Graduate Student Marketing Plan

Sara Mullins

MM522

Marketing Management

Spring 2011

1.0 Executive Summary

If you are the CEO, it matters. If you are the Director, it matters. If you are the Waste Engineer,

it matters. After a long and remarkable life, one thing really matters. Your health. When you

are 82 years old, having retired from an industrious career, applauded by many to be the best in

your class, the top dog, the leader of many, only one thing can make your life liveable and that is

your health. There is not enough money in the world to restore years of neglect and abuse. Poor

posture, poor nutrition, and poor circulation will all make you impoverished in your retirement

years. Take care of it now. Find a great chiropractor and make a practice of seeing him or her

regularly. What follows is a marketing plan that will set apart our firm—one that is dedicated to

bringing chiropractic to the forefront in healthcare.

2.0 Situation Analysis

The firm faces two critical issues:

Identifying New Patients

Developing Patient Loyalty

The most important aspect is loyalty because it is inherently less costly to maintain a patient than

to obtain a new one.

The firm should consider three primary macro environmental issues:

Competition

Discretionary Income

Perceptional Value

Capabilities of the firm include the ability to serve 18 patients per day, practicing 4 days per

week for a total of 72 patients, which is below average allowing room for growth. Additionally

the firm is able to share physical therapy and massage offerings with the salon / spa located in

the office. This is a rare opportunity, placing the firm in a unique position to gain market

advantage through referrals from the spa.

2.1 Market Summary

Market definition: Adults of both genders, single or married, between the ages of 20 to 64,

professionals and technical workers with an income of $50,000 or greater living in the zip code

areas immediately adjacent to the office. These zip codes include: 33759, 33761, 33763, 33765,

34695, 34698, and 34677.

Demographic size: The median age of the US population was around 36.8 in 2009; people in the

age range of 31 to 50 make up 29% of patients (www.IBISWorld.com.) Baby boomers will

continue to affect trends as they age. The total number in this demographic living in the area

defined is over 150,000. This number is derived from the Census 2000 data by searching each

zip code selected for number of population in the year 2000, (www.census.gov) and with the

assumption that the area has experienced 10% growth since the year 2000.

(http://www.clearwater-fl.com/info/about/demographics.asp)

Growth: As the population ages and as health care costs continue to rise many more will look to

alternative health care to maintain healthy lives well into retirement. The area population has

grown by roughly 10% every decade since 1950.

(http://www.clearwater-fl.com/info/about/demographics.asp)

Trends: Greater attention to nutrition and whole foods. Cost of prescription medications will

drive patients to seek drug-free alternatives. As insurance companies allow less benefit

coverage, more patients will begin to pay out-of-pocket.

Strengths: The firm’s principal physician is knowledgeable, has a good ‘bedside’ manner, is

hospitable, and exhibits a desire to develop trustworthy relationships with clients. Additionally,

there is a strong relationship with the salon / spa located within the office which adds a serenity

and peaceful atmosphere for the comfort of patients.

Weaknesses: The office space may not allow for the smooth transition from one patient to

another in order to accommodate 18 per day. The current limited staffing prohibits freedom of

the physician to focus solely on ‘knock your socks off’ service and patient attention.

Opportunities: Baby boomer aging will lend an increase in age related physical aches and pains

which chiropractors can address. An increase in public education of the virtues of alternative

health care will contribute to growth of demand.

Threats: As health insurance benefits dwindle due to costs, competition for patients from other

providers such as medical doctors (MD’s), physical therapy groups, and osteopathic practitioners

may pose a threat.

2.3 Competition

There are five chiropractic providers within the three-mile radius when a “Google” search is

conducted using the zip code. None are directly located on the same street or immediate vicinity.

The competitors utilize multi-media promotion: billboards, trade and specialty magazines,

newspaper, and television. Additionally they are developing referral source relationships with

injury attorneys and health club organizations. The two top competitors are Melilli Chiropractic

Care, and Dr Monte Venis—Back & Neck Pain Center. Upon visiting each office here is what

the firm discovered:

Melilli Chiropractic Care has been in business for over 15 years. While their office is

professional looking, it is hard to find, and the signage has very small print that is hard to

read when driving by. Upon entering, the waiting area has a clinical and cold feel. When

asked for a brochure, the assistant seems harried and distracted. The office collaterals are

cheap looking stock items with the name stamped rather than imprinted on the back.

They are un-integrated, have outdated photographs, and contain too much reading to be

engaging. There are no business cards in sight and no published rates.

Dr Monte Venis has been in practice for 25 years. The office has a corner location

situated across from the local high school, and is easy to locate due to large signage. The

parking, however, is inadequate, difficult to navigate, and is paved with large gravel that

makes walking to the door precarious. Someone in severe pain due to a fall might be

hesitant to take the risk of slipping on the gravel or to experience irritation and

discomfort from the un-level surface. Dr. Venis’ waiting room has a musty odor and

very little natural light. The assistant is helpful at first but becomes inattentive quickly.

There is no personal selling. As in the case with the Melilli firm, the collaterals are

unattractive, cheap, and stamped on the back.

Due to the wide variation of modalities and philosophies of each firm, their share or position in

the market is divided because there is no unity of services provided.

2.4 Service offering

The firm’s services include addressing spinal pathology, musculoskeletal care and health through

manipulation, traction, pain reduction and injury prevention, diet and nutritional counseling,

therapeutic exercise training, stretching techniques, specific physical therapy methodology,

holistic health philosophies and education.

2.5 Keys to Success

Consistent execution and great reputation

Multi-faceted marketing approach

Higher profile and visibility

Patient call-to-action and incentives

Effective loyalty programs

Strong referral source relationships

2.6 Critical Issues

The firm’s services are delivered in-house. Most critical is keeping current patients while

gaining new ones.

3.0 Marketing Strategy

The strategy includes use of public relations, internet website , direct marketing, promotional

events, sales events, educational collateral, and speaking engagements designed to showcase the

attributes of Clearwater Chiropractic Center (the “firm”) as a preferred provider for back and

neck pain relief. All items used for distribution will be carefully chosen and integrated to

portray the brand of care.

3.1 Mission

Clearwater Chiropractic Center is in business to provide back and neck pain relief through non-

invasive therapy. We will educate the public that chiropractic care is about diminishing pain by

a means that is holistic and that promotes overall good health of the individual through research,

service, and advocacy of strength and safety.

3.2 Marketing Objectives

The firm has set aggressive objectives that are necessary to not only remain competitive but to

provide enough cash flow to firmly establish the business base.

First Year Objective: Increase annual patient visits from 2200 to 2600. A patient may

visit 12 to 20(or an average of 16) times annually for treatment and maintenance care.

Therefore the number of new patients should increase by a minimum of 33 or 2.7 new

patients per month to reach this goal.

Second Year Objectives:

1. Increase new patient number again by 33 annually, boosting visits by 528 to a

total of 3128 annually.

2. Solidify patient loyalty by introducing frequent buyer clubs such as educational

seminars, yoga classes, and nutritional evaluations. This is similar to the Wal-

Mart approach, the more time a patient spends in the office the more he or she

tends to buy. The goal is that at least 50% of visits will be repeat patients by the

end of the year.

Third Year Objective:

1. Add 34 new patients. This will increase the new patient load over the three years

by 100. The translated schedule equals 3800 patient visits or 78 per week in 49

weeks annually (allowing the physician 3 weeks for vacation.)

2. Increase revenue opportunities by launching internal medical diagnosis and / or

treatment by September 30, 2013.

3.3 Financial Objectives

The increase of patient load will naturally increase revenue. Nearly 45% of the firm’s current

patients pay cash at $40 per visit, equaling total revenue of $44,550. A full 30% are covered by

health insurance at an average underwritten co-pay of $22.50 ($15 to $30) per visit for total

revenue of $14,850. Auto accident victims, comprising 25% of current patients, pay roughly an

average of $145 per visit, for a total revenue of $79,750. The firm believes that a mix of the

three sectors each comprising 1/3 of the business is optimal. By increasing the auto accident

referrals by 120 visits annually (or 2.4 visits each week) the revenue will increase by $17,400.

3.4 Target Markets

The firm’s target markets will include adults between the ages of 20 and 64 who have household

income of over $50,000 and who purchase insurance for medical treatment. These adults will

likely reside within 30-40 minutes driving range in the zip code areas immediately adjacent to

the office. According to the year 2000 Census, the market size is 143,116 and growing by 10%

annually. (www.census.gov) (See Table 1.1)

2000 Census Data      

Zip Code PopulationHouseholds w/Income Ages 20-64  

  >$50,000  33759 20,071 2948 11,155  33761 19,594 3888 9,332  34698 34,235 5527 17,846  34677 19,628 4101 11,442  34695 18,156 3760 10,557  33763 18,029 2686 7,741  33765 13,403 1560 8,239  

  143,116 76,312           

Table 1.1

3.5 Positioning

The firm will offer essential chiropractic care in a relaxed spa-like environment. Its main focus

is on taking the time to truly listen to the patient’s needs while offering the most gentle

adjustment technique and treatment. The result is an experience that goes beyond chiropractic to

encompass holistic and non-intrusive care addressing mind, body and soul.

Using social media such as Facebook, the firm will utilize testimonials from satisfied patients in

the form of comments posted on the firm’s Facebook page. This will help further confidence

and acceptance of alternative health services.

3.6 Strategies

First, to create market momentum in order to retain current patients and increase loyalty, the firm

will introduce a postcard mailer in the first two months to the patient database. Also, to gain new

referrals from this marketing activity, the postcard mailer will include incentives to bring friends,

family, and/or associates to introduce them to the services.

Additionally, due to the retainer relationship with the Toronto Blue Jays baseball team the firm

can position itself for market category leadership in the sports injury arena. This will be

accomplished through the use of celebrity endorsement on quality collateral materials such as

brochures, direct mail pieces, and signed photographs prominently displayed in the offices.

Finally, the firm will support the marketing strategies by conducting bi-annual competitive

analysis to determine pricing. Typically the firm will remain above competitor’s pricing and

continue to push value versus cost through advertising and education. The two main

characteristics that set the firm above others are: the spa-like atmosphere and the amount of time

the doctor spends with each patient.

3.7 Marketing Mix

Product: The basic product is a single spinal adjustment. Included in the initial visit is free

evaluation, electron and laser heat therapy, and ten-minute shiatsu table massage.

The main benefit of going beyond the drab experience of chiropractic is the way the service is

wrapped in individualism and presented with amazing attention and customer service. A patient

will go away from the visit feeling as though he has a relationship with the doctor.

The third year the firm will introduce internal medical diagnostic evaluations and treatment at

prices consistent with medical insurance reimbursement. This will enhance the overall push for

health and wellness, adding value to the visit.

Pricing: In order to maximize current profit the firm will continue to charge the per visit fee of

$30 allowed by insurance carriers. The firm will raise prices for cash patients to $45 per visit

and auto accident patients will pay $135 - $165 per visit. As an incentive, the firm will offer

value-added bundled rates to corporate groups that refer employees. The bundle will include an

hour-long relaxation massage prior to the chiropractic adjustment for a rate of $65.

Place: There is currently only one channel of distribution, the main office. The drive to the

office building is lined with attractive landscaping. Parking is underneath mature Live Oak trees

and located conveniently to the building. As you approach the neat, brick and glass medical

offices you see on the upper window a large and readily identifiable logo of an artistic rendering

of a man's bare back (kinda sexy) with the words 'Clearwater Chiropractic Center' in large letters

emblazoned next to it. The wide double glass doors also have a logo for the salon / wellness spa

which shares space with the doctor. Upon entering, you are immediately in a spacious and

modern lobby with ample natural lighting, complete with contemporary and comfortable

furnishings. There is soft new age music playing overhead and a few sedate floral arrangements

and candles set the relaxing atmosphere. On the left is our chiropractic office and to the right is

the spa that has low lighting. An attractive receptionist dressed in a soft colored clinical coat

smiles and says hello. If you already know where you are going, you will seat yourself in the

chiropractor's chairs. Otherwise the receptionist will direct you and offer a glass of water.

Attractive health related magazines are strategically placed. The wait is brief until the doctor

ushers you into a consultation room with a padded therapy breakaway table. The room is painted

in a muted color and is lighted with a home-like floor torchier with a. low-wattage bulb. His

voice and manner are gentle but confident as he asks a few questions of your health concerns. He

listens intently to your answers and offers a suggested treatment, explaining that his goal is to

heal your pain in as few sessions as possible. On agreement you are introduced to heat laser

therapy to relax the back muscles. In a short time, the doctor uses a tool that gently thumps your

spine to facilitate adjustment. Before you realize it, your treatment is finished and you are

escorted to another quiet and low-lighted room where you are treated to a ten-minute shiatsu

massage while covered with a warm blanket. The doctor recommends two more treatments and a

massage next door, which only costs $25 for an hour. He then walks you over to the spa to book

your massage with his 'favorite' therapist, finally shaking your hand with a smile as you depart.

You feel refreshed and ready to face the world!

Promotion: The current logo design is easily identified and understood by the buyer. The logo

and firm name are of a good size and placed conspicuously on the front window of the ‘shop’,

readable from a distance. Each piece of collateral and logo must match the current logo to

reinforce brand visibility. All future advertising must be coordinated to promote objectives and

positioning.

1. To generate ongoing interest, the firm will utilize an interactive ‘Facebook’ blog, and

create an online survey with a prize drawing offering one free shiatsu table massage

along with complimentary gift basket of nutritional supplements on a quarterly basis.

The winner will be posted, with appropriate signed release, on the Facebook thread.

2. The firm will seek web-site links through channel providers.

3. A push for referrals from medical channels will include a ‘killer’ all-natural snack or

dessert delivered to professional offices along with a concise flyer of services offered and

the phrase ‘Now Accepting New Patients’ prominently displayed.

In the initial new patient evaluation there will be a methodical introduction of services available

i.e. personal selling, along with a glossy packet of information for the patient to take home.

Included in the packet will be incentive coupons for future visits bundled with a massage,

incentives for new patient referral, and internet Facebook and Linked In information for the new

patient to ‘friend’ the firm as well as invite others to ‘friend’ the firm.

Attached are supporting marketing activities to create momentum:

May

Since May includes Mother’s Day and National Women’s Health Care Month, the firm will

conduct free screenings and free facials with paid visit for all current female patients for the

entire month. A postcard mailer (see Postcard A) will be sent out at the end of April. The mailer

will include information for the screening, an invitation to bring a friend, mom, sister, or

daughter (new patient), as well as requesting registration by email for a free massage give-away

and consent for future email notifications. This will help capture email addresses for current

patients. Postcards will also be hand delivered to offices of referral sources, particularly where

women go: gynecologists, podiatrists, fitness centers, weight loss centers, hair / nail salons,

cosmetologists, etc. At the conclusion of her visit, each patient will receive a small card of

upcoming events & incentives that she can keep in her wallet for future reference.

Postcard A

June

This month includes Father’s Day and US Open Golf Championship (June 16-19.) The firm will

partner with the nearby golf range to offer free golf-swing analysis with every paid chiropractic

visit. A postcard mailer (see Postcard B) will go out to current male patients in a similar fashion

as the May mailer. There will be an invitation to bring a buddy, and register for a free putting

session give-away via email with consent for future promotions. Hand delivery of cards will

include referral sources and places where men go: MD’s, ER waiting rooms & doctor’s walk-in

clinics, physical therapists, sports locker rooms, sporting goods centers, fitness centers, etc.

After each patient has completed his visit, he will be handed a small card with upcoming events

& incentives.

Postcard B

July

This is the time to celebrate Family Reunion Month with an evening Open House. The focus

will be on raising awareness of household health through bringing the entire household in for

free evaluations. The Open House will include partnering with the varying healthcare providers

in the office park who wish to participate. There will be goodie bags with free coupons and

offerings for dental exams, skin care products, ‘eat well / live well’ information and samples, etc.

The Open House will be conducted in the style of a progressive dinner where patients must get

their card stamped by each provider to enter to win a prize package for a family reunion-catering

package. At each station there will be a snack or beverage and a representative to answer

questions.

August

August is National Spinal Muscular Atrophy Awareness Month. This is a good time to draw

attention from professionals who sit at a desk all day, or health care professionals who strain

their back from patient care. The firm will promote lunch-time brown bag educational sessions

in one large office building or health care facility for each week of August. The sessions will

include live demonstrations of stretching techniques and exercises to promote healthy spines.

There will be small promotional items imprinted with the firm’s logo, location, and phone. Also

available will be a sign-up sheet requesting email addresses from each attendee who will give

permission to receive upcoming event information.

September

The firm supports giving back to the community by aiding children in need. September is back-

to-school month and the firm will partner with the Toronto Blue Jays baseball team to donate

free backpacks to students through the local school. The backpacks will include a postcard

printed with safety tips on appropriate backpack use, and coupons for pre- and post-sport spine

care evaluations / education. This public relations activity will enhance the community concept

of chiropractic care. The firm will seek free press by writing a press release highlighting the

event.

October

The firm will partner for Trunk or Treat on Halloween night with Calvary Baptist Church,

located at 110 McMullen Booth Road. The church has a large membership of over 4000 people,

many of whom are in the appropriate demographic for the market segment. This annual church

event traditionally has cars in the parking lot with their trunks opened and full of candy, offering

a safe place for children to participate. The firm will have goodie bags to distribute with

appropriate treats, and postcards that read “Back pain got you spooked?” The postcards will

have a call to action for a “Skeleton Scan.”

3.8 Marketing Research

Research will be conducted for new patient buyer decision-making habits. With the addition of

revenue, an outside firm will be hired to conduct formal surveys on these habits. Additionally,

surveys of existing patients will add insight to the kind of loyalty programs that will be effective

in patient retention. The firm will continue to develop on-going feedback from referral sources

as to what services are desirable for future revenue streams. This feedback will be gathered

through short surveys requesting input from healthcare providers. The questions will be

designed to discover where there are gaps in providing healthcare whether it be patient load,

degree of illness, limitations on insurance coverage, and location access, to name a few.

4.0 Controls

Costs

Costs must be considered in implementing the marketing plan during this growth phase.

Many of the marketing activities have been designed to minimize cost while increasing

exposure to the community. A stipend of $30 is paid to the spa for each auto injury

patient for massage. Additionally, there are costs associated with this marketing plan as

outlined in the Appendix A. These costs will be monitored monthly to assure compliance

with the budgeted items.

Revenue

As stated in the marketing objectives, with a new auto injury patient addition of 2.7 per

month at 2.4 visits per week, revenue will begin to increase by $355 weekly. If the

desired results are not met, the activities will be re-evaluated for effectiveness and either

adjusted for timing or for the number of targeted population.

Customer retention

The goal is a retention ratio of 50% returning patients. Placing the letter “R” to indicate

‘returning’ next to the patient’s name in the appointment schedule will capture the data.

This number will be easily tabulated at the end of each month with a simple spreadsheet

calculation.

4.1 Implementation

The firm currently employs, on a part-time basis, administrative assistant personnel. He or she

will be instrumental in the implementation of the attached schedule (see Appendix A.)

The assistant will:

Order collaterals for the May and June events in April.

Order collaterals for July event in June.

Procure commitments from the spa for massages & facials.

Procure commitment from the golf pro for golf swing analysis.

The doctor will:

Visit with each health care provider in the office park starting in May to generate good

will and anticipation for the July event.

Initiate personal selling techniques with each new patient.

Make sales calls to attorney’s offices to form a referral relationship.

4.2 Organization

The principle doctor will be doubling as sales personnel for the first six months. After the first

year of marketing objectives is reached, the doctor may choose to hire an outside sales person on

a per diem basis. The assistant will continue in his or her role for supporting marketing activities.

4.3 Contingency Planning

In the event of economic downturn or change in health care provision, there are two things to

consider:

1. The ability of the firm to stay in an office setting.

2. The ability of the firm to continue to market in the manner stated.

There are two things the firm may choose to do in these cases. One would be to reduce visits to

‘house calls’ in order to reduce overhead until such time as the economy turns around. Secondly,

the firm may choose to rely more on word-of-mouth advertising by simply asking for referrals

from current patients.

5.0 Conclusion

In the interest of driving home the message, health matters. It is the firm’s commitment to the

patient, to the community, and to the economy that prevention is the best medicine. Through

chiropractic care, the firm seeks to deliver the highest quality service through an experience that

is truly delightful.

Marketing Management

References

Groves, Dr. Robert, Director (2010). U.S. Census Bureau. Retrieved from :

http://www.census.gov.

Horne, William, City Manager (2011). MyClearwater.com. Demographics and Census

Information. Retrieved from http://www.clearwater-fl.com/info/about/demographics.asp

Panteva, Nikoleta (2011). Still standing: Rising health consciousness among baby boomers will

boost demand. Retrieved from: http://www.ibisworld.com.

Appendix A

Location Office    Prepared By S Mullins   Clearwater Chiropractic Center Quarterly Marketing Plan

Authorized By      

Monthly Budgeted Revenue   $12,000   Budg. Rev.   $12,000   Budg. Rev   $12,000  Monthly Projected Revenue   $12,216   Proj. Rev.   $12,324   Proj. Rev   $12,486  

Monthly Advertising/ collateral Budget   $481   Adv   $551   Adv   $816  

Monthly Event Budget   $85   Event   $90   Event   $300  Total Monthly Budget   $481   Total   $551   Total   $816  

Events       May         June         July  Marketing 1 Event Women's Health Day 1 Event Golf Swing Analysis 1 Event      events are   Date 7-May       Date 4-Jun       Date      for existing   #Guests 25       #Guests 25       #Guests      and new   Audience returning patients & guests   Audience returning patients & guest   Audience      customers.   Cost $ 50       Cost $ 50       Cost        2 Event       2 Event       2 Event Family Reunion Open House    Date         Date         Date 9-Jul        #Guests         #Guests         #Guests 100        Audience         Audience         Audience returning families      Cost         Cost $ -       Cost $ 300      3 Event Spa Day   3 Event Father's Day Cook Out 3 Event          Date 21-May       Date 18-Jun       Date          #Guests 10       #Guests 10       #Guests          Audience returning patients & guests   Audience returning patients & guest   Audience          Cost $ 35       Cost $ 40       Cost $ -      4 Event       4 Event       4 Event          Date         Date         Date          #Guests         #Guests         #Guests          Audience         Audience         Audience          Cost         Cost         Cost          Marketing Cost: $ 85       Total Cost: $ 90       Total Cost: $ 300    

Advertising                                1 Media       1 Media       1 Media Families First Magazine    Dates         Dates         Dates July issue      Cost         Cost         Cost $ 150      2 Media       2 Media       2 Media          Dates         Dates         Dates          Cost         Cost         Cost      

  3 Media       3 Media       3 Media          Dates         Dates         Dates          Cost         Cost         Cost        4 Media       4 Media       4 Media          Dates         Dates         Dates          Cost         Cost         Cost          Advertising Cost: $ -       Total Cost: $ -       Total Cost: $ 150    

Collaterals                              Items listed 1 Type direct mail postcards 1 Type direct mail postcards 1 Type      correspond   Quantity 100       Quantity 100       Quantity      to events   Cost $ 235       Cost $ 235       Cost      listed. 2 Type Flyers     2 Type       2 Type      Cost should   Quantity 50       Quantity         Quantity      include any   Cost $ 35       Cost         Cost      invitations, 3 Type event cards   3 Type event cards   3 Type direct mail postcardsflyers,   Quantity 50       Quantity 50       Quantity 100    brochures,   Cost $ 50       Cost $ 50       Cost 290    cards, 4 Type       4 Type Business Cards   4 Type      printing &   Quantity         Quantity 1000       Quantity      mailing.   Cost         Cost 100       Cost          Collateral Cost: $ 320       Total Cost: $ 385       Total Cost: $ 290    

Non-Event                              Advertising 1 Media Website     1 Media Website     1 Media Website        Message register for prize giveaway   Message register for prize giveaway   Message register for prize giveawayList any   Timeframe quarterly       Timeframe quarterly       Timeframe quarterly  on-going   Cost $ 60       Cost $ 60       Cost $ 60    advertising 2 Media       2 Media       2 Media       eg: internet,   Message         Message         Message      billboard,   Timeframe         Timeframe         Timeframe      magazines,   Cost         Cost         Cost      directories, 3 Media       3 Media       3 Media      resources.   Message         Message         Message          Timeframe         Timeframe         Timeframe          Cost         Cost         Cost        4 Media       4 Media       4 Media          Message         Message         Message          Timeframe         Timeframe         Timeframe          Cost         Cost         Cost      

    Advertising Cost: $ 60       Total Cost: $ 60       Total Cost: $ 60    

Networking Events & PR                          Events to be hair salons, women's gyms   men's gyms, sports locker rooms Safety Harbor 3rd Friday, June 17

attended or                        articles to                        publish.                              

Outreach                              Goal should Goal: 8     Goal: 8     Goal: 8    be number Message: women's health   Message: men's health   Message: family health  of sales Cost: $ 16     Cost: $ 16     Cost: $ 16    calls/month.                              

Total Costs     $ 481         $ 551         $ 816