Business Finance - Management 4-2 Assignment: Business Model Canvas
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CVSHealthCareLinkElevatorPitchMilestone1Module31.docx
ModuleFourAssignmentGuidelinesandRubric.html1.zip
CVSHealthCareLinkElevatorPitchMilestone1Module31.docx
1
CVS Health CareLink+ Elevator Pitch
Tomika Thomas
Southern New Hampshire University
BUS 400
Tracy Shaw
September 15, 2026
CVS Health CareLink+ Elevator Pitch
CVS Health CareLink+ is a direct-to-consumer chronic care program that integrates home blood pressure and glucose monitoring, virtual clinical consultations, pharmacist engagement, and prescription delivery into a single, coordinated CVS experience. The service is aimed at adults aged between 35 and 64 years old with hypertension, prediabetes, type 2 diabetes, and high chronic disease risk, and with possibly high deductibles or primary care access. CareLink+ is a solution that addresses fragmented care by transforming well-known CVS touchpoints into a continuous relationship for monitoring and treatment. Its key value proposition is convenient chronic care that accompanies the consumer across home monitoring, medication fulfillment, and local clinical care.
How It Fits
CareLink+ aligns with CVS Health's strategic direction, as the company states it is building health around consumers and linking care wherever people go. CVS already has about 9,000 retail outlets, over 1,000 walk-in and primary care clinics, a massive pharmacy benefit enterprise, digital, and nationwide pharmacy operations (CVS Health, 2026). Thus, the proposed service builds on the existing capabilities, and CVS does not need to develop a completely new delivery system. The model is also supported by evidence. Remote patient monitoring has the potential to enhance safety and compliance, as well as decrease certain utilization and cost indicators (Tan et al., 2024). Moreover, synchronous telepharmacy has the potential to deliver care that patients perceive as equivalent to or better than face-to-face services and to lead to better clinical and service outcomes (Snoswell et al., 2025). There is also meaningful potential of digital interventions to enhance glycemic outcomes in adults with type 2 diabetes (Moschonis et al., 2023). These results justify CareLink+ as a viable expansion of CVS's integrated health strategy.
Justification
The project is characterized by a good recurring revenue model. The project plan suggests a membership price of 29 per month and a target of 500,000 members. Annual subscription revenue would total up to $174 million at that level of enrollment without any additional prescription, clinic, or pharmacy revenue. To facilitate the planning, connected device, technology integration, cybersecurity, clinician and pharmacist staffing, marketing, training, and program administration have first-year implementation and operating costs of 100 million dollars. This scenario is conservative, and under it, CareLink+ would bring in the amount of an estimated contribution exceeding the project costs, of about 74 million. The Return on Investment (ROI) is about 74 percent, which is computed as the ratio of 74 million to 100 million. Since CVS has produced a cash flow of 10.6 billion in its operations in the year 2025, the company has the financial capability to finance a controlled national launch without exerting significant pressure on liquidity (CVS Health, 2026). Enrollment and use retention, adherence, and service utilization are other metrics that the management may stage before making further expansion.
Enhancing the Mission
CareLink+ is a new program furthering CVS Health's mission to streamline health care by integrating monitoring, clinical access, pharmacy services, and medication fulfillment into a single consumer pathway. CVS has reported 2025 revenue of 402.1 billion, and its 10-K highlights personalized, technology-based care that enhances access, improves outcomes, and reduces total health care costs (CVS Health, 2026). CareLink+ directly aligns with those goals, as it can prompt earlier intervention, enhance continuity, and increase utilization of CVS Pharmacy and clinical services. Moreover, the estimated positive first-year return and projected subscription revenue suggest that the service can add financial value for patients and enhance their convenience. Another distinction between CVS and virtual care offerings that do not have an extensive physical pharmacy and clinic network is also made by the model. CareLink+ thus enhances CVS's mission and provides senior management with a growth opportunity that is scalable based on the assets the company has already acquired.
References
CVS Health Corporation. (2026). Annual report 2025 [Form 10 K]. U.S. Securities and Exchange Commission. https://investors.cvshealth.com/financial-information/annual-reports/
Moschonis, G., Siopis, G., Jung, J., Eweka, E., Willems, R., Kwasnicka, D., ... & Bruka, L. (2023). Effectiveness, reach, uptake, and feasibility of digital health interventions for adults with type 2 diabetes: a systematic review and meta-analysis of randomized controlled trials. The Lancet Digital Health, 5(3), e125-e143. https://doi.org/10.1016/S2589-7500(22)00233-3
Snoswell, C. L., De Guzman, K., Neil, L. J., Isaacs, T., Mendis, R., Taylor, M. L., & Ryan, M. (2025). Synchronous telepharmacy models of care for adult outpatients: A systematic review. Research in Social and Administrative Pharmacy, 21(1), 1–21. https://doi.org/10.1016/j.sapharm.2024.10.005
Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of remote patient monitoring (RPM) interventions on safety, adherence, quality of life, and cost-related outcomes. NPJ Digital Medicine, 7(1), 192. https://doi.org/10.1038/s41746-024-01182-w
ModuleFourAssignmentGuidelinesandRubric.html1.zip
Module Four Assignment Guidelines and Rubric.html
BUS 400 Module Four Assignment Guidelines and Rubric
Overview
Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.
Scenario
While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.
This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.
Directions
For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.
Specifically, you must address the following rubric criteria:
- Value Proposition: Complete the Value Proposition building block.
- Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.
- Front-Stage Considerations: Outline the segments related to your potential customers:
- Customer Segments
- Channels
- Customer Relationship building blocks
- Back-Stage Considerations: Make initial assumptions about how your business will work, including:
- Key Activities
- Key Resources
- Key Partner building blocks
- Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:
- Cost Structure
- Revenue Stream building blocks
The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.
What to Submit
Complete and submit the Business Model Canvas Template. Any sources cited should use APA formatting.
AI Usage
If you use gen AI tools to support your work on this assignment, be sure to follow these AI usage guidelines. You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in this Shapiro Library guide.
Module Four Assignment Rubric
| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
|---|---|---|---|---|---|
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |
Course Documents/BUS 400 Business Model Canvas Template.pptx
Business Model Canvas Template
Key Partners
[Add your assumptions here.]
Key Activities
[Add your assumptions here.]
Key Resources
[Add your assumptions here.]
Value Proposition
[Add your assumptions here.]
Customer Relationship
[Add your assumptions here.]
Channels
[Add your assumptions here.]
Customer Segments
[Add your assumptions here.]
Cost Structure
[Add your assumptions here.]
Revenue Streams
[Add your assumptions here.]
Click to add notes/References
1
CVSHealthCareLinkElevatorPitchMilestone1Module31.docx
1
CVS Health CareLink+ Elevator Pitch
Tomika Thomas
Southern New Hampshire University
BUS 400
Tracy Shaw
September 15, 2026
CVS Health CareLink+ Elevator Pitch
CVS Health CareLink+ is a direct-to-consumer chronic care program that integrates home blood pressure and glucose monitoring, virtual clinical consultations, pharmacist engagement, and prescription delivery into a single, coordinated CVS experience. The service is aimed at adults aged between 35 and 64 years old with hypertension, prediabetes, type 2 diabetes, and high chronic disease risk, and with possibly high deductibles or primary care access. CareLink+ is a solution that addresses fragmented care by transforming well-known CVS touchpoints into a continuous relationship for monitoring and treatment. Its key value proposition is convenient chronic care that accompanies the consumer across home monitoring, medication fulfillment, and local clinical care.
How It Fits
CareLink+ aligns with CVS Health's strategic direction, as the company states it is building health around consumers and linking care wherever people go. CVS already has about 9,000 retail outlets, over 1,000 walk-in and primary care clinics, a massive pharmacy benefit enterprise, digital, and nationwide pharmacy operations (CVS Health, 2026). Thus, the proposed service builds on the existing capabilities, and CVS does not need to develop a completely new delivery system. The model is also supported by evidence. Remote patient monitoring has the potential to enhance safety and compliance, as well as decrease certain utilization and cost indicators (Tan et al., 2024). Moreover, synchronous telepharmacy has the potential to deliver care that patients perceive as equivalent to or better than face-to-face services and to lead to better clinical and service outcomes (Snoswell et al., 2025). There is also meaningful potential of digital interventions to enhance glycemic outcomes in adults with type 2 diabetes (Moschonis et al., 2023). These results justify CareLink+ as a viable expansion of CVS's integrated health strategy.
Justification
The project is characterized by a good recurring revenue model. The project plan suggests a membership price of 29 per month and a target of 500,000 members. Annual subscription revenue would total up to $174 million at that level of enrollment without any additional prescription, clinic, or pharmacy revenue. To facilitate the planning, connected device, technology integration, cybersecurity, clinician and pharmacist staffing, marketing, training, and program administration have first-year implementation and operating costs of 100 million dollars. This scenario is conservative, and under it, CareLink+ would bring in the amount of an estimated contribution exceeding the project costs, of about 74 million. The Return on Investment (ROI) is about 74 percent, which is computed as the ratio of 74 million to 100 million. Since CVS has produced a cash flow of 10.6 billion in its operations in the year 2025, the company has the financial capability to finance a controlled national launch without exerting significant pressure on liquidity (CVS Health, 2026). Enrollment and use retention, adherence, and service utilization are other metrics that the management may stage before making further expansion.
Enhancing the Mission
CareLink+ is a new program furthering CVS Health's mission to streamline health care by integrating monitoring, clinical access, pharmacy services, and medication fulfillment into a single consumer pathway. CVS has reported 2025 revenue of 402.1 billion, and its 10-K highlights personalized, technology-based care that enhances access, improves outcomes, and reduces total health care costs (CVS Health, 2026). CareLink+ directly aligns with those goals, as it can prompt earlier intervention, enhance continuity, and increase utilization of CVS Pharmacy and clinical services. Moreover, the estimated positive first-year return and projected subscription revenue suggest that the service can add financial value for patients and enhance their convenience. Another distinction between CVS and virtual care offerings that do not have an extensive physical pharmacy and clinic network is also made by the model. CareLink+ thus enhances CVS's mission and provides senior management with a growth opportunity that is scalable based on the assets the company has already acquired.
References
CVS Health Corporation. (2026). Annual report 2025 [Form 10 K]. U.S. Securities and Exchange Commission. https://investors.cvshealth.com/financial-information/annual-reports/
Moschonis, G., Siopis, G., Jung, J., Eweka, E., Willems, R., Kwasnicka, D., ... & Bruka, L. (2023). Effectiveness, reach, uptake, and feasibility of digital health interventions for adults with type 2 diabetes: a systematic review and meta-analysis of randomized controlled trials. The Lancet Digital Health, 5(3), e125-e143. https://doi.org/10.1016/S2589-7500(22)00233-3
Snoswell, C. L., De Guzman, K., Neil, L. J., Isaacs, T., Mendis, R., Taylor, M. L., & Ryan, M. (2025). Synchronous telepharmacy models of care for adult outpatients: A systematic review. Research in Social and Administrative Pharmacy, 21(1), 1–21. https://doi.org/10.1016/j.sapharm.2024.10.005
Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of remote patient monitoring (RPM) interventions on safety, adherence, quality of life, and cost-related outcomes. NPJ Digital Medicine, 7(1), 192. https://doi.org/10.1038/s41746-024-01182-w
ModuleFourAssignmentGuidelinesandRubric.html1.zip
Module Four Assignment Guidelines and Rubric.html
BUS 400 Module Four Assignment Guidelines and Rubric
Overview
Congratulations on delivering a successful elevator pitch! Your achievement reinforces senior management's confidence in their decision to hire you as the Chief Innovation Officer (CIO). They have entrusted you with identifying and capitalizing on new opportunities in the marketplace. You must now test the feasibility of your vision and idea to drive results.
Scenario
While the pitch conveyed your good idea, it was just that: an idea. You now must test the feasibility of your idea by building out each element of the Business Model Canvas (BMC). However, before you create a complete BMC, you want to quickly identify key elements needed to take your product or service idea to market.
This activity is typically a collaborative effort, so you will assume that your intended project team has contributed to completing each element. Remember, collaboration is a critical component of developing new ideas or innovative concepts. It brings together diverse perspectives, skills, and resources, which can significantly enhance the development process and outcomes. For instance, eventually you will need to work with the company's marketing and sales teams, and also external vendors and suppliers to effectively promote and sell your product or service.
Directions
For this assignment, create a BMC. Consider the company you have selected and the work you have completed so far to further your business idea. Remember, a BMC can significantly transform a business idea into a structured plan, enabling clear analysis, strategic alignment, and effective communication. It can refine the idea and also lay the groundwork for sustainable growth and innovation, making it an essential tool for any leader and strategist.
Specifically, you must address the following rubric criteria:
- Value Proposition: Complete the Value Proposition building block.
- Describe the value of your business idea, such as the customer need you are satisfying or the problem you are solving.
- Front-Stage Considerations: Outline the segments related to your potential customers:
- Customer Segments
- Channels
- Customer Relationship building blocks
- Back-Stage Considerations: Make initial assumptions about how your business will work, including:
- Key Activities
- Key Resources
- Key Partner building blocks
- Financial Considerations: Make reasonable assumptions about the segments that will inform your profit projections:
- Cost Structure
- Revenue Stream building blocks
The project management consultant experienced in product-to-market initiatives has agreed to assess your completed BMC slide deck, which you will resubmit with edits based on their feedback in Module Five.
What to Submit
Complete and submit the Business Model Canvas Template. Any sources cited should use APA formatting.
AI Usage
If you use gen AI tools to support your work on this assignment, be sure to follow these AI usage guidelines. You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in this Shapiro Library guide.
Module Four Assignment Rubric
| Criteria | Exceeds Expectations (100%) | Meets Expectations (85%) | Partially Meets Expectations (55%) | Does Not Meet Expectations (0%) | Value |
|---|---|---|---|---|---|
| Value Proposition | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Completes the Value Proposition building block | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include details that are lacking in specificity or missing components | Does not attempt criterion | 20 |
| Front-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Outlines the segments related to potential customers | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include segments that are not included or details lacking in specificity | Does not attempt criterion | 20 |
| Back-stage Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes initial assumptions about how the business will work | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Financial Considerations | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Makes reasonable assumptions about the segments that will inform profit projections | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include assumptions that are unrealistic or missing components | Does not attempt criterion | 20 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% |
Course Documents/BUS 400 Business Model Canvas Template.pptx
Business Model Canvas Template
Key Partners
[Add your assumptions here.]
Key Activities
[Add your assumptions here.]
Key Resources
[Add your assumptions here.]
Value Proposition
[Add your assumptions here.]
Customer Relationship
[Add your assumptions here.]
Channels
[Add your assumptions here.]
Customer Segments
[Add your assumptions here.]
Cost Structure
[Add your assumptions here.]
Revenue Streams
[Add your assumptions here.]
Click to add notes/References
1
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