1. Interview an Entrepreneur

2. Started by Bob Harsh (father) of Bobby Harsh in 1982 Experience in industry as volunteer EMT Part-time entrepreneur- moonlighting Full-time entrepreneur by 1984 Succession led to son’s control in 2012

3. Became entrepreneur out of necessity Saw a need for non-emergency transport as volunteers were limited Starting capital consisted of life savings and $3,000 borrowed from a friend

4. Service Based 2 Types of Ambulance Rides ALS Unit $550 Fixed Rate + $10 per Mile Typical Pick Up $250 Fixed Rate + $10 per Mile “In order to maximize income, the ambulances need to be constantly moving” (Bobby Harsh, 2014)

5. Focus mainly on Routine and Non-Emergency Calls Volunteers and County & State respond to emergency Gives a Natural Competitive Advantage Threat of New Entrants High Start Up Cost Cost of ambulances, buildings, certifications extremely high! Social Capital County Medical has a strong hold on the market

6. Price: They use fixed price, similar to the market value and run roughly 20 transportations daily Place: Currently centralized in Williamsport, MD Easy access to I-81 and I-70 Since 1982 they have run 10 million miles

7. Promotion: Like them on Facebook: https://www.facebook.com/countymedicaltransport Commercial website: http://www.countymedicaltransport.com Other advertisement: Business cards Word of mouth

8. Product: service based The goal has been to control all non-emergency runs regionally Marketing local industries that need ambulance service Current contracts Local prison system Veterans Affairs Office Nursing homes

9. Issues concerning: Family Business, Legal Compliance, and Selectivity of Calls Strict employee structure keeps family issues separate from the business By being selective, the company was being left out of multiple loops concerning transport which in turn was hurting the business The company has changed their policy and is not selective at all in their transport. Current state is down in terms of last years numbers, but still operating at a high rate of success

10. Company would like to expand it’s sphere of influence – spreading geographically as well as developing control in the county Frederick is the main target for geographic location The company plans to build stronger bonds with both Meritus Health and Urgent Care Competition is low, but still existent