Question

Monthly Averages Current Year 2013 Jan 2018 Feb 2018 2017 Jan/Feb 2018 Total Number of visits Net revenue 14,522 $548,747 1,365 $55,028 1,335 $54,748 1,210 $45,729 1,350 $54,888 1,230 $47,037 $13,544 18,000 3,215 665 $12,854 16,000 $13,540 18,000 3,215 538 843 2,620 Salanes and wages Physician fees Malpractice insurance Travel and education General insurance Subscriptions Electricity Water Equipment rental $13,542 18,000 3,215 602 843 $12,952 16,286 2,705 469 700 447 843 $154,250 192,000 31,440 5,365 8,112 189 11,820 1,260 1,260 155,745 103,779 $665,220 1,124 135 676 16 985 105 105 12,979 8,648 $55,435 705 1,029 142 105 12,500 7,923 $57,966 Building lease Other operating expenses Total operating expenses 12,500 8,152 $58,152 1,077 139 105 12,500 8,038 $58,059 998 110 105 12,910 8,561 $55,810 Case 4 Tulsa Memorial Hospital Net profit (loss) IS 3,124) ($ 3,218) ($ 9,706) ($116,473) -212% ($ 3,173) ($ 8,773) Gross margin (%) -57% -59% -212% -58% -187%

1. Using the historical data as a guide, construct a pro forma (forecasted) profit and loss statement for the clinic's average month for all of 2018 assuming the status quo. With no change in volume (utilization), is the clinic projected to make a profit?

2. Now consider the clinic's situation without the new marketing program. How many additional daily visits must be generated to break even? Construct a breakeven graph that can be included in your report.

3. Repeat the Question 2 analysis, but now assume that the new marketing program is implemented.