bangalore (H16005)
Nishu Garg (H16032)
Prashanthi Balaji (H16034)
Srinivas V (H16050)

2. Supply Chain
Fulfilment Centre
1. Controlled /regulated environment
2. Real time inventory details
3. Quality standards
Returns Management
1. Bar coded identifiers-to handle and process
returns
2. Quality assurance and feedback-to address
root causes of returns.
Data Management
1. End to end tracking
2. Order management
Last Mile Delivery
(Shorter Turnaround Time)
1. Prescription check
2. Direct delivery from the supplier
Our company is dedicated to delivering quality medicines with quick service without compromising
on safety and privacy by being a one-stop solution for all your medical needs
Source: http://holisollogistics.com/
Vision

3. Key Partners
• Sony Pictures
Entertainment
• India Post
Key Activities
• New stories every
month
• Bringing new
characters
• Designing innovative
graphics
• “Nagraj novelities”-
sells merchandise of
Raj Comics
• Translate comics to
regional languages-
Bhojpuri, Punjabi,
Nepali
Channels
Marketing Channel Newspapers
• Punjab kesari
• Rajasthan Patrika
• Chutti Vikatan (Tamil)
Schools- Campaigns
Internet
• www.rajcomics.com
• Websites of newspapers
• Mobile Apps to read and
downlaod comics
Television
• TV series on Nagraj
• Movie by Sony Pictures
Entertainment on Doga
Customer
Relationship
• Birthday parties
for Characters
where fans are
invited
Cost Stream
1. Graphic Designers and other employees
2. Printing costs
3. Marketing Costs
Revenue Streams
1. Reader base of 5-6 crore
2. Each new issue of Nagaraj comics sells half-a-lakh copies @ Rs
Segments
Age
Children -6 to 12
Teenagers- 13 to 17
Income
Middle Class
Upper Middle class
(planning)
Language
Hindi (Major)
Regional languages
English
Gender
Tap into young
females segment
Sales Channel
• Offline through stores
• Online through India Post
Value Proposition
Create a unique reading
experience for global
comic book readers
through innovative
characters, new
storylines, frequent new
comics

4. *For one time customers: order acceptance subject to availability
Double checking of
the order by
delivery guy
Order received
Local Office Order accepted
Pharmacy
One-time
customers
Direct delivery in
unmarked boxes
Prescription checked
Push notification from app-
confirmation for order refill
Regular customers
Ideally, 15 days before stipulated
delivery
Prescription &
Order
confirmed
Stock received
in local office
Medicine pre-
sorted into smart
packs on a daily
basis by company
pharmacist +
barcode
Source: http://www.speedmedicine.com/home.aspx
Workflow

5. Profitability
Increase Market
share
Premium charge for
select products
Retain old
customers
Bring in new
customers
Credibility
Customized daily
sorted orders (28
days)
Redeemable points Referral codes
Collaboration with
doctors
Flexibility for
emergency orders
Faster order
processing
24x7 availability
Limited variety
Time-bound
delivery
Direct delivery
from suppliers
Increases frequency
of orders
Privacy
considerations
Bar-code
identification
Collaboration with
verified pharmacies
End-to-end order
tracking
Real-time inventory
data
One-time license
checking by legal
team
Random quality
checks
Strategy Map

6. Strategy Map
Perspective
Balanced Scorecard Action Plan
Objectives Measurement Target Initiative
• Increase margins
• Increase volumes
• Decrease operating costs
• Maximize availability
• On-time delivery
• Customized services
• Promotion incentives
• Reduce turnaround time
• Customized packaging
• Order tracking
• Increase vendor base
• Strengthen vendor
relationship
• Training delivery persons
• User-friendly app
Financial
Customer
Process
Learning
•Profitability per order
•Number of orders
•Cost per order
•Variety of medicines
•Number of orders
delivered late
•Reminders sent
•Number of referrals
•Number of repeat orders
•Maximising area base for
vendors
•Pharmacies with real time
inventory tracking
•Fill rate
•Response time
•Improvement achieved
•Customer complaints
regarding app
• Profitability -
5%
• 1000 per day
• <3%
• Profitability -
5%
• <1%
• All reminders
• 10 per day
• 70% repeat
orders
• 2/sq.km.
• Real-time
update
• 95% fill rate
• 2 hours for
emergency
• 3 days for
regular
• <1% of total
users
• Premium on emergency orders
• 20% offer for regular customers
• Inventory-less operations
• By diversifying profile of suppliers
• 20% buffer time
• Push messages in the app
• Collaboration with doctors for
referrals
• Packaging USP, each package
customized for 28 days
• Diversify vendor selection to broaden
variety of medicines
• Enable real-time inventory by linking
supplier billing system to our database
• By broadening supplier network
• Emergency orders prioritized
and FIFO exception is made
• Training on medicines and
brands to ensure error-free
deliveries
• Continuous updates for apps

7. 6/1/2017 7/31/2017 9/29/2017 11/28/2017 1/27/2018 3/28/2018 5/27/2018 7/26/2018 9/24/2018 11/23/2018
App development
Acquire legal team
Select suppliers
Workforce acquisition
Marketing activities
Acquire fixed capital
Roll-Out Plan