Infant health

SIDS is the leading cause of death for infants after one month. Despite this fact it has a zero clinical incidence, meaning that SIDS should be a non-existant condition, as it never happens in the hospital. Ella's Monitor brings the safety of hospital monitoring into the home in both a non-invasive and easy to use format that parents can afford.

By brining this monitoring to parents that desperately need it we hope to reduce and eventually eliminate the incidence of SIDS across the board. This low-cost onesie-based vital sign monitoring also has broader implications for improving infant health across the country and across the globe.

Currently no such system exists anywhere near our target price range of below $100. By hitting this mark we will give parents unprecedented security.

Ella’s Monitor solves the glaring problem of SIDS by bringing hospital grade monitoring into the home in both a non-invasive and easy-to-use format. Parents will no longer have to stay up at night worried about whether their baby is breathing, now they will know with certainty.

Ella’s Monitor consists of two critical components: a washable onesie with embedded sensors and a biomedical “brain.” The onesie eliminates the need for sticky electrodes or dangerous wires. It can be thrown up on, washed, or trampled on, and it snaps on no differently than any other onesie. As result, Ella’s Monitor requires no advanced training, just put on the onesie, turn on the monitor, and your baby is safe.

Ella’s Monitor will give parents a real solution to SIDS with unparalleled comfort and accuracy. Far more than just a convenience, Ella’s Monitor represents the safety and security required by parents. With this technology we can provide the security of a hospital monitor in the home and save families from the touch of this silent killer.

Our ultimate vision and objective is to eliminate SIDS and extend the safety of the hospital to every home. However, our more immediate vision and objective is to create a great device that we ourselves can use. Ultimately we are looking for a product to ensure that our children our safe at night. Ella's Monitor solves this need for our team and can solve this need for millions of other parents.

Our value proposition is quite clear: keep your baby safe from SIDS. The peace of mind and security delivered by Ella's Monitor means an end to sleepless nights spent checking on your baby or listening intently to baby monitors for sounds of breathing. The nervous energy currently put by almost all parents into worrying about SIDS will simply be a non-issue when you can receive real-time information regarding your babies health.

For parents of high-risk babies including those recently discharged from Neonatal Intensive Care Units, this value proposition is particularly strong. Over 500,000 infants are discharged from American NICU's each year. Each one has spent time on hospital monitors, but almost no parents are given an option to bring this monitoring home.

Our customers are parents and anyone who purchases equipment for parents. Ultimately Ella's Monitor will be used by the parent, thus they represent our target consumers, however a great deal of baby care items are purchased by friends and family. At a target price point below $100, Ella's Monitor will offer both security and a necessary item for new parents.

We will use to primary approaches to reach our customers. The first is direct marketing to parents, both through traditional channels and through social media. The second is to market directly to new parents through the hospital system, putting Ella's Monitor on their recommended list of things for new parents.

An entirely separate avenue to reach customers involves appealing to and working with the existing groups that deal with SIDS. These include Mothers In Sympathy and Support (MISS), First Candle, and the American SIDS Institute. These groups have a clear aligned goal in making SIDS a thing of the past, and also have direct contact with many parents who would not only use Ella's Monitor, but also be strong advocates for the technology.

Are primary activities are product development, promotion of Ella's Monitor, and searching for additional funding opportunities beyond our existing investment and grants to further our efforts.

Our two largest competitors are manufacturers of hospital grade equipment, such as GE, and manufacturers of consumer grade monitors such as Angel Care. In the case of GE are neither useful to or affordable by most parents. These large medical device companies have the capability to make a device such as Ella's Monitor, but none have endeavored to do so. This presents a potential risk to Ella's Monitor, thus we are seeking either to grow quickly with substantial investment or to partner with such a firm to ensure the success of Ella's Monitor before we can be outperformed by existing corporations. The manufacturers of consumer grade monitors simply are lacking in a reliable product. They present a risk from the other side of the equation, if they can build a more medical device.

The primary challenge faced by Seymour Innovative Engineering is to recruit the necessary talent to develop Ella's Monitor and to attract the necessary financing to build both the company and the device. To date we have had great success in both attracting taleng and initial investment, however, we will need success in both areas to continue our growth.

Our growth strategy is currently dependent on our product development. We are working with an established engineering firm to finalize the design on our first physical test units and plan to take delivery by the end of June. Throughout July and August we will be conducting user testing and validating our initial designs. From that point we will be seeking additional investment.

We have a highly motivated team with the initial hardware and software developed to make Ella's Monitor a strong contender in this vibrant consumer space of infant equipment. If we can stick to our plan we can not only make a strong business case for in-home infant monitoring, we can also help drastically reduce the incidence of SIDS and other conditions that afflict babies.

Our key growth objectives involve hiring additional talent in the marketing and sales arena and electrical engineering, as well as attracting approximately 150k-200k in additional investment to build upon our existing grant funding of approximately 150k.

Our timeframe for agressive growth is the fall of 2013 extending into the spring and summer of 2014. An alternative to this agressive growth may be acquisition or partnership within this same time frame. Growth or partnership will be required to transition from a small development operation to a business operating at scale with a consumer product on the market.

Our current business strategy involves multiple inflection points whereby we either execute certain growth strategies (hiring additional personell, contracting with vendors, licensing technologies, etc) or seek out strategic partnerships where these needs will be similarly met.

Haiti suffers from an extreme poverty that highly impacts the population health. According to UNICEF, the percentage of population below international poverty line of USD 1.25 per day is 55%, the half is illiterate, less than 7% of GDP is invested in health and the Global Hunger index for 2012 was 30.8 (“extremely alarming”). According to the WFP, 6.7 million people are food insecure with the half of the food coming from imports. WFP data reports that 23.4% of children suffer from chronic malnutrition. This project aims to use differently funds currently allocated to agriculture and nutrition programs. By investing in agriculture via microcredits to produce food products for malnourished people, this project could bring a sustainable solution to agriculture and health.

The project is based on 2 pillows:
-Microcredit offered to farmers: microcredit will be offered to farmers to help them start their production.The farmer will need to reimburse this credit like any other microcredit programs in order to enable the sustainability of the project.
- Agreement between the farmers and associated health facilities: the farmer will be obliged to dedicate a percentage of his production to the associated health facilities for its nutrition program.
A pilot study needs to be done during a period of one year for products such as rice, beans, corn, oil, sugar and banana. The second year, the farmers will increase its production. The third year, the farmer will diversify its production and/or produce transformed products such as corn cans, beans cans or banana chips

Our vision is to address malnutrition affecting vulnerable population in Haiti by boosting the agriculture sector which will be eventually also profitable to the national economy. The overall objectives are to bring sustainable solutions to Haiti for agriculture and malnutrition.

Our value proposition is to use already available funds in an innovative way to promote local economy and address health issues.

There are two categories of customers (beneficiaries): the farmers and the targeted population for nutrition programs which include pregnant/breastfeeding women and OVC.

The project will reach the customers via already existing stakeholders: the ones working with the farmers for the agriculture part and the ones in health facilities for the nutrition part.

Our current organization MSH is supporting 164 health facilities throughout the country to offer high quality health services to 40% of the Haitian population via the project SDSH (Santé pour le Développement et la Stabilité d’Haïti). Our technical support includes data management strengthening, capacity building, expansion of health services, quality services strengthening, etc.

There are other organizations playing similar roles in Haiti but their network is less widespread geographically than the SDSH project of MSH. SDSH supported facilities are mainly located in very remote areas unlike many of the sites supported by other competitors. The LMG project of MSH is directly supporting MOH which brings a specific privileged position to MSH compared to other organizations. Indeed, MSH is the only organization handling 2 big projects combining direct health facilities support (SDSH project) and MOH strengthening (LMG).

The Haiti context is very influenced by politics. The MSH expertise should be able to overcome the possible conflicts.

It is first necessary to implement a pilot study over a period of one year. Based on the results, a specific work plan will be defined for the years hereafter.

The pilot study has not been planned yet due to other commitments for the current ongoing program till July 2013.

The key growth objectives are to expand the project to more farmers and supply a bigger quantity of food products in order to support a higher number of beneficiaries for nutrition programs.

Eventually, the project should allow the farmers to export their raw or transformed food products to neighboring countries.

From July to September 2013: meetings with the different stakeholders, terms of reference defined and signed by the stakeholders, selection of farmers and health facilities.
From October 2013 to September 2014: pilot study implementation (milestones to be defined with the stakeholders).
From October 2014 to September 2015: scale-up implementation (milestones to be defined with the stakeholders).
From October 2015 to September 2016: scale-up implementation (milestones to be defined with the stakeholders).

Globally, 99% of maternal deaths occur in developing countries. Simple, life-saving technologies designed for low-resource settings are developed at an increasing pace, more affordably than ever before. Unfortunately, most of these technologies are slow to reach clinicians in the countries that need them most. A large proportion of infant and maternal mortality could be avoided if clinicians in developing countries knew about technologies that already exist and were able to access them. Maternova has built an online global marketplace to speed access to innovations once they have undergone pilots and regulatory clearance and to introduce them to clinicians, Ministries of Health, private hospitals and distributors. A single, constantly updated marketplace for innovations.

Our solution cuts layers of red tape and speeds the distribution of life-saving innovations. With our e-commerce platform we make it easy for those supporting, planning and supplying health systems around the world to track cutting edge 'frugal innovation' and buy what they need online in customizable quantities. We have some inventory but drop ship from multiple locations around the globe.
Using online tutorials, sms-text based messaging systems and our online collaboration platform will bridge the gap from the point of information origin and the end-user. Our solution also harnesses the power of trusted social networks and encourages feedback on technologies from the end user, a core stage in commercialization that is missing in much of global health.

We know that one robust, intuitive portal where stringently screened medical innovations can be discovered, procured, and incorporated into a health system's device eco-system can save lives and money. Medical solutions exist to solve maternal health issues, and more are developed every month. It is our mission to help commercialize these breakthroughs and expedite their use in the field, providing user groups, user feedback loops and thereby generating even more great ideas for saving lives. We can accomplish this using product + technology+ storytelling + social networks + education. Our platform creates a complete ecosystem for accomplishing this vision: empower health workers, deploy innovations and save more lives more quickly. We aim to impact 6 million lives by the end of 2015.

Maternova's value proposition is to make saving the lives of our global mothers affordable, accessible, and effective by providing the first trusted source and e-commerce platform in the global health space. We accelerate the dissemination of innovation and demonstrate a substantial return on investment over traditional interventions. On average Maternova products yield $13 saved for every $1 spent.

Our early adopters have been traveling clinicians and health care professionals and non-profit health care organizations providing direct care in the most remote areas of the world. Now we are seeing a surge in interest from Governments, Ministries of Health, larger hospitals and clinics. We are also now on the UN procurement supplier lists. The end user of most of our technologies are the health providers on the frontlines of global health care.

Traditionally Maternova has used grassroots guerilla marketing anchored by a strong social media presence. Word of mouth is a strong marketing tool for us as well--one clinician to another is the most powerful recommendation. We also do some inbound marketing along with modest Google Adwords. Our own blog is kept very fresh and current, which attracts viewers from 170 countries. We work with brokers who work with governments and also do a lot of dedicated research time seeking out opportunities for bidding.

As we grow, we will be able to send free product samples, present at trade shows and increase our search engine optimization online (in multiple languages). A major area of experimentation over the next year will be mobile marketing, especially in Rwanda and Tanzania.

Our primary activities focus on a) marketing and selling 'best in class' technologies to aid in childbirth; b) storytelling about entrepreneurs and end users of the technology c) researching and uncovering the most innovative medical innovations that are uncommercialized or in the early stages of research and development. We are now acting as a 'pull' mechanism with entrepreneurs coming directly to us because commercializing complementary products in one place makes so much sense.

Maternova currently doesn't have any direct competitors. Of course this could change, but our head start is considerable. We would most likely look to partner with any competition, or absorb them. There are some companies like Laerdal and WomanCare Global that could be seen as competitors but they sell complementary technologies. In general, most global health technology companies we see as potential suppliers for the marketplace.

That's an easy question to answer. Our company is globally recognized, yet we are incredibly resource constrained. Our funding has been limited largely due to funders incorrectly believing we are not bootstrapped. We are in true dire need of working capital if we are going to continue what we have sacrificed years to build. We are actively working to obtain a line of credit against receivables.

We have been able to establish several distribution contracts that are exclusive altogether or geographically exclusive. Moving forward, we plan to make that the prerequisite for our endorsement and showcase in our marketplace.
Additionally, we have developed a prototype for our first proprietary product.
Also, we have begun securing distribution partners and customs agents overseas.

We already have the global traction, and one solid year of sales and revenue generation with our number of customers and average size of orders growing. Our 'test' period for market viability has proven successful. We are registered with the FDA, and also registered as a vendor for procurement on the UN Global Marketplace. Our business model has been vetted and our assumptions have been proven.

Maternova wants to be the first and best e-commerce platform, mobile purchasing hub and collaboration ecosystem for maternal health. We aim to move to 100 products sold into 100 countries through key partnerships. Using these strategies we will move to cash flow positive in 2014. Once we generate a profit, we can then invest in more technologies and invest in midwifery schools.

We are experiencing rapid growth right now in Q2 of 2013. In the short term we need to secure a line of credit to allow us to respond to 2-3 major government tenders (very large volume orders). By 2014, we plan to have better translation services for all content on our website, along with our mobile presence being partially ramped up to generate revenue. Another major investment in our platform in early 2014 will build out more collaboration capability, engage more users and allow more creative marketing of new products. By 2015 we aim to have 500,000 registered users and be doing $5.2M in sales.

Around the world people are dying of treatable illnesses because they cannot afford basic medical care. We believe that every person deserves access to medical care, regardless of their nationality, religion, or socioeconomic status. We envision a world where people no longer die from conditions that society has the knowledge, resources, and power to treat. Watsi is not a charity. Watsi is a non-profit startup bringing the world together to provide access to a fundamental human right.

Watsi connects you with patients in serious need of low-cost medical care and enables you to fund high-impact treatments. With Watsi you can donate as little as $5 to directly fund life-changing medical care for people in need.

We believe non-profits should be impactful, innovative, efficient, and transparent, and we built Watsi on these principles. Watsi is a community, not just an organization. We are young, dynamic, and serious about using technology to connect people and change lives.

We invite you to join us and change the world, one treatment, one person, and one life at a time.

Watsi's vision is global access to basic healthcare. In doing so, Watsi hopes to enable medical care for a million people worldwide.

In a world where one billion people cannot afford vital healthcare treatments, Watsi is the first peer-to-peer organization that focuses exclusively on healthcare financing in developing countries. Through utilizing a unique online donation platform, Watsi donors can connect with underserved patients from around the globe and directly fund life-changing medical treatments in a way that has never been done before.

Watsi targets users that are socially-minded, interested in online innovation, and looking for a direct way to make a positive impact in the world. Watsi donors care about making the world a better place, but also want to understand how their actions are having a meaningful impact. Most importantly, they are tired of the traditional non-profit models and look for something innovative, impactful, and transparent.

We leverage the internet and the power of social networking to make it easy for people to support patients from around the world that are in need of medical care. The most direct way for people to support a patient is to make a donation towards their treatment on Watsi.org. However, we also make it fun and easy for people to engage in other ways, such as by sharing patient profiles via social media, submitting stories to our blog, and by volunteering with Watsi. Currently, Watsi is active on Facebook and Twitter, and has seen traction from specific blog posts created to update our audience about important campaigns.

The Watsi process has five simple steps:
1. Upload: Medical Partners upload profiles of underserved individuals in need of serious medical care.
2. Connect: Donors browse profiles on Watsi.org and connect with a person who they would like to support.
3. Fund: Donors give to fund a life-changing medical treatment for the patient of their choice.
4. Transfer: 100% of the contribution made by the donor is sent directly to the Medical Partner to provide the patient the specified treatment.
5. Update: After the treatment is provided, donors receive a personal update about the outcome of the treatment.
Aside from the medical partner-facing work, our team spends its time on institutional fundraising, marketing, and web development efforts.

There exist a number of online platforms that successfully utilize a charitable peer-to-peer model. There are also online platforms, such as giveforward.com, that successfully facilitate fundraising for medical care. While online fundraising for medical care and the peer-to-peer model are both proven concepts, no organization has combined the two to enable donors to directly fund medical treatments for underserved populations in developing countries. However, there are also many very impactful non-profit organizations that provide a pleasurable donating experience such as Kiva, Vittana, charity: water, and donorschoose. Currently, these organizations have years of experience, developed resources, and recurring funding streams that an organization at our stage of development does not have.

Our primary challenge is managing growth. Since our launch in August of 2012, Watsi has seen 30% week over week growth. These are great numbers, but without an influx of capital to scale operations fast, momentum will slow. A challenge as a non-profit is being able to raise capital effectively with few resources. As the non-profit fundraising arena is competitive, we will need to acquire some of this scarce capital on an ongoing basis.
Another challenge is around creating the internal systems in place to foster sustainable growth. We are in the process of creating a Board of Directors, which will greatly increase the level of governance of our organization and ensure that we have top talent advising and making decisions on the direction of the organization.

Going forward, Watsi plans to raise a large philanthropic round of capital to: hire necessary staff to add site features, strengthen our Medical Partnership network, and promote Watsi's brand worldwide. Watsi also will focus on creating the internal systems to foster scalability in a sustainable way, developing strong Board governance, and building new web products that attract and maintain users.

Since our launch in late August of 2012, we have processed $200,000 in donations, funding medical care for 250 patients in 13 countries. In the process we have seen donations increase 30% every week. With this amount of success over our first six months of operations, Watsi needs operational funding to expand operations.

To raise a million USD over the next two years that wil allow us to properly scale to provide medical care for a million people in need.

In the next year we project a million USD donated on Watsi's site serving 2,000 patients abroad. To be able to accomplish our goal, we need to hire a few more employees to scale operations in the short-term. During this process we also hope to expand our Medical Partner network to provide care in more needed areas worldwide.

In rural India people live in abject poverty and are not able to afford primary healthcare. The primary health centers set up by the government are mismanaged and are not able to deliver the expected results.
78% of Indian population stays in rural area with only 2% of human resources deployed in healthcare services. 80% of expense in health care is beyond the reach of villagers. Public health care delivery system is low quality & inefficient.

In such a scenario our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.

To achieve our objective we have opened four centers at four different locations namely, Mayapur, Kusumgram, Swarupnagar, Namkhana. At each of these centers we have four departments running namely General Medical Department, Eye Department, Dental Department, Homeopathy department. The patients are charged Rs 50/- (90 cents) for which they are provided with medical checkup and also seven days free medicine.We have been successful in keeping our costs low by maintaining an efficient supply chain of generic and near expiry medicines.

Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. We are also in collaboration with Smile Train Foundation at CMRI, Kolkata for Cleft lip/palate surgeries

Our vision is to open hundreds of units in the remotest corners of India. Our feasible vision includes the opening of 50 more centers in the next 10 years at various rural places in India. Our immediate vision comprises setting up 20 to 25 similar Health Centers to be opened in the backward areas of rural Bengal and a mobile hospital to give basic medical services at the door step of the poorest of poor.

Our mission is to eradicate the lack of health care facilities in rural India through the deliverance of affordable quality health care by opening primary health care units in those remote villages where health care delivery system of the state is sparse.

Our value proposition is to address the basic need of primary health care services in rural areas. These services are non existent in rural areas and our main objective is to make such facilities affordable and available to the people residing at the bottom of the socioeconomic pyramid. We have identified a huge need for the rural healthcare facilities especially in remote areas where such facilities are non existent and not affordable. We propose to address this issue by opening of our centers at such locations with four departments Eye, Homeopathy, Dental and General Medicine. A nominal amount of Rs 50 (90 cents) is charged against which the patient is allowed a check up from a doctor and seven days medicine based on the medication prescribed by the doctor.

Our beneficiaries (we do not believe in calling them customers) are the poor people residing at the bottom of the socioeconomic pyramid and dwelling in remote villages where the quality primary health care facilities are either non existent or not affordable. Over the years we find that following is the distribution of patients across department
General Medicine - 57%
Eye - 23%
Dental - 10%
Homeopathy - 10%

The age group of our patients is as follows:
0-5 years - 3%
5-12 years - 7%
12-60 years - 68%
Above 60 years - 22%

Gender wise break up:
Male - 33%
Female - 67%

Before opening of any new center we advertise in the radius of 50 km about our upcoming center. The primary modes of our advertisement is distribution of hand bills and making announcement in and around the area . After a center is up and running we believe in more of word of mouth advertisement where in the patients who receive good treatment at our centers encourage their friends and relatives to visit our center and this is how our organisation has been growing year on year.

We have 4 departments running simultaneously in each of our centers- General Medicine, Eye, Dental and Homeopathy. These services not only include the diagnostics of the patient but also providing of generic medicines. The Primary healthcare services offered through these centers are affordable to the poor which is amply demonstrated by the increasing footfalls in each of the center.

Besides catering to varied basic healthcare problems, our centers also arrange for cataract surgeries in association with Rotary Eye Hospitals. As of now approximately 5000 successful cataract surgeries have taken place. About 100 Cleft lip/palate surgeries for children have been conducted free of cost through Smile Train Foundation at CMRI, Kolkata.

The environmental conditions in which we operate, it is difficult to ensure the sustainability of the organisation and as a result of this we do not face any competition. The need for such services in rural India is huge and we would encourage the government to improve the management of its primary health care centers and also to any other individual or organisation who would help to make rural India a healthier place to live in. We do not have competition not because of choice but because of the circumstances under which our organisation operates.

The major challenges that we face is to get donation for starting of new centers. Also there have been few instances where we had started a center in a particular location but have to change later on in order to serve more people. We want to set up centers in location where the impact is maximum. Identification of such a location and getting a place on rent in such a location is a challenge.
As per the regulations there must be an MBBS doctor at each of the centers. We face certain challenges in finding such individuals, however, our experience suggests that the hiring of such an individual may take some time but eventually we are able to find the right person for the job.

Over the years we have made our model sustainable. We need donations only in the initial capital expenditure stage when we open a new center in a new location. The growth strategy is to raise funds for opening of new centers and making the operations sustainable.. Any surplus from any of the centers that accrue can be ploughed back into the working of the organisation.

The success of our four centers that are currently fully functional and having a huge social impact in rural areas amply corroborates that our model is sustainable and replicable. There is a need for these facilities in rural India and we believe that our model can help to serve this need and benefit millions of people living below the poverty line.

Each center that we open in the rural area has an impact radius of around 50 km. In order to impact more lives and provide basic healthcare facilities to rural population residing at the bottom of the socioeconomic pyramid in each of the next three years we plan to set up a new center in every quarter thus spanning a total of 12 centers in three years each located in a different village.

In the short term we plan to open one new center every quarter thus opening up of a total of 12 centers in the next three years. In the next 5 years we want a total of 50 fully functional centers.

Main Activities to replicate the model:
-Identification of four such locations where the impact of opening up of a new center would be beneficial to a larger section of the rural poor.
-Hiring and Training of doctors and support staff of running of the center.
-Improvement in the supply chain of medicines

The growth milestones would be to ensure that all the centers are operating at least at 90% of their capacity which is about 6000 patients per month.

Atención integral a niños de 6 a 12 años que padecen sobrepeso y obesidad tipo 1 en México.

Se da atención a los niños en un centro lúdico donde reciben apoyo médico, psicológico, de educación y nutricional. Asimismo, en este espacio realizan actividad física y reciben dos comidas al día.

Basándonos en altos códigos éticos y proveyendo tratamiento clínico de la mejor calidad, buscamos ser la institución líder en el tratamiento de la obesidad infantil.
Nuestros objetivos son:
- Reducir el peso de los niños que atiendan a nuestros centros, teniendo un efecto positivo en su salud.
- Contribuir con la reducción de los índices de sobrepeso y obesidad infantil en México.

Centro accesible, práctico y efectivo para reducir el peso de niños con sobrepeso y obesidad tipo 1.

Niños de 6 a 12 años que padecen sobrepeso y obesidad tipo 1.

Usamos un enfoque multisectorial que incluye vinculación con instituciones públicas como Secretaria de Educación Pública y DIF (Desarrollo Integral de la Familia), así como promoción en medios de comunicación, asociaciones de padres de familia y escuelas.

Tratamiento integral contra el sobrepeso y la obesidad tipo 1 que incluye atención nutricional, psicológica y clases de actividad física. Servicio de comedor y cuidado de niños.

No existe ningún otro modelo de negocio o programa similar que atienda de manera integral a este grupo de edad.

El costo de la inversión inicial es alto, por lo que aún tenemos que conseguir al primer inversionista. Sin embargo, estamos diversificando nuestras opciones, buscando alternativas como programas de gobierno.
Asimismo, la estandarización del proceso clínico ha sido un gran reto que estamos resolviendo con consultoría de médicos bariatras especializados en pediatría.
Finalmente, en México existe un ambiente obesigénico que dificulta la promoción de hábitos saludables, por lo que como Fundación también estamos impulsando políticas públicas encaminadas a un cambio cultural más favorable para la salud.

El primer centro será monitoreado estrictamente como prueba piloto. Después de esto, se podrá comercializar la franquicia.

Actualmente existe una alta demanda de servicios de tratamiento de sobrepeso y obesidad infantil. El modelo está listo para empezar la prueba piloto, solamente tenemos que finalizar la parte legal y conseguir el apoyo de inversionistas.

Incrementar el número de centros de atención, llegando a atender a 300 niños anualmente.

A corto plazo, esperamos abrir el primer centro en 2013. Todo 2014 sería tiempo de monitoreo de la prueba piloto. A partir de 2015, buscamos la apertura de 3 centros anualmente, con presencia en diferentes estados de la República.

Arab new parents suffer from the shortage of trusted information related to their new lifestyle, pregnant women lack the knowledge related to pregnancy and they always feel so scared from delivery, there are so many Caesarean cases due to improper practices. The culture for the Arab pregnant, they do feel shy to ask about stuff related to pregnancy and so they do need a trusted source of information to guide them and answer their concerns.
Our solution and technology will alert pregnant immediately up on doing risky practices and will also help her avoid disease or minimize their effects if happened.
We will have dedicated healthcare social network as support group to share their experience. Apps will include GPS to locate the nearest hospital, medical clinic, etc.

We will have a one-stop shop as follows:

1) Smartphone Apps in Arabic (niche market): fully talking and interactive apps, full of human sense detection, alerts, reminders, daily tips, daily exercise, sexual life guide, fetus changes and development, labor courses, etc.

2) Human Sense Detection Technology: to prevent or alert the pregnant do any risky actions during work or sleep.

3) Healthcare social network: dedicated social network for new parents in Arabic language to act as support group and share experiences.

4) MobiCare: a rating system where patients can write reviews and rate the healthcare services they got from the medical clinic, which should improve the services.

5) GPS facility: to locate nearest hospital, medical clinic, pharmacy, shopping center (targeted).

We develop paid as well as free apps (with ads) on all smartphone devices, and so we generate revenue from both income streams. We have several partnerships with international ad agencies to integrate ads from advertisers.

Below is a list of main revenue stream:

• Direct sales: (download from the iTunes and other smartphone stores).
• Retails sponsorship: through Ad banners related to pregnant and baby stuff.
• Retail partnership: to have percentage on sales come through us (baby and mother stuff), TBD.
• Hospitals and medical clinics partnership: we can create a list (inside the app) of recommended clinics/ hospitals for delivery and mom/baby care, in return, we will have a deal from them, TBD.
• Margin from sales from the shopping centers we include in apps.

The big one is Arabic language over the English ones.
Existing Arab competitors currently address only one or 2 aspects of MobiStine value proposition. Competitors include: Few Arab individual developers, Health websites and very few smartphone apps.

We are the first company in MENA to be specialized in developing Trusted Arabic healthcare apps. We have an agreement with leading international medical associations, so data is trusted and accurate. Moreover, we will enjoy competition as we are sure we can always do it better and provide better services to our users.

Moreover, we are the only who will offer human sense detection to prevent pregnant from doing any risky actions while working or even sleeping.

- New parents, includes:
- Pregnant
- Husband.
- Adults.
- Medical clinics
- Pharmaceutical companies
- Shopping centers (who sell pregnant and baby stuff).

Our apps will be sold mainly through the online App stores and their 100s of distributor channels all over the world.
MobiStine Marketing Strategy will focus on and utilize the following tools to attract clients:
• Advertising campaigns and promotions (E-marketing campaigns using digital media and social networks like Facebook, Google ads and others for getting more downloads of our apps.
• Article writings in specialized and related journals, blogs, forums, LinkedIn targeted groups, etc.
• Partnership with Pharmaceutical companies and medical devices to have sponsorship ads.
• Partnership with hospital, medical clinics, medical laboratories and the like for ads sponsorship.
• Partnership with NGOs and other institutions that have same target market as ours (who focus on pregnant

- Develop and keep updating the smartphone Apps.
- Build the healthcare apps.
- GPS, adding and updating clinics, doctors, shops, etc.
- Marketing activities of our apps and solution

Our peers (Ecosystem):
- Hospitals, medical clinics and doctors
- Insurance companies
- Medical Labs
- Shopping centers that sell pregnancy and baby stuff
Our competitors:
- Few healthcare website
- 5 smartphone apps
I don't think the above peers (Ecosystem) will pose real problems for us as they will be with us and want us to succeed, since they get value from our apps. This value is direct and indirect; we promote their clinic and we create awareness for patients. There will be win win situation with them.
As for the competitors: There are very few Arabic trusted healthcare websites, they are not even designed for mobile use and so, they may pose some minor problems if they decide to do a mobile version, however they are general ones and not focused on the new parents as ours

If the (few) Arabic healthcare websites or individuals decide to create a smartphone apps in Arabic for new parents, however, as we are currently the first and only company specialized in this, so first comer is first winner, also, it is not easy to establish partnerships with leading medical organizations to make the apps fully trusted and accredited. In addition, we have a solid advisory board with R&D to keep enhancing and creating more value and benefit to our users especially we have developed over 25 smartphone apps and so we learned a lot in terms of user experience and how to attract users. Our team believe we can always be better.

We will release free as & paid version of the smartphone app, to enable to maximum number of users to use our apps, once they use it, we are sure they will stick with us due to the value they get day by day. We will include ads in the free apps and so we get income from both revenue stream. We will have sponsorship ads as 3rd revenue stream where our ecosystem will be delighted to do ads with us

70% or Arabs are young and our solutions is targeted to youth who are likely to have smartphones and they do lack the trusted healthcare info related to their new lifestyle including child care and how to plan for next baby which is a problem in the Arab world as they keep on having new baby one after the other. Moreover, mHealth is estimated to be $ 38.8 billion by 2016.

Partnership with big pharmaceutical companies and medical & healthcare organizations, NGOs who support healthcare issues in addition to governments who fund and support healthcare awareness.

We will do the smartphone on iOS (iPhone) and Android and later to other platforms (Blackberry, Nokia and Windows phone).

We need 4-5 months to release our first smartphone app for pregnant, 2 months for awareness and baby planning app, 1 month for building social healthcare network. 6-10 months to have a matured GPS ready to located the nearest medical clinics, hospitals, doctors, pharmacies and shopping centers targeting pregnant and baby stuff.

We will do regional workshops and events for professional and those who work in the medical and healthcare sector to introduce the first solution of its kind in the Arab world.

Child mortality in India is a major issue to be solved based on the UN’s Millennium Development Campaign. In 2010 WHO reported, 1.8 million infants die before age 5 in India and 7.6 million world-wide. Respiratory distress in India is a major cause of death for infants with 648k annual deaths due to respiratory distress. Many parents do not know the signals of respiratory distress before it is too late. Additionally, parents in India especially resource-constrained settings do not have access to home monitoring devices available to parents in developed parts of the world. 75% of infant mortality in India arise from specific high-risk states: Uttar Pradesh, Bihar, Madhya Pradesh, Rajasthan, Andhra Pradesh, Orissa, Assam, and Gujarat.

Our low-cost, disposable wearable micro-sensor technology can help prevent the deaths of the 645,000 children under the age of five who die annually of respiratory distress in India. Project Shwas addresses India’s high neonatal and post-neonatal mortality rate by monitoring the quality of the respiratory system in the home environment using simple to use wearable sensors. This endeavor is in-line with the goals of UNICEF through their Integrated Management of Newborn and Childhood Illness (IMNCI) program, which encourages home-based care solutions. The algorithms being developed will be capable of alerting parents at the earliest signs of respiratory complications, giving them additional time to seek life-saving medical care.

The vision is to empower parents in India to utilize low-cost technologies designed for resource poor environments to reduce infant and childhood mortality relating to respiratory distress. The overall objectives include 1) developing products using technologies that are high-quality and low-cost in rural health settings; 2) educating parents about respiratory distress and infant mortality; 3) creating a distribution system where products are accessible to masses.

We want to empower a new segment of the Indian population to be health consumers of services for their infants. These individuals will have both the access and spending power to purchase affordable consumer health products that are of sophisticated sensor technologies.

HITLAB and its partners will offer parents in India with a wireless wearable sensor patch to monitor the breathing of their child to serve as an alert monitor when infant stops breathing. The embedded algorithm on the sensor collects objective, standardized breathing data to determine good, mediocre, or poor breathing with outputs of LED color displays of green, yellow, and red, respectively. The consumer sensor product will be low-cost and accessible to Indian parents who currently do not have technology tools to prevent infant respiratory distress and infant mortality. The combination of education and technology provides an entire experience for parents.

Project Shwas will focus on customers such as state governments, local clinics in the states, Indian healthcare delivery systems, NGOs, and parents with disposable income to purchase the proposed product. In Year 1, the focus is to complete a pilot in state of Assam so the customer is Assam's Ministry of Health and its leading hospital, Guwahati Neurological Research Centre. Project Shwas will identify local health clinics in Assam to serve as customers too. Project Shwas will also identify customers who have vast health delivery networks in India like Apollo Hospitals. In Year 2, the Project Shwas will focus on high-risk states besides Assam. In Year 3, full awareness, marketing, and advertising can focus on customers like parents expecting children or with infants.

Project Shwas has its own network to reach its customer however certain organizations can help bring awareness. For example, Project Shwas can get the help of Save the Children’s Smita Baruah who is Director of Global Health Policy and Advocacy. Project Shwas will reach customers by getting its educational material and sensor product to be perceived like any other consumer product. An ideal partner may be an Indian consumer company selling baby/infant products as a distributor. These firms already have access and contact with parents and the educational material and sensor patch can be co-marketed. HITLAB can be innovative and even partner with a firm like Coca-Cola to help extend reach into rural areas and bring awareness of the sensor patch and educational material.

There are five primary activities. First, educational material about infant mortality and respiratory distress need to be developed that will accompany the sensor products. Next, the sensor product has to be designed, fabricated, and tested. Thirdly, pilot testing of the program and experience from the educational material and sensor products must be completed. Fourthly, research and connections with the Indian government and NGOs must be made when bringing to products into the country. Finally, the full ramp-up of the education and product distribution must take place.

Current competitors are baby monitoring firms like Fisher-Price who currently do not cater to resource-constrained regions like India to address infant mortality especially respiratory distress. Also these types of firms do not have expertise in mobile health sensor technologies. Other NGOs like the Gates Foundation may deploy technologies addressing respiratory distress. The saturation or contact of the same Indian partners or individuals may make it harder for the implementation of Project Shwas.

HITLAB manages many different programs besides this proposal. The proper attention and focus is required for a project like this where overseas coordination is required. Success can be ensured with an assigned, formal project manager so that all objectives and day-to-day activities are addressed.

While India's economy is growing, we don't know if the growth will sustain. Project Shwas assumes consumer spending empowerment where they can afford consumer health products. These parents can be of any socio-economic background and any educational level in India but the product will be priced at <$20 US or lower assuming consumer can afford this - similar to throw-away cell phones available in India.

Invest in educational programs and partnering with marketing providers. These programs require making parents aware of the need for home-testing of respiratory distress to prevent death. Awareness can start as posters or pamphlets in pediatric clinics and other health clinics. Foster partnerships with local clinics, NGOs (Save the Children), and health delivery systems (e.g. Apollo Hospitals).

Project Shwas has a full prototype that can measure respiratory rate, breathing rhythms, and quality of breathing. The prototype adheres to the “lean startup” methodology being a minimum viable product. India is considered a growing economy with a new middle class in all socio-economic groups and adopting technologies like cell phones. Healthcare for newborns/infants will be in high demand.

The first objective is to partner with the state of Assam in Year 1 and then create local awareness and education about respiratory distress and home monitoring systems at pediatric and health clinics in Assam. The next objective will be to reach out to other state governments in India and leading health delivery networks like Apollo Hospitals to ramp-up in Year 2 and 3.

In Year 1, the goal is to produce 100 units of the sensor monitoring units and then test with 20 – 50 infants in Assam, India as a pilot study. Also, Project Shwas will develop initial awareness and educational materials to be placed in approved clinics in Assam to help parents understand the importance of respiratory distress and home monitoring. Finally, Project Shwas will cultivate strong relationships with Indian state governments, health delivery systems like Apollo Hospitals, and NGOs like Save the Children. In Year 2 and 3, Project Shwas will have expanded into at least two other high-risk infant mortality states. The selection will be determined by feedback from Indian government, NGOs, partners, etc. Also, in Year 2 and 3, Project Shwas will be able to produce thousands of units.