2020

BUSINESS PLAN
JAMI MASJID WELLNESS CENTER
 Legal Page
Confidentiality Agreement

The undersigned reader acknowledges that the information provided by Jami Masjid Wellness Center
in this business plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of Jami Masjid Wellness Center.

It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means and
that any disclosure or use of same by reader may cause serious harm or damage to Jami Masjid
Wellness Center.

Upon request, this document is to be immediately returned to Jami Masjid Wellness Center.

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Signature

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___________________
Date
 Table of Contents

This is a business plan. It does not imply an offering of securities.

1.0 Executive Summary...............................................................................................................................1

Chart: Highlights.................................................................................................................................3
1.1 Objectives..........................................................................................................................................3
1.2 Mission..............................................................................................................................................4
1.3 Keys to Success.................................................................................................................................4
2.0 Organization Summary..........................................................................................................................4
2.1 Startup Summary...............................................................................................................................5
Table: Startup.......................................................................................................................................5
Chart: Startup.......................................................................................................................................6
3.0 Products and Services............................................................................................................................6
4.0 Market Analysis Summary....................................................................................................................6
4.1 Market Segmentation.......................................................................................................................10
4.2 Target Market Segment Strategy.....................................................................................................13
5.0 Strategy and Implementation Summary..............................................................................................13
5.1 SWOT Analysis...............................................................................................................................13
5.1.1 Strengths...................................................................................................................................14
5.1.2 Weaknesses...............................................................................................................................14
5.1.3 Opportunities............................................................................................................................15
5.1.4 Threats......................................................................................................................................15
5.2 Competitive Edge............................................................................................................................15
5.3 Marketing Strategy..........................................................................................................................15
5.4 Fundraising Strategy........................................................................................................................16
5.4.1 Funding Forecast......................................................................................................................16
Table: Funding Forecast................................................................................................................16
Chart: Funding Monthly................................................................................................................17
Chart: Funding by Year.................................................................................................................17
5.5 Milestones........................................................................................................................................17
Table: Milestones...............................................................................................................................18
Chart: Milestones...............................................................................................................................18
6.0 Management Summary........................................................................................................................18
6.1 Personnel Plan.................................................................................................................................18
Table: Personnel................................................................................................................................19
7.0 Financial Plan......................................................................................................................................19
7.1 Startup Funding...............................................................................................................................19

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 Table of Contents

Table: Startup Funding......................................................................................................................19

7.2 Projected Surplus or Deficit.............................................................................................................20
Table: Surplus and Deficit.................................................................................................................20
Chart: Surplus Monthly.....................................................................................................................21
Chart: Surplus Yearly........................................................................................................................22
Chart: Gross Surplus Monthly...........................................................................................................22
Chart: Gross Surplus Yearly..............................................................................................................23
7.3 Projected Balance Sheet..................................................................................................................23
Table: Balance Sheet.........................................................................................................................23
Table: Funding Forecast..............................................................................................................................1
Table: Personnel..........................................................................................................................................2
Table: Personnel..........................................................................................................................................2
Table: Surplus and Deficit...........................................................................................................................3
Table: Surplus and Deficit...........................................................................................................................3
Table: Balance Sheet...................................................................................................................................5
Table: Balance Sheet...................................................................................................................................5

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1.0 Executive Summary

Jami Masjid Wellness Center is a non-profit health care company that will be located in Buffalo, NY
with hopes to grow in order to compete favorably with leading firms in the healthcare field,
including psychology and social work counselors industry, both in the United States and globally.

Jami Masjid Wellness Center is a health care business that will offer a customized individual
assessment and support services for people living in supported accommodation or in their own
homes that have a mental health condition and anger problem. This may include people in transition
from Children's services to Adult services, from their family homes to more independent living, or
from higher support environments such as care homes or hospitals.

Our focus is to help individuals heal, energize, and become aware of their inner strengths. We
achieve this by providing a neutral safe space, listening to their concerns, and customizing a
treatment plan. 

We promise to be there for these individuals every step of their journey. Our goal is to help them
grow from their struggles, heal from their pain, and move forward to where they want to be in their
life. Our therapists have many years combined experience working with children, families, and
people from all walks of life

Jami Masjid Wellness Center is a multidisciplinary health care practice that offers the following
services: natural medicine, free medical screenings and wellness check-ups, nutritional counseling,
women's health, family and trauma counseling, cupping therapy, and other holistic medical
therapies. We also plan to sell vitamin D, fish oil, wheatgrass, essential oils, hand sanitizers, vitamin
B12, electrolytes, and apple cider vinegar; additionally, we will hand out complimentary dental and
first aid kits to anyone who comes visit to our clinic. We will also offer all other psychological
counseling services, along with mental health social work, marital, family, and child therapy, as well
as provide school social workers and online counseling services.

At Jami Masjid Wellness Center, our clients' overall best interests would always come first.
Everything we do is guided by our values and professional ethics. We have ensured that we hire
professional and certified psychologists, social workers, and counselors with various skills set, who
are well experienced and passionate in helping our clients achieve their personal goals within record
time.

We will, at all times, demonstrate our commitment to sustainability, both individually and as a

private counseling organization, by actively participating in our community’s and integrating
sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our clients'
needs precisely and completely. We will cultivate a working environment that provides a human,
sustainable approach to earning a living, and living in our world, for our partners, employees, and for
our clients.

We are in the healthcare services business to deliver excellent healthcare services to all those who
will utilize our services. We will also ensure that, in the line of carrying out our duty, we comply

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with the laws and health regulations of the United States. Our employees are well trained and
qualified to handle a wide range of health care services.

The purpose of this plan is to provide a fund raising platform with the information necessary to
evaluate the scope and future growth of Jami Masjid Wellness Center in the marketplace. In addition
to serving as a roadmap for management, this plan will show that: a significant market opportunity
exists when analyzing the current market demands and competitive landscape; the management team
set in place is qualified to execute on a well-thought-out operational, marketing, and sales strategy
and the correct capital structure will allow for a long-lasting existence of the health center.

To achieve our objectives, the Management is seeking a $70,000 grant to establish the center. The

funding will be allocated in a variety of ways over time, including a new facility, renovations,
staffing, operations, equipment, and marketing initiatives.

This business plan leads the way. It renews our vision and strategic focus- adding value to our target
market segments and reinforcing our ties with the community.

Chart: Highlights

Highlights

$1,200

$1,000

$800 Funding

Gross Surplus
$600
Net Surplus

$400

$200

$0
FY 2021 FY 2022 FY 2023

1.1 Objectives
 Our company aims to provide a holistic contemporary treatment approach that will be tailored to
each individual to build on his/her innate strengths and focus on his/her whole system.
 We seek to empower individuals and families to release habits, behaviors, and thoughts that
prevent growth, so that they are able to evolve and experience a more fulfilling life.
 We will encourage them to find their strength through self-care, mindfulness, and tailored coping
skills.

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 We recognize the influence of pop culture via social media and other platforms and plan to equip
consumers with the knowledge of healthy social media usage aiming to reduce cyber bullying
and suicide rates.
 To foster behavioral changes that support abstinence and a new lifestyle
 To facilitate active participation in community-based support systems
 To assist clients in identifying and addressing a wide range of psychosocial problems (e.g.,
housing, employment, and adherence to probation requirements)
 To assist clients in developing a positive support network
 To improve clients' problem-solving skills and coping mechanisms
 Provide accessible and affordable health services to adolescents, adults, and families in
the Buffalo area

1.2 Mission
Rooted in devotion to Allah and His Messenger, Jami Masjid strives to enlighten and enhance the
life of every community member through a holistic approach of spiritual awareness, sacred
knowledge, and service to others. At Jami Masjid, our doors are open to people from all walks of
life, seeking peace and comfort.

1.3 Keys to Success

 Identify Problem Areas
 Measure High Performer Results
 Redesign Processes to Achieve like Results
 Implement Improved Business Processes

2.0 Organization Summary

Jami Masjid Wellness Center is a non-profit health care company located in Buffalo, NY that will be
established to compete favorably with leading firms in the healthcare, psychology, and social work
counselors’ industry in the United States.

 Jami Masjid Wellness Center is a health care business that offers a customized individual
assessment and support services for people living in Buffalo, ranging from natural medicine, free
medical screenings and wellness check-ups, nutritional counseling, women's health, family and
trauma counseling, cupping therapy, and other holistic medical therapies.

The company's previous projects are as follows:

 Yearly BBQs with 300 people attendance

 Yearly giveaways: free items and clothing giveaways for the community
 Playground project: raised 100k USD for a brand-new playground in Buffalo, NY
 Van project: raised $40K for a new van to serve as a shuttle to transport our congregants
 One Mile at a Time Foundation: raised 40k for a Social Justice Advocacy foundation after one of
our members was wrongly arrested by police.

The company will be established on a solid foundation. From the outset, the company will
be working solely with qualified professionals to man various job positions in our organization. We

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are quite aware of the rules and regulations governing the health care industry, which is why we will
recruit only well experienced and qualified employees for our foundational staff of the organization.

Jami Masjid Wellness Center will be located in Buffalo, New York: 1955 Genesee Street, Buffalo,
NY 14211.

2.1 Startup Summary

The center start-up costs include all the equipment needed for a healthcare center.

The building we are constructing is a 30x40 foot building, which will include one reception area and
two patient rooms. One patient room will be dedicated for medical treatment and the other will be
utilized for counseling. The reception area will have a computer and filing cabinets for
organizational purposes. The building will be solar powered.

The Start-up table of the business is given below.

Table: Startup

Startup

Requirements

Startup Expenses
Concrete Foundation $7,000
Construction $40,000
Solar Power $5,000
Furnishing and Equipment $5,000
Health Products $3,000
Other $0
Total Startup Expenses $60,000

Startup Assets
Cash Required $10,000
Other Current Assets $20,000
Long-term Assets $0
Total Assets $30,000

Total Requirements $90,000

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Chart: Startup

Startup

$90,000

$80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

$0
Expenses Assets Investment Loans

3.0 Products and Services

We are building a free health clinic directly adjacent to our mosque, which will have the services
mentioned below. Jami Masjid Wellness Center is a multidisciplinary health care practice that will
offer:

 Natural Medicine
 Free medical screenings and wellness check-ups
 Nutritional Counseling
 Women's Health
 Family and Trauma Counseling
 Cupping Therapy
 Other holistic medical therapies

We also plan to sell vitamin D, fish oil, wheatgrass, essential oils, hand sanitizers, vitamin B12,
electrolytes, and apple cider vinegar; additionally, we will hand out complimentary dental and first
aid kits to anyone who comes to visit our clinic.

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4.0 Market Analysis Summary

The US corporate wellness market is undergoing an enormous transformation. Opportunities such as
the use of technology to improve outcomes, the growing reign of artificial intelligence, and the
incorporation of social connectivity are hugely changing the perspective towards corporate wellness
programs.
The growing awareness for healthy eating habits and exercise, the high prevalence of obesity,
healthcare costs, and the reduction of insurance are a few major factors driving the growth of the US
corporate wellness market. The increasing focus on balancing between work and life and the
implementation of company-sponsored employee-centric healthcare campaigns that offer lifestyle
coaching and employee benefits are likely to boost the US corporate wellness market in the coming
years.
Further, leading vendors are adopting digital technology to host virtual screening and disseminate
the information through their company portals to attract more consumers and increase market shares.
The US corporate wellness market’s revenue model can be segmented into recurring revenues and
seasonal revenues. The recurring revenues segment dominated the market and is expected to grow at
a CAGR of around 9% during the forecast period. The integration of employee wellness programs
into facility operations to make them permanent with the workplace culture is propelling the growth
of the segment.
In 2018, the seasonal revenue model recorded accounted for $2 billion. A majority of revenue came
in the second half of the year primarily due to the onset of the cold season. Hence, due to increased
seasonal health challenges, employers were provided onsite flu vaccinations, health and lifestyle
coaching, and 24-hour nurse line, which drew the seasonal revenue for the US corporate wellness
market.
The US corporate wellness market is classified into large private sector businesses, medium private
sector businesses, public sector companies, small private sector businesses, and non-profit
organizations. Large private sector business is the largest and is expected to grow at a CAGR of
around 8% during the forecast period.
The US corporate wellness market by programs can be segmented into HRA, nutrition and weight
management, smoking cessation, fitness services, alcohol and drug rehab, stress management, health
education services, financial wellness, and others. The HRA program dominated the US corporate
wellness market and is expected to grow at a CAGR of around 8% during the forecast period.
Increasing healthcare costs have given prominence to preventive care, which is driving the HRA
segment. Further, the HRA participation in sync with health insurance is an upcoming trend as most
of the employees are using incentives for HRA completions and participation in biometric
screenings and physical activity programs.
The US corporate wellness market by types can be segmented into service and technology. The
service industry has captured nearly three-fourths of the market and is expected to grow at a CAGR
of around 8% during 2018-2024. The segment includes health coaches, clinical interventions, and
other such programs, whereas the technology segment includes devices, health applications, and
software. In the last few years, there has been growing integration between services and technology.
For instance, Terryberry Wellness, a cloud-based employee wellness program, partnered with
WellRight, a wellness program company offering biometrics, health assessments, and wellness
education to provide an integrated portal for wellness activities, education, social encouragement,
and incentivizing healthy behaviors.

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The US corporate wellness market by the delivery model can be segmented into onsite and offsite.
The onsite delivery model has captured more than three-fourths of the market and is expected to
grow at a CAGR of around 9% 2018-2024. The number of large employers providing on-site health
clinics has grown in a bid to help increase participation and improve the overall health of the
employee. The offsite delivery model is prevalent in small and medium-sized businesses and non-
profit organizations.
The US corporate wellness market, by incentive, can be segmented into participatory programs and
health-contingent programs. Participatory programs have captured half of the market and are
expected to grow at a CAGR of around 10% during the forecast period. Vendors are designing
incentive programs that are in sync with the goals and objectives of the company. Hence, with the
legal landscape becoming murkier, participatory programs are offering a safe alternative, which is
expected to drive the US corporate wellness market.
The US corporate wellness market is highly fragmented, with the leading four vendors accounting
for less than 15% of the market share. However, the market is witnessing consolidation, albeit at a
slow pace. The market is witnessing the entry of several external players such as in-house services
by large businesses and other entities in the health and fitness space that offer membership discounts
to drive up their share of the pie in the market. There are also a lot of health clinics, gyms, and
fitness clubs that provide certain services hinged on tests and biometric screenings, memberships,
health fairs, seminars, educational workshops, and incentives. Further, mergers and acquisitions are
also gaining traction as players are looking forward to becoming more comprehensive in their
offerings.
The Behavioral Health Market

The Behavioral Health Market Size is poised to attain valuation of US $240 Billion by 2026
according to a new research report by Acumen Research and Consulting. The market is growing at a
striking CAGR around 2.5 % over the forecast time frame 2019 - 2026.

As a consequence of the increasing incidence of mental health disorders and increased demand for
behavioral health treatments the global demand for health facilities is increasing. Increased
awareness and social acceptance of comport mental health problems will provide conduct health
suppliers with favorable market opportunities. Clinical advances in treatment have produced both
psychological and detoxification treatments with fresh and enhanced processes. The development of
the behavioral health industry is driven by online consulting and day care. The development of fresh
treatments and programs, as well as favorable supply and demand are some other variables that are
anticipated to increase behavioral healthcare market growth.

However, there are some things which could hinder a worldwide demand for behavioral health
services that have restricted access to mental health providers, namely, absence of a well-educated
mental health provider, lack of knowledge of treatment options amongst the general population, and
restricted primary care facilities.

Core services providing a broad variety of behavioral health facilities and fresh model delivery, such
as home-based and telepsychiatric services, are devoted to competitiveness on the global health
market. Other main approaches taken by leading players to grow their company are mergers,
acquisitions, and partnership agreements. In February 2019, for example, Universal Health Services,
Inc. concluded a Southeast HEALTH partnership to provide high quality behavioral health services.
This partnership allowed the firm to consolidate its market position.
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Although behavioral health services are highly needed and urgent, the adherence of patients continue
to be low. Increased incidences of behavioral problems involve better access to therapy and advice.
This has concentrated competition attention on the development or acquisition of care centers for
collaborations and joint ventures. Health systems invest in a number of specific emergency facilities,
including holding units, telepsychiatry, and health-related behavioral emergency units.

Skyrocketing expenses for healthcare continue to haunt people facing health issues. Leading service
suppliers continue to offer high costs of behavioral healthcare. However, as the preference of people
and patients is increasing for accessible care, behavioral market players seek to compete with low-
cost suppliers to achieve a broader base of consumers. The adoption of a cooperative health model
covering primary care facilities will probably show favorable economic returns and reimbursements.

Key actors are involved in developing new behavioral health facilities and expanding services. The
major health industry companies are incorporating strategies such as purchases and collaborations to
create a presence in untapped markets and obtain equipment. Many policies in the developing
countries, especially those in the Asian-Pacific economies, are likely to give competitive
development possibilities to enhance the strategy towards dealing with behavioral health problems.

A fresh domestic behavioral health platform, Promises Behavioral Health, was announced in March
2019. It would work in a 12-state program, including programs for veteran, and in seven countries it
offers a variety of treatment alternatives for sexual addiction, drug abuse, dietary disorders, traumas,
and other mental health disorders.

With a number of large organizations and service suppliers, the worldwide behavioral health
industry is extremely fragmented. Although there are organized main players in this market, the bulk
of the market is served by small-scale regional operators and professionals. In efforts to extend the
reach of consumers, leading firms are also acquiring hospitals and comparable care facilities.

Market Trends

The trend in the psychologists, social workers, and marriage counselors industries shows that in the
last half a decade, the industry has grown consistently. Private counseling services are needed
regardless of economic conditions, which insulate the industry from economic fluctuations.

Going forward, as people continue to be employed and regain a steady income, private health
insurance will become more affordable, prompting consumers to seek private counseling services
when needed.

One thing is certain, the trend in the psychologists, social workers, and marriage counselors
industries is such that if you want to be ahead of your competitors, you should be able to acquire as
much certifications as possible and you should be able to have loads of testimonies from your
clients.

The truth is that, if your clients experienced huge differences in their life as a result of hiring the
services of your organization, then they will be compelled to help promote your organization.

Another notable trend in this industry is the influence of technology; the advent of technology is
responsible for the increase in income generated by private counselors all over the world. With

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technology, it is no easier for private counselors to counsel their clients that are thousands of miles
away from them. Tools like video calling/Skype, YouTube, live chat, Webcast, and such are being
used by private counselors to counsel clients in different parts of the world.

4.1 Market Segmentation

Buffalo is a city located in New York. With a 2020 population of 255,244, it is the 2nd largest city
in New York (after New York) and the 87th largest city in the United States. Buffalo is
currently declining at a rate of -0.21% annually and its population has decreased by -2.32% since the
most recent census, which recorded a population of 261,310 in 2010. Buffalo reached its highest
population of 580,132 in 1950. Spanning over 52 miles, Buffalo has a population density
of 6,321 people per square mile.

The average household income in Buffalo is $52,943 with a poverty rate of 30.26%. The median
rental costs in recent years comes to $757 per month, and the median house value is $82,900. The
median age in Buffalo is 33 years, 31.5 years for males, and 34.4 years for females. For every 100
females there are 90.9 males.

Buffalo is the second-most populous city of New York behind New York City. Buffalo is located in
Western New York, on Lake Erie, at the head of the Niagara River across from Fort Erie, Ontario,
Canada.

Population Size and Density in Buffalo, NY

The city proper has a population density of 6,436 people per square mile (2,568 per square
kilometer). The urban population is about 93,600, which ranks 46th in the country. The Buffalo-
Niagara Falls metropolitan area has a combined population of about 1.3 million and the 49th largest
in the U.S., while the Combined Statistical Area has a population of 1.2 million.

Buffalo Diversity

The most common ancestry groups in Buffalo are German (13.6%), Irish (12.2%), Italian (11.7%),
Polish (11.7%) and English (4.0%). There are large populations of people from Irish, Italian, Polish,
German, Jewish, Arab, Greek, Indian, Macedonian, Indian, and Puerto Rican descent.

Many ethnic neighborhoods have changed over the last fifty years as well. The East Side was
traditionally a Polish-American community with Italian-Americans in the West Side. Today, the East
Side is mostly African American, while the West Side has many ethnicities. Through much of
Buffalo's history, the First Ward (a collection of neighborhoods) has been almost wholly people of
Irish descent, but it is now home to many people of Arab descent, particularly those from Yemen.
The Jewish population, meanwhile, has moved to the suburbs or the Upper West Side since the
1950s.

In 2008, the United Nations rated the Buffalo-Niagara Falls area as being one of the worst cities in
the world in terms of economic inequality and racial bias, stating that 40% of Hispanic, black, and
ethnically mixed households earned less than $15,000, versus 15% of white households. The United
States Census department also called the area the 8th most segregated in the country.

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Buffalo Population Growth

Buffalo's population peaked in 1950, like many former industrial cities, at which time it was the 15th
largest city in the country. Buffalo's population had declined in every census since 1950 when its
population was 580,000. In 2006, Buffalo's community was equivalent to its population in 1890,
essentially reversing it 120 years.

After a decades-long loss of young people, the Buffalo-Niagara area has finally turned things around
and is once more seeing a growth in the number of Millennials moving to the region. Since 2006, the
number of Millennials (aged 20 through 34) has grown by over 10%, while the region's total
population shrank 1%. This has been the most substantial growth of young people among all
counties in New York and exceeds national growth for the age group.

Buffalo Facts

 Buffalo is home to the original Buffalo chicken wings. Before its invention, chicken wings were
used in stock or thrown away. The invention is credited to Anchor Bar owners Frank and Teressa
Bellissimo, who created the first Buffalo wings in 1964.
 Buffalo is also famous for beef on weck, a culinary dish derived from earlier German immigrants
to the area. It's believed a German baker in Buffalo came up with the sandwich, which has roast
beef and horseradish on a kummelweck roll.
 Buffalo's most infamous event was the 1971 Attica prison riot.
 "Buffalo buffalo Buffalo buffalo buffalo buffalo Buffalo buffalo" is a grammatically correct
sentence that uses all three meanings of the word: the city of Buffalo, a verb meaning to buffalo
(or bully), and the animal buffalo.
 The 1840s was a prosperous time for Buffalo and is remembered as the Fabulous Forties. This
ended with a cholera outbreak in 1849.

Buffalo began as a small trading community in 1789 and quickly grew when the Erie Canal was
constructed in 1825. At the time, it had a population of about 2,400, which rose to 10,000 by 1832.
By 1900, it was the 8th largest city in the country and became a major railroad hub.

Buffalo has long been home to a sizable African American community and at one point a regular
meeting place for abolitionist leaders and a terminus point of the Underground Railroad. During the
Civil War, Buffalo grew in population from 81,000 to more than 94,000 by 1865. At the start of the
20th century, Buffalo was known as the City of Light for its widespread electric lighting, becoming
the first city in the country to use electric street lights in 1881. Buffalo saw great prosperity later
during World War II as a manufacturing center, although it reached its peak population by the 1950s
and declined for more than 60 years.

Buffalo Demographics

According to the most recent ACS, the racial composition of Buffalo was:

 White: 47.42%
 Black or African American: 36.68%
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 Other races: 5.80%
 Asian: 5.56%
 Two or more races: 4.02%
 Native American: 0.47%
 Native Hawaiian or Pacific Islander: 0.05%

4.2 Target Market Segment Strategy

Generally, those who need holistic natural products, healthcare, and social care services range
from children and adults, to those who have mental/psychiatric challenges, and any other ailment
that the physician deems that the use of therapy, regular medical counseling, and health
management.

The fact that we are going to open our doors to a wide range of customers does not in any way stop
us from abiding by the rules and regulations governing the health and social care industry in the
United States. Our staff will be well-trained to effectively service our customers and give them value
for their money.

5.0 Strategy and Implementation Summary

The company will implement its sales and marketing strategy effectively as these are activities that
can guarantee the success of the business. 

In summary, we will adopt the following strategy and implement them to win customers over:

 Introduce our business by sending introductory letters to residence, business owners, and
corporate organizations
 Advertise our business in community-based newspapers, local television, and local radio stations
 List our business in yellow pages ads (local directories)
 Leverage on the internet to promote our business
 Engage in direct marketing
 Leverage on word of mouth marketing (referrals)
 Attend health care related exhibitions/expos.

5.1 SWOT Analysis

We are in a highly lucrative market in a rapidly growing economy. We foresee our strengths as the
ability to respond quickly to what the market dictates and to provide quality service in a growing
market. In addition, through aggressive marketing and quality management, we intend to become a
well-respected and known entity in our respective industry. Our key personnel have a wide and
thorough knowledge of the local competitors, which will go towards penetrating the market.
However, we acknowledge our weakness of a newly established wellness center without a lot of
experience, and the threat of new competition taking aim at our niche. Below are the summarized
strengths, weaknesses, opportunities, and threats.

5.1.1 Strengths
We are located in a nationally recognized underserved area. This means that many of our neighbors
and community members do not have access to healthcare. This therefore means we would get heavy
foot traffic to our clinic. This will increase our clientele. Other strength includes;
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 Strategic market segmentation and implementation strategies

 Diversified market segments: ensuring the lack of dependency on one particular market
 An aggressive and focused marketing campaign with clear goals and strategies
 

5.1.2 Weaknesses
We only have two rooms and of these only one is a patient room, the other is for counseling. This
limits our room for patient care. Other weaknesses include:

 Lack of a reputation in comparison to other healthcare center

 The introduction of new organizational practices and personnel who have not previously worked
together presents a challenge to the center.
 A limited financial base compared to the major players in the industry

5.1.3 Opportunities
Due to high demand, if we can raise the funds to build this clinic and show the community that we
can run a successful health clinic, we can then go ahead and expand the building to include more
patient rooms. Other opportunities include:
 Specific niche: appreciation for high-quality, enjoyment, and refreshment
 Internet marketing and sales- though still in its infancy
 The ability to service the demand
 Provide differentiation through enhanced convenience and service attributes

5.1.4 Threats
Our greatest threat is the competitor, Jericho Road Health Clinic, located down the street, which
provides free chiropractic care on the weekends. Other threats include:

 Established mass-market companies' development of new lines and vertically integrating so as to

be totally in control of supplies and products being sold on the respective markets
 New marketing strategies and tactics by established products and companies

5.2 Competitive Edge

Our competitive edge include:

 Quality service
 Efficient management
 Integrity
 Customer satisfaction

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 Jami Masjid Wellness Center

5.3 Marketing Strategy

The strategy for reaching our customers will be based on a series of aggressive online and direct
marketing campaigns. Minor campaigns through offline advertising will be run to introduce the
company.

In addition to the advertisements, we will aggressively campaign through online marketing. We will
leverage referrals from existing customers through online loyalty campaigns.

There a number of other market strategies that will be utilized to ensure penetration. To summarize
the strategies as follows:

 Online marketing strategies

 E-mail marketing
 Direct marketing campaigns
 Participating in Products Fairs
 Advertise in the classified section of the newspapers
 Online advertisements (Google Search, industrial forums, etc...)
 Social media campaigns
 Direct sales

5.4 Fundraising Strategy

We will use the online fundraising platform, LaunchGood.com, to raise the funds as well as
applying for grants to finance the operation of the wellness center.

5.4.1 Funding Forecast

We expect to get $100 grant monthly to finance the purchases of gloves, medical supplies, tongue
depressors, and other equipment that we will need to keep the center running for free.

Table: Funding Forecast

Funding Forecast
FY 2021 FY 2022 FY 2023
Funding
Grant $1,200 $1,200 $1,200
Other $0 $0 $0
Total Funding $1,200 $1,200 $1,200

Direct Cost of Funding FY 2021 FY 2022 FY 2023

Gloves, tongue depressors, medical $1,200 $1,200 $1,200
supplies, etc…
Others $0 $0 $0
Subtotal Cost of Funding $1,200 $1,200 $1,200

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 Jami Masjid Wellness Center

Chart: Funding Monthly

Funding Monthly

$100

$90

$80

$70

$60 Grant

$50 Other
$40

$30

$20

$10

$0
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

Chart: Funding by Year

Funding by Year

$1,200

$1,000

$800 Grant

Other
$600

$400

$200

$0
FY 2021 FY 2022 FY 2023

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 Jami Masjid Wellness Center

5.5 Milestones
The tentative milestones are shown below. Management reserves the right to make changes to this
schedule as needed.

Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department

Opening 5 patient 9/1/2020 11/1/2020 $0 Jami Masjid Management
once a week
7 patients once a 11/1/2020 2/1/2021 $0 Jami Masjid Management
week
10 patients once a 2/2/2021 4/1/2021 $0 Jami Masjid Management
week
15 patients once a 4/2/2021 6/1/2021 $0 Jami Masjid Management
week
Totals $0

Chart: Milestones

Milestones

Opening 5 patient once a week

7 patient once a week

10 patient once a week

15 patient once a week

Sep `20 Oct Nov Dec Jan `21 Feb Mar Apr May

6.0 Management Summary

The company will be managed by Jami Masjid Mosque management of Buffalo, the owners of the
healthcare center. They have the experience of running a Non-profit organization and healthcare
center; their knowledge and experience of this industry will be the key factor to push the company to
its zenith.
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 Jami Masjid Wellness Center

6.1 Personnel Plan

The personnel forecast below shows the staffing needed. The staff will not receive salary as they will
all be working voluntarily for the health center.

All practitioners will be licensed, trained professionals providing the highest quality of service. We
expect to have 10 professionals volunteering for us.

Table: Personnel

Personnel Plan
FY 2021 FY 2022 FY 2023
Medical Doctors (2) $0 $0 $0
Professional Counselors (1) $0 $0 $0
Nutritionist (1) $0 $0 $0
Receptionist (1) $0 $0 $0
Total People 0 0 0

Total Payroll $0 $0 $0

7.0 Financial Plan

The following plan is based on years of experience, is highly focused, and promises to follow a path
of prosperity.  It is based on conservative figures, and actual figures may be higher. The projections
contained herein are authentic and will be used as the budget for the healthcare center.

The grant fund, in addition to the Mosque grant contributions, will allow the health center to

successfully open and maintain operations throughout the year one. The initial capital investment
will allow the center to provide an exceptional healthcare service experience to the members of this
diverse community.

This section outlines the finances of the business.

7.1 Startup Funding

We are seeking a grant fund of $70,000 to finance the startup of the healthcare center. In addition,
the Jami Masjid has an already available grant fund of $20,000 to complete the total startup funding
required for the healthcare center.

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 Jami Masjid Wellness Center

Table: Startup Funding

Startup Funding
Startup Expenses to Fund $60,000
Startup Assets to Fund $30,000
Total Funding Required $90,000

Assets
Non-cash Assets from Startup $20,000
Cash Requirements from Startup $10,000
Additional Cash Raised $0
Cash Balance on Starting Date $10,000
Total Assets $30,000

Liabilities and Capital

Liabilities
Current Borrowing $0
Long-term Liabilities $0
Other Current Liabilities (interest-free) $0
Total Liabilities $0

Capital

Planned Investment
Grant- Mosque $20,000
LaunchGood.com $70,000
Additional Investment Requirement $0
Total Planned Investment $90,000

Loss at Startup (Startup Expenses) ($60,000)

Total Capital $30,000

Total Capital and Liabilities $30,000

Total Funding $90,000

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 Jami Masjid Wellness Center

7.2 Projected Surplus or Deficit

The Projected surplus and deficit of the center is given below.

Table: Surplus and Deficit

Surplus and Deficit

FY 2021 FY 2022 FY 2023
Funding $1,200 $1,200 $1,200
Direct Cost $1,200 $1,200 $1,200
Other Costs of Funding $0 $0 $0
Total Direct Cost $1,200 $1,200 $1,200

Gross Surplus $0 $0 $0
Gross Surplus % 0.00% 0.00% 0.00%

Expenses
Payroll $0 $0 $0
Marketing/Promotion $0 $0 $0
Depreciation $0 $0 $0
Rent $0 $0 $0
Utilities $0 $0 $0
Insurance $0 $0 $0
Payroll Taxes $0 $0 $0
Other $0 $0 $0

Total Operating Expenses $0 $0 $0

Surplus Before Interest and Taxes $0 $0 $0

EBITDA $0 $0 $0
Interest Expense $0 $0 $0
Taxes Incurred $0 $0 $0

Net Surplus $0 $0 $0
Net Surplus/Funding 0.00% 0.00% 0.00%

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 Jami Masjid Wellness Center

7.3 Projected Balance Sheet

A balance sheet is a snapshot of Jami Masjid Wellness Center financial condition. The balance sheet
has three parts: assets, liabilities, and ownership equity.

Table: Balance Sheet

Pro Forma Balance Sheet

FY 2021 FY 2022 FY 2023
Assets

Current Assets
Cash $10,000 $10,000 $10,000
Other Current Assets $20,000 $20,000 $20,000
Total Current Assets $30,000 $30,000 $30,000

Long-term Assets
Long-term Assets $0 $0 $0
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $0 $0 $0
Total Assets $30,000 $30,000 $30,000

Liabilities and Capital FY 2021 FY 2022 FY 2023

Current Liabilities
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $0 $0 $0

Long-term Liabilities $0 $0 $0
Total Liabilities $0 $0 $0

Paid-in Capital $90,000 $90,000 $90,000

Accumulated Surplus/Deficit ($60,000) ($60,000) ($60,000)
Surplus/Deficit $0 $0 $0
Total Capital $30,000 $30,000 $30,000
Total Liabilities and Capital $30,000 $30,000 $30,000

Net Worth $30,000 $30,000 $30,000

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 Appendix

Table: Funding Forecast

Funding Forecast
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Funding
Grant $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Funding $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100

Direct Cost of Funding Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Gloves, Tongue Depressors, $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Medical supplies, etc..
Others $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cost of Funding $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100

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 Appendix

Table: Personnel

Personnel Plan
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Medical Doctors (2) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Professional Counselors (1) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Nutritionist (1) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Receptionist (1) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 0 0 0 0 0 0 0 0 0 0 0 0

Total Payroll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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 Appendix

Table: Surplus and Deficit

Surplus and Deficit

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Funding $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Direct Cost $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Other Costs of Funding $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Direct Cost $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100

Gross Surplus $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Gross Surplus % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Expenses
Payroll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Marketing/Promotion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Payroll Taxes 15% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Surplus Before Interest and $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Taxes
EBITDA $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Interest Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Surplus $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Surplus/Funding 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

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 Appendix

Table: Balance Sheet

Pro Forma Balance Sheet

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Assets Starting
Balances

Current Assets
Cash $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
Other Current Assets $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000
Total Current Assets $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000

Long-term Assets
Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Accumulated Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Assets $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000

Liabilities and Capital Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

Current Liabilities
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Paid-in Capital $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000
Accumulated Surplus/Deficit ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000) ($60,000)
Surplus/Deficit $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Capital $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000
Total Liabilities and Capital $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000

Net Worth $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000

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