Tecnologías de información

With great capacity, we would be able to expand the number of staff involved, create more resources, improve quality by employing more talented individuals and enhance the level of training for teachers that we could offer. The link with the Ministry of Education that we are developing would enable us to work closely with the government in the development of the future curriculum, enhancing the focus on balanced nutrition and engaging adult learners rather than simply focusing on Malawi's future farmers.

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One of the biggest development challenges in Pakistan is lack of access to affordable, quality healthcare, with an under-resourced public health infrastructure that is unable to cater to the population. A majority of the Pakistani population lives below the poverty line, has little to no savings, and has zero access to quality healthcare. This problem is exacerbated by the fact that over 50% of the nations' pharmaceutical drug supply is counterfeit and poses a significant health risk to disempowered consumers - especially in rural areas where literacy and awareness are low. In addition, there have been significant fatalities from medical errors associated with ineligible writing and incorrect drug dispensation.

NAYA JEEVAN’s ‘PBM’ is a technology-enabled, market-based approach to minimizing medical errors via smart-phone enabled digital prescriptions (eScripts), eliminating counterfeit medicines and increasing affordability and access to quality healthcare. The PBM, through its national Pharmacy Smart Card, will introduce differential pricing – offering a very large pool of pre-qualified, low‐income beneficiaries access to quality medicines. Direct-from-manufacturer discounts will be enabled at point-of-sale (POS) without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP.

Our overarching vision is to provide an automated solution that makes pharmaceutical purchases cashless, affordable and safe for low-income communities throughout the emerging world.

Our objectives include:

1. Education of retailers/microretailers on how to utilize smart-phone enabled, cashless POS technology in order to enhance their sales, improve their inventory management and operational efficiency.

2. Empowerment of consumers through real-time, sms-enabled, POS product authentication

3. Elimination of medical errors due to ineligible writing by disseminating smart-phone enabled digital prescription technology

For an annual membership fee of only PKR 500 ($5), qualified, low-income families will be able to procure Rx smart cards which provide them with 20-50% POS, direct-from-manufacturer discounts at a participating nationwide network of retail pharmacies. Given that the average annual expenditure of low-income families on medicines for chronic disease management is estimated to be at least PKR 6000/year ($60), the minimum net savings, health consumers will enjoy are PKR 700 ($7/year). In addition low-income consumers will be empowered to authenticate the drug they are purchasing via real-time sms. This technology will be integrated with the Rx smart card and the only cost associated with product authentication will be the regular cost of an sms transmission.

Our target customers are the working poor who are concentrated into 5 sectors within the formal economy: corporate, public, academic, SME and NGO as well as a very large informal economy which includes domestic household staff such as drivers, cooks, maids, guards, etc. and their families. The total population of such workers in Pakistan is ~40 Million and the potential lives impacted (including their families) is ~120 Million lives.

NAYA JEEVAN has cultivated close collaborations with large MNC and national corporations. We cascade our health plan for the marginalized up and down their value chains, targeting low-income stakeholders (suppliers, distributors, microretailers, etc). We intend to leverage the same distribution platforms to disseminate our Smart Drugs card. In addition, we will also partner with large MFIs to target the communities they conduct business in.

[1] Negotiation of retail discounts for pharmaceutical medicines/vaccinations/diagnostic supplies from Pharmaceutical companies
[2] Construction of a pre-discounted Pharmaceutical Formulary database
[3] Development of an appropriate technology platform with our technology partner (UBL Omni)
[4] Selection of participating in-network retail pharmacies in Karachi
[5] Pilot launch of Smart Drugs system in Karachi with distribution of Pharmacy Smart cards to clinic and health plan members (~25000 households)
[6] Monitoring/testing and quality assurance, documenting lessons learned. Dissemination of learnings via continuous feedback loops.

There are no companies which are providing digital prescription or product authentication services to the BoP at the present time in Pakistan. However, we hope that our model will catalyze the entry of competitors into the marketplace as there is a huge market to serve (over 120 million lives). Potential market entrants include insurance companies seeking product diversification and value creation opportunities as well as ICT-enabled health solutions companies. While these companies may try and 'out-muscle' us in the market, our expectation is that a number of large pharmaceutical companies will come forward to collaborate with us on this project and, to a certain degree, immunize us from such competition (although competition is healthy and we welcome it as a social business).

Pakistan is facing a major energy crisis and this is an issue which can discourage use of electronically powered, ICT-dependent solutions. Environmental and personal security remains a challenge but we will continue to innovate and leapfrog these constraints. A major organizational constraint is sufficient access to growth capital. In an ideal world, we would have no problem raising the growth capital needed ($1.2 Million over the next 12 months) and would have scaled to serving over 150,000 consumers at the BoP.

Our growth plan consists of partnering with the Pakistan Poverty Alleviation Fund (PPAF has over 100 partner/member MFIs and large NGOs) and the NISP (National Income Support Program) to incorporate our technology into their current value proposition. NISP has over 7.5 Million beneficiaries and provides an ideal platform to scale our social business.

Our hospital network is already operating in over 40 districts in Pakistan and is poised for additional expansion into rural areas. In addition we have been approached by potential partners in India, UAE, US and Latin America to replicate variants of our model in those countries/regions.

Our major objective as we grow is to achieve financial sustainability in Pakistan so that we are no longer reliant on grants/donations. We would then be ready to replicate this approach in other emerging economies.

In addition, as we grow, we want to continuously create more tangible value for our low-income members/consumers. This will require ongoing collaborations with the private sector.

(i) Regional Expansion and Diaspora Engagement (in US, UK, UAE & EU): June 2013 - June 2014

(ii) Pilot study of model in US (January 2014 - March 2015)

(iii) Replication of model with pilots in India, UAE and Latin America (January 2014 - September 2014)

Late Living is seeking to solve the problem of finding senior care efficiently and effectively using technology.

Using the current approach, families of an aging loved one are forced to cooperate with placement agency policies and potentially unethical practices or continue the search on their own. Tackling this monumental and emotional task currently requires countless phone calls and in person tours that squander resources, waste time and limit other viable options. Many simply do not have the time or money required to locate suitable living arrangements on their own, especially when geographical distance becomes a barrier.

Users will have free access to the website, its features, and all of the video tours without a subscription. As part of this free access, users will also be able to create their own account to simplify their search and save and share their favorite facilities privately. Family members can then make comments and suggestions on a user's favorites through a unique method that does not require an account or sign in. By using this method, family members can be involved in the decision making process regardless of location.

In addition to helping seniors and their families, Late Living is also modernizing the way facilities market their services to prospective clients in the form of video licensing and analytic subscriptions for enhanced target marketing efforts.

Late Living's management team has a dream to create an indispensable tool that aids hundreds of thousands of elderly citizens in finding adequate care later in life without ever leaving home. Late Living’s dream is to become the Zillow of assisted living with the room availability information of a Hotwire.com service. Our primary goal is to create the leading online website for locating assisted living through the use of video walk through tours. In doing this we have a mission to accomplish two objectives; redefine an industry held back by crippling paradigms and influenced by unethical practices; ease the burden felt by family and loved ones by providing a user friendly online tool that will aid in better decision making with less effort.

The LateLiving.com website and it's tools revolutionize the search for senior care by transforming a three to four week search into a three to four hour decision. Through the use of the tours and unique sharing features families can tour as many locations as they'd like from anywhere in the country and collaborate on the decision as a family instead of the burden falling on the eldest child or closest family member.

We also take the value proposition one step further with a completely new approach to reaching seniors and their families through the use of magnetic marketing. By licensing the video and subscribing to our monthly video analytic package facility marketing staff can see who their top prospects are, target their marketing efforts and reduce their work load by up to 96%.

There are two customer segments in our market. Website visitors and facility marketing staff.

A website visitor in our target market is a U.S. Adult ranging in age from 40 to 60 years old. Most of these users will be searching for senior living for someone other than themselves, namely a loved one or aging parent in need of care. They are professionals with busy schedules and family members spread across regions.

Facility administrators match the profile of marketing and sales staff of larger centers (50 apartments or more), who need a viable alternative to placement agencies and have very little marketing automation knowledge.

Various segmentation exist within each group and we are currently working to identify the most profitable and most accepting market segments.

The go to market strategy to build the database of video tours as quickly as possible. The success of LateLiving.com rests squarely on the quantity and quality of the content. In order to maximize the amount of content and to surpass the usefulness of competitor sites, filming of the video tours and setup on LateLiving.com will be free of charge until September 2013. Utilizing this strategy will allow the directory to capture nearly all of the locations in the state of Arizona.

A free basic video tour will ignite interest in the project and allow access to key decision makers in each facility. They will then be offered an up sell of additional video enhancements and a paid monthly licensing of the video for use on a facility website packaged with an analytics subscription.

Our primary activities involve the creation, maintenance, and feature enhancements of the online database. We also educate facility staff of the new availability of our services and coordinate of filming and editing of the senior communities.

Educating the sales and marketing staff of senior communities has also emerged as being a primary activity of the company because of the lack of marketing automation skills found within these organizations. This also aids in positioning our services as a time saving solution and expert knowledge of the subject.

As the database grows, our primary focus will be on educating the public of the availability of the video directory and the unique decision makign features it offers to families who are currently searching for care.

Currently, there are a large number of online directories that offer general information about the care facilities that list with their site. However two of them are industry leaders:

o APlaceForMom.com – founded in July 2000
o OurParents.com – founded April 2001

Due to the size of these companies and their current reach they pose the greatest threat to our growth if they can successfully implement a video solution and sharing feature similar to LateLiving.com.

These directories are maintained by companies who supply leads to placement agencies and charge no up front fee to have a listing on their site, their fee is in the form of commissions once a user moves in.

Marketing staff do not like using these directories because of the minimal value they provide to residents.

We face significant challenges as a start up company with regard to our team and funding. This is a game changing opportunity that has the potential to disrupt an entire industry and significant funding will be necessary to populate the online directory with a sufficient number of video tours as well as inform the target market about our services for their families. To overcome this hurdle, we have already reached out to angel investment groups and venture capital firms who have shown a mutual interest in our project and formed relationships before we are in need of funding.

Because we are a small team, we face the challenge of attracting A Game players to help us build the company. We also realize each team member has a runway of time they can contribute before requiring a salary.

We plan to film as many Arizona facilities as possible within the next 9 months with a target of 120 locations. We have become members of senior housing organizations that have given us access to nationwide senior living chains and sales meetings with key staff. We have also identified seven key states that will become the first regions for nationwide expansion (CA, TX, FL, OH, WA, OR, NV).

Over the past year we have integrated Infusionsoft as our CRM and marketing automation software with an eye toward rapid growth. Clearly documented processes have helped to completely automate repetitive tasks and reduce profile setup time on the LateLiving.com website by 70%. We have also signed up videographers in seven states at a cost savings of 65% market rate for this type of filming.

To accomplish our objectives there are five goals that need to be realized within the next year:

• Revenue Goal: $100,000
• Reach critical mass of 170 facility video tours on LateLiving.com
• Attain 75 monthly paying clients by the end of 2013
• Generate 20,000 visits per month by the end of 2013
• Achieve 50 resident placements from the website

Key activities include search engine optimization of the website, a public relations push as we hit our growth milestones in order to generate awareness and drive traffic to the website, and rapid expansion of the database to include all Arizona facilities.

Within a three year period Late Living will have captured a 40% market share and have complied a comprehensive database of video tours. Goals to accomplish within three years are as follows:

1. 2015 Revenue Goal: $6M
2. Host 1,600 facility video tours on LateLiving.com by the end of 2015
3. Monthly Recurring Revenue Goal: $244,000/mo
4. Attain 1,350 monthly paying clients by the end of 2015
5. Generate 300,000 visits per month by the end of 2015
6. Achieve 340 resident placements per month by the end of 2015

Health centers and other community organizations serve a critical role in serving Americans with limited access to care, including 48.6 million uninsured and 40 million and 50.7 million enrolled in Medicare and Medicaid, respectively. CHWs are uniquely qualified to help these organizations reach and improve services to underserved populations. CHWs can connect people to health care, deliver culturally and linguistically competent health education, increase compliance with provider instructions, and improve patients’ understanding of health conditions and ability to manage them. However, in order for CHWs to work effectively, there must be a clear link between their activities with patients and providers’ activities with those same patients. This link is weak or missing in many cases.

CommCare is an open-source mHealth platform designed for data collection, client management, decision support, and behavior change communication. CommCare can support a large number of users and provides out-of-the-box reporting, analytics, and performance management to create actionable insight from collected data.

CommCare includes a feature-rich mobile application, data reporting tools, and an application-building platform through a cloud-based server application called CommCareHQ (www.commcarehq.org). CommCareHQ allows users to easily customize a CommCare mobile application and download it onto their phones. Users can submit data in real-time, and the data is immediately available to supervisors and program managers through automated, pre-canned reporting and data exports.

Dimagi and MHP’s shared vision is that health centers and other organizations throughout the U.S. will successfully integrate CommCare and use it to increase cost-effectiveness and improve patient/participant outcomes. To that end, we aim to achieve the following objectives:

(1) By second quarter 2014, we will have developed and piloted at least one new innovative feature for CommCare in further enable CommCare to effectively serve U.S. CHW programs.

(2) By second quarter 2014, 3 health centers and/or other organizations in the U.S. will have contracted with MHP to implement CommCare.

(3) By fourth quarter 2014, MHP will pilot its cost savings/ROI calculator tool with several organizations attempting to show increased cost effectiveness and cost savings from using CommCare.

CommCare has been used effectively in numerous global markets but has not yet been applied in the U.S. market. Dimagi believes CommCare can provide great value including increased quality of healthcare delivery and significant cost savings to health centers and other organizations utilizing the CHW model in the U.S.
As demonstrated by MHP’s implementation of CommCare in 2012, CommCare enables data drive management and transparency, increased quality of healthcare delivery while reducing cost at the same time. MHP reported a 55% reduction in program cost after the introduction of CommCare to their CHW programs. Together, this creates a strong value proposition for domestic health centers and organizations striving to increase impact while also looking to increase their cost effectiveness.

MHP’s customers are health centers (including Federally Qualified Health Centers, or FQHCs) and other organizations throughout the U.S. that have CHW initiatives. As we actively look to extend CommCare in the U.S. for the first time, the target market will be organizations that (a) have CHWs, managers, clinicians, AND administrators who are highly motivated to integrate CommCare into their operations, (b) are able and willing to invest their existing resources in the mobile app and wraparound support (vs. seeking grant funding), and (c) are investing in CommCare not only to address their data and reporting needs, but also to deliver better care and improve health outcomes.

MHP has worked with FQHCs and other organizations utilizing the CHW model throughout the U.S. for 30 years and is very familiar with the national landscape of FQHCs and organizations that are using the CHW model. This familiarity encompasses the capacity and extent of motivation and innovative spirit of many of these organizations. MHP and Dimagi will use in-person, print, and web-based marketing strategies to target first those organizations that are ideally positioned to participate, and later any additional organizations that use the CHW model but whose capacities and levels of motivation and innovation are yet unknown. MHP is in the process of hiring a National Contracts Facilitation Manager whose responsibilities will include promoting the Dimagi/MHP Product to the target market.

Primary activities will include:
• Marketing CommCare and wraparound support;
• Conducting readiness assessments with interested organizations and helping them secure necessary buy-in;
• Working with participating organizations to establish implementation and T/TA plans;
• Tailoring the mobile application to the needs of each organization, with an emphasis on ensuring that the application generates patient data desired by clinicians in a format that is easy to consume;
• Training CHWs and other stakeholders within participating organizations to use the app;
• Providing training and support regarding the management of the app;
• Based on feedback, developing one or more new innovative features for CommCare that respond to needs for the U.S. market.

We know of several other mHealth platforms including: Magpi, OpenDataKit, ClickDiagnostics, FrontlineSMS, and Datawinners.

CommCare’s feature list exceeds that of any competing product in mHealth. In particular, CommCare has the following differentiating features which are essential to the US market: (1) longitudinal client tracking (2) multimedia integration to foster client engagement (3) Android phones compatible (4) utilize SaaS and licensing product model which ease replication and enable scale.

The mHealth platforms mentioned have not yet earnestly targeted the U.S. market. However, these platforms could enter the market. But, we believe CommCare’s differentiating features better address the needs of domestic partners which will remain our advantage and lead to our success.

While community health is a growing emphasis in the US healthcare system, the business models to support funding a community health programs and community health workers are nascent and sometimes non-existent. Without strong financial models for community health workers, innovating and supporting these programs will be extremely challenging.

Bringing our expertise of building CHW technology for years in global health, we are partnering with CHW programs in the US that have equally strong experience in the delivering care through CHW programs. Dimagi offers a tiered pricing licensing model seeks to enhance the business value of CommCare by better aligning and serving each organization’s program size and requirements.

Dimagi supports CommCare through a SaaS model. This SaaS model not only provides both an industry-leading set of features, but also lowers the total cost of ownership for a partner.

With our completion of CommCare as a turnkey solution, this enables MHP to leverage their experience and not need to solely rely on Dimagi to further implement and scale CommCare in the U.S.

As mentioned above, in 2014, Dimagi and MHP will have developed and piloted at least one new innovative feature for CommCare to better serve U.S. based CHW programs, partner with 3 organizations or health centers, and pilot its cost savings/ROI calculator tool with several organizations attempting to show increased cost effectiveness and cost savings from using CommCare.

By second quarter 2014, Dimagi and MHP will have developed and piloted at least one new innovative feature for CommCare (e.g. custom reports and dashboards for CHW managers, web-based case management user interfaces for care providers in clinics, or custom summary screens for health care providers). By second quarter 2014, three health centers and/or other organizations in the U.S. will have contracted with MHP to implement CommCare. By fourth quarter 2014, MHP will pilot its cost savings/ROI calculator tool with several organizations demonstrating the increased cost effectiveness and cost savings from using CommCare. Dimagi and MHP will aim to engage at least three new health centers or other organizations each year after 2014.

Patients don´t have enough money to pay for medical treatments. Money expended in health increases exponentially over the years world wide, thus compromising the monthly family budget of people. This is related to the lack of transparency in health, because patients don`t have a single place to find doctors and chose between different medical offers. furthermore single doctors and small clinics, have difficulties reaching patients because marketing at big scale can only be generated by big medical corporations and existing online health directories are limited and do not promote health professionals. So doctors lack a place to promote themselves.

We provide a single website that helps patients to find doctors and pay for medical treatment. Based in a preventive medicine view. Also we help doctors to be found by patients. Each Patient has a profile where they organize their favorite doctors and accumulate Health Points out of purchases on local markets or by transferring credit/debit card points. So patients have a health point saving account to pay for health. Also, each doctor has a profile with an online schedule showing their curriculum and medical promos they are offering to patients. Many doctors offer first appointments for free because that is a business opportunity for them, and a lot of patients don`t have enough money to pay for first appointments but they do for a small treatment. So, we want to connect both.

Our Mission is to GET PEOPLE BETTER after they fall in sickness as soon as possible, and help them to STAY HEALTHY!!!. Connecting patients and doctors in a better way we improve communication, saving money and time. Our team loves Prevention, thus we are changing the way how the world perceive and connects to medicine. So, we want patients to obtain medical treatment as soon as possible when needed and don't wait until it is too late.

We connect patients and doctors worldwide. Improving the search for health and providing a new way to pay to doctors by accumulating Health Points from local markets or credit/debit card systems. This will permit not only use that collected Credit in their local cities but also in other countries.

this is a B2B and B2C business:
B2B: Health professionals, and small to mid-size health institutions
B2C: Patients, specifically Mothers between 16-50 years old.

Mainly Internet and Social media in the first stage of the company, also with text messaging to remind health appointments. Later we are looking for Radio communications and TV to promote and have an other channel to reach more people.
To GET Patients and doctors:-data bases (mails), -social media, -sales representatives
To KEEP:-features on the web
To GROW:-viral strategies, -Marketing

Subscribe doctors in different areas of medicine and teach them to use their profile.
Obtain patients to use the web Search system we provide.

there is some competition like: www.zocdoc.com, www.yepdoc.com, www.bookmydoctor.com but what we think is that no one has approached the problem from a preventive view as we are doing it, and also with the level of innovation that we are promoting. they are not a problem, actually i can learn from them. the market world wide is so big that there is enough space for many companies doing the same.

the collusion of health insurance companies and hospital/medical centers systems. a recent study by a Chilean University shows that there is a vertical integration of many actors in health. This is related to the lack of competitors in the system and also the information asymmetries that exist in health.

Improving the performance of the company in terms of sales and market presence, Plan 3-5 years.
Identify business opportunities, markets of interest
Get a sustainable competitive advantage over time and defensible against competition
Analyze deviations from the goals acting accordingly, increasing the motivation of the members of the company.To provide management information for desire growth.

we are not ready for growing yet. we need to consolidate our business locally and then start the expansion strategy.

First, grow in Chile with the number of doctors in our service.
Second, grow the number of patients using our system together with growing the number of companies associated.

in the short term we want to localize in Chile, Peru and Colombia.
in the long term we are looking for México and Argentina markets.

Disability, facing 1/7 of the world’s population is an important development issue with an increasing body of evidence showing that persons with disabilities experience worse socioeconomic outcomes and poverty than persons without disabilities. With these ever-increasing volumes, access to care is limited and the quality of care resources are archaic. The most commonly reported tools used by clinicians are hand-written notes and sketches to communicate ‘accurate’ instructions to the patients and caregivers. In order to increase access to care and improve communication between patients and clinicians, there is a need for tools which provide access to quality content in an engaging and meaningful way.

In line with world community-based rehabilitation guidelines, our suite of mobile applications, the first being StrokeLink, are designed to empower patients facing disability and their family members throughout their care journey by providing them with access to information and tools to help them regain their independence. With StrokeLink, in addition to providing a digital library of information relating to stroke, the app works with patients to set goals, provide access to therapy programs and monitor their progress over time. Using StrokeLink Capture, a specialized tool that allows clinicians to build custom therapy programs with ease, patients leave the hospital with highly personalized therapy programs communicated effectively to them and those helping them with therapy.

Our vision is to improve access to rehabilitative care and reduce global disability. Our objectives are to improve patient outcomes as well as improve the utilization of healthcare resources throughout the care continuum. We are doing this by empowering patients and family members with high quality tools to effectively manage their own health while at the same time providing clinicians (therapists) with an efficient way to prescribe therapy programs.

Addressing the problem of global disability involves the development of unique and strong value propositions for each stakeholder involved:

For healthcare providers who face the challenge of providing services for a growing population of individuals facing disability, mobile apps, like StrokeLink, allow for the optimization of healthcare resources by better enabling patients and their families to take on an active role in therapy. Clinicians are better equipped to effectively and efficiently communicate and monitor therapy plans while patients benefit from an enhanced understanding of the steps needed to regain independence through engaging independently in therapy in a community based setting.

Our primary customers are individuals affected with a disability and their family members. Ultimately, in order to create positive change in rehabilitative care, it is important that we engage all key stakeholders involved which include clinicians, healthcare providers and healthcare associations in addition to patients and their families.

A channel partnership strategy will be taken to reach our customers and facilitate growth into new markets. This strategy entails partnering with the leading patient advocacy organisation representing a form of disability in a geographic region. For example this could mean the MS Society of Canada, to reach MS patients in Canada, or the Mongolian Stroke Association, to reach stroke patients in Mongolia. This partnership provides us with key suppliers of validated content and strong existing channels to reach patients. In return we provide a white-labelled mobile platform to improve access to specialized rehabilitation resources and a proportion of the revenues generated.

Software Development - Building our platform and suite of mobile applications.
Partnership Development - Creating content and distribution partnerships with national patient advocacy organizations.
Relationship Development - Marketing to Healthcare Professionals and securing endorsement from experts in each field.

Our main competitor in the market is the most commonly reported method for the prescription of rehabilitation plans: the hand drawn stick figure! There are also substitutes for our technology including the multiple web-based exercise prescription tools, but these ultimately lack the flexibility that clinicians require and are removed from the patient-clinician interaction. Both these processes reinforce a highly prescriptive environment while our tools seeks to foster a more personal and collaborative care model whereby patients are incorporated into the exercise prescription process.

The biggest challenges we are currently facing relates to geographic growth and working with hospital timelines and budgets. Entering new markets requires both strong channel strategies as well as a clear understanding of the unique regulatory environments that exist in the region. Our partnership channel strategy will help us overcome both of these by utilizing existing channels to reach patients as well as connecting us with local experts to ensure compliance with regulations.

Our clinician-users are passionate about the possibilities that our platform can create in terms of more collaborative care models, but often lack the authority to make purchase decisions. Moving forward, we plan to empower a large network of clinicians as key stakeholders in our change process.

In order to capture a larger portion of the market our partnership strategy is critical to grow both geographically and across disease states. This strategy will provide us with capital up-front, from licensing our technology, in order to facilitate additional development across technology platforms to increase global accessibility.

Our numerous pilot studies in different stages of the care continuum have provided key insights into the incentives and objectives of all our major stakeholders. We have learned what engages patients and families most, we have iterated on our technology so that it integrates seamlessly within a clinician’s workflow, and we have identified a payer whose objectives are aligned with ours.

In the next 3 years we will meet the following objectives:
1) Develop 15 jointly developed applications with partner organisations from different disease states and geographic areas.
2) Increase membership in clinician network to over 10,000 clinicians from 25 countries
3) Expand our technology to operate on the iOS smartphone and all Android devices in order to improve accessibility

Short Term (2nd & 3rd Quarter 2013)
- Release of StrokeLink 2.0 to continue to measure the usability and effectiveness of our technology
- Private testing of web based management portal
- Develop two channel partnerships to accelerate growth into new markets
- Begin engaging clinicians in the United States, Australia and the UK through social media, conferences and tradeshows

Mid Term (4th Quarter 2013 & 1st Quarter 2014)
- Launch of first two applications with partner organizations
- Establish two new channel partnerships, and continue to fill partnership pipeline
- Expansion to the iOS Smartphone
- Development of a professional certification program to identify key champions in our professional network

Poder detectar rapidamente los cambios de frecuencias en las patologias a nivel nacional o por territorio, de manera que se pueden focalizar los recursos de una manera mas eficiente.
También permite tener un panorama de salud general, por región o por centro de salud. De esta forma podemos detectar cambios, evaluar, medir, comparar, etc... La aplicación de las nuevas tecnologias, podría facilitar el trabajo tanto al gobierno o a los centros de salud. Hoy en día se destinan recursos, en función de la prevalencia de patologías por comuna o se destinan por número de atenciones. Esto podría facilitar la distribución de los recursos y la aplicación de políticas de salud pública, medidas preventivas, de contigencia o de emergencia, entre otras tantas mas.

Plataforma que facilita al ministerio de salud y otras entidades, un panorama detallado de como se van comportando epidemiológicamente las patologías en una mapa de la ciudad, donde se indican para cada centro de salud del país.
Todo esto trabajado en la nube, facilitando su acceso desde cualquier lugar y dispositivo, eliminando los registros manuales y las planillas.

Visión: Ser la plataforma tecnológica mas grande e innovadora de Latinoamérica, como herramienta de gestión y administración de datos estadísticos epidemiológicos.

Objetivos: Facilitar la gestión de información clínica y relacionada a los centros de salud.

-Optimizar la distribución de recursos para los centros de salud pública
- Facilitar la información para estudios científicos en salud
- Optimizar el manejo, procesamiento y guardado de datos.
- Facilitar un panorama en tiempo real del comportamiento de las patologías a nivel nacional, a las autoridades encargadas de tomar medidas, entregar recursos, formular leyes, etc..

- Los centros de Salud
- Las usuarios de los servicios de salud
- El gobierno
- Comunidad cientifica
- Las farmacéuticas privadas

-A través de la venta directa a los servicios
- Ministerio de Salud
- A través de EXE, la empresa con la cual estamos trabajando

- Desarrollo de la plataforma
- Formalizar alianzas con los servicios de salud regionales
- Co- Crear y pivotear con mas centros el servicio

- No existen pares ni competidores, pero si productos sustitutos como las planillas excel y los registros en hojas de papel.

- Que existan intereses creados por parte de empresas, para no facilitar la obtención de los datos.
- Para superarlo, trataremos de partir con los servicios de salud pública penetrando a través del ministerio de salud.
También, en nuestras presentaciones a los directores de servicios de salud, les presentaremos todos los beneficios que traería tanto para los centros, como para las familias la integración de este software a su institución.

- Escalar el producto a países latinoamericanos, postulando a incubadoras o fondos públicos de innovación y negocios.
- Crear un producto sencillo, que sea fácilmente de replicar.
- Realizaremos conexiones internacionales, a través de los diferentes centros de innovación con los cuales nuestro Startup tiene contactos.
- Designar un country manager.

En estos momentos solamente pilotearemos en Chile, hasta pulir la plataforma en la Región Metropolitana.
Una ves que el producto se encuentre mas modelado, lo escalaremos a nivel regional y luego internacional.

Crear un servicio que sea sustentable con las ventas, en la Región Metropolitana.
Una ves que este validado el producto se escalara a nivel nacional y luego internacional.

- Año 1 : Implementación en la capital( RM)
- Año 2: Escalamiento a nivel de regiones dentro del País
- Año 3: Escalamiento en países de Latinoamérica

- El objetivo es modelar un servicio que satisfaga una necesidad transversal y de manera simple.
- La actividad central, es entregar el servicio de la mayor calidad posible.

Medical patient education has come to a deadlock through the extensive use of standardized methods. Officially, verbal informed consent explanations between physicians and patients are the fundament of patient information. Educational pamphlets add information with texts and pictures. In practice, these pamphlets consist of way more information on risks and side effects than on the actual treatment, therefore also being called "waivers".
Complex medical content cannot be conveyed comprehensibly by using outdated methods. Medical texts are hard to read, while increasing numbers of illiterate people will pose a big problem to doctors in the future. At the same time, doctors increasingly less time per patient. Additionally, lawsuits are increasingly expensive for primary care providers.

AniMedes is a completely digital system that is able to handle the complete process of informing patients prior to their surgery, including the informed consent signature. It presents information using short movies and 3D-animations. It features questionnaires with the patient's most commonly asked questions and can admin a patient's anamnesis. It displays everything the patient saw and submitted for the doctor, providing a coherent frame of issues or dangers that concern the patient, hence providing a good outline for their personal talk. The app logs and stores all the information typed in automatically, everything can be easily commented on by the attending doctor. This saves valuable time in the conversation that would normally be needed for excessive handwritten documentation.

The ultimate goal for AniMedes is to completely substitute all standardized paper pamphlets that are being used by almost all hospitals around the world. Every patient education procedure can be improved by using modern tools. Our approach is designed to be scalable, so that in the future, most surgeries and major treatments will have an according movie to explain them to patients in multiple languages. This is a systematic improvement to the quality of the informed consent explanations, a large step towards improved legal security for both medical personnel and patients. It is a role model application for realigning an outdated system and adapting it for the digital future of medicine.

Using animated movies and software on mobile touchpads to explain complex medical issues to patients offers multiple benefits.
A lot of time can be saved due to the automatic documentation of every information that goes out to, or comes back from the patients. Doctors would normally need this time to manually document their discussions with their patients. It improves the legal security of the whole patient education process. Saving the finished documentation digitally saves space and resources. The app delivers audiovisual information in any language, so every patient has a chance to understand their treatment and to actively contribute to a better outcome. Digital patient education also offers a constant data source for improvement of quality, effectivity and a minimization of mistakes.

Relevant customers are mainly hospitals and private clinics, respectively hospital operators as well as general practitioners and specialists. In countries with healthcare systems that are largely funded by state or regional governments, these political bodies have a high influence on the decision making process within hospitals and need to be addressed as possible clients as well. Private clinics and smaller hospital groups often have a special interest in being very technologically advanced and have more compact decision-making structures. This makes them a more ideal and easier approachable customer for the product, while large hospital operators, have a demand for much higher quantities and therefore provide more scalable sales possibilities.

Regarding clients such as hospitals, hospital operators, private clinics, general practitioners and specialists, AniMedes will be sold using a direct marketing approach. Hospitals can be covered easiest by signing long-term service contracts with their operating companies and the regional governments that fund them. Other doctors as well as the private sector will be covered by attending medical conventions and by addressing medical associations. Reaching customers for AniMedes is not as hard as convincing them to change a system that has widely been accepted as a standard over the last few decades. This is why every movie pack sold within AniMedes will be cleared by leading physicians and in the best case scenario be approved by nationwide medical associations and the health ministry.

AniMedicals primary activities as inventor of the app are to represent the product in front of customers and connect with key decision makers.
Other activities: development of the product, programming and design, text and media creation. This includes producing 3D-animations and legal texts, as well as translations and sound recording in various languages. Also, AniMedical creates and maintains the overall product design with website, logos, advertisements, folders and flyers. The responsibilities of teamworx media management are to promote the app via public relations, find and cultivate new customers and stake holders and to sell and distribute the product, which is a task they are well fit to accomplish due to their vast network within hospital organizations and medical officials.

In Europe, the Thieme corporation, a medical publisher, is the main competitor.
Thieme currently produces almost all informed consent forms on paper, used by doctors in our target countries, therefore being the current "gold standard". However, their digital product line is lacking larger amounts of provided informational movies and 3D-animations.
Thieme already has all the customer relationships that AniMedes needs to start up. It is a larger competitor and can react to almost any competitors by simply outbuying/underbidding them.
Once AniMedes is on the open market, the app could be imitated or competitors could denounce the app for technical reasons. This is the reason why AniMedes needs to be spotless regarding legal conformity, data security, certification and standardization.

AniMedical and teamworx media management combined are not very large companies. Financing and developing the app is a task that needs to be backed up by other sources of revenue from both companies. The smaller the company, the harder it also is to develop a notable market presence that is sustainable. Additionally, many decision makers in healthcare did not grow up with mobile applications and therefore have a natural tendency to distrust digital products. This challenge pairs well with the general precarious situation of computer programs that deal with patient data, as many examples of computerization in healthcare have shown lately. Most of these challenges can be overcome by strategically growing the business without overstretching it, and by responsible product development.

1: Market entry with big hospital operators and opinion leaders in Austria and Germany.
2: Cooperation with big technology companies (Microsoft) to ensure hardware/software stability.
3: Continuous development of 3D-content in cooperation with medical associations and hospital operators.
4: Internationalization of the product via franchise corporations.
5: Strategy check every quarter year.

Once the prototype is ready to be sold, there are no outside limitations to the possible growth of the business. AniMedes can be translated in every language, the movies can be adjusted to fit any clinic or country. The software will work in every hardware infrastructure. AniMedes will be sold via a licence model, allowing us to retain any rights to selling our content to any other customers.

- Founding of a GmbH (LLC) company
- Cooperation with hardware companies and medical associations
- Migration of the app to other operating systems
- Service agreements with main hospital operators
- Certification and approval of medical standardization
- Connectivity of the app with major clinical management IT-systems
- Company growth with 10+ employees over the next two years at best case

- Service agreements with German and Austrian hospital operators: continuously
- Production of more movie packages: continuously
- Completion of the clinical trial: Q3/2013
- Final examination of the app, including licenses and certification: Q4/2013
- Migration of the app to Windows8: Q4/2013
- Market rollout in Austria: Q1/2014
- Founding of a GmbH (LLC) to distribute and run the app: Q1/2014
- Connecting with clinical IT-management systems: Q1/2014
- Translating the app into 10 languages: Q1/2014
- Entry German market: Q2/2014
- Entry of other markets: long-term, about Q1/2015

La alta mortalidad materna e infantil debido a la tarifa de enfermedades prevenibles como la
diarrea
• Pocos profesionales de la salud calificado en las zonas rurales de Chiapas.
• Las pruebas de diagnostico modernos rara vez estan disponibles en las zonas rurales, las
cadenas de suministro de productos farmaceuticos informal son la regla, y la prevalencia de la
falsificacion de medicamentos es muy alto.
• La calidad del agua es extremadamente pobre.

Operación salud: Chiapas es un modelo innovador de negocio con un impacto social derivado de poner al alcance de poblaciones rurales (Bochil Chiapas) servicios de salud a bajo costo.Los servicios brindados son: médicos de primer contacto, farmacia, diagnóstico con médicos a distancia y análisis de laboratorio. Lo anterior en puntos de salud operados con agua potabilizada misma el día de hoy es un recurso limitado en la región. La solución sería innovadora en México y replica la experiencia obtenida en la India con este tipo de servicios.

-Detonar un impacto positivo en los indicadores de salud infantil y materna de la región.
-Implementar en México un modelo alternativo de salud en comunidades rurales.
-Generar aceptación del modelo dentro de la comunidad rápidamente.
-Establecer una empresa social única en su tipo en México.
-Impulsar alianzas gubernamentales que apoyen la replicación y financiamiento del proyecto.
-Impulsar la economía de la región generando fuentes de empleo.
-Transformar positivamente el estado de bienestar de Chiapas.

-Es un modelo que actualmente no se encuentra en México.
-Lleva la telemedicina a un nivel de aplicación nunca antes visto en México.
-Tiene un componente importante de desarrollo económico.
-Se centra en los objetivos de Desarrollo del Milenio.
-Genera incidencia a través de su impacto en la salud pública.
-Brinda un escenario de oportunidad para la inversión privada a través de sus planes de Responsabilidad Social Empresarial.

Poblaciones rurales e indígenas de la Sierra de Chiapas cercanas al municipio de Bochil y de manera indirecta Otepec y Copainala.

El trabajo de World Vision considera operación micro regional a través de oficinas de campo (PDAs). El trabajo de intervención realizado por World Vision se establece en las microregiones en donde se asocia con las comunidades para juntos decidir las prioridades entorno al desarrollo de las mismas, en los ejes de salud, nutrición, educación, desarrollo económico, atención a desastres y promoción de justicia. Este modelo de intervención nos permite tener una cercanía con las comunidades rurales como aliados, de esta manera las acciones emprendidas por la organización son bien recibidas y guardan un sentido de apropiación por parte de las poblaciones, este enfoque garantiza la viabilidad y sostenibilidad de los proyectos desarrollados.

Para el proyecto de Operación salud: Chiapas las actividades a desarrollar son las siguientes:
-Entablar alianzas con socios para la inversión en el proyecto. (es necesario un socio adicional)
-Recaudar fondos para el piloto.
-Realizar investigación de mercado detallada.
-Construcción de clínicas.
-Contratación y capacitación del personal.
-Ejecutar proyecto clínicas.
-Evaluación de resultados.
-Recaudación de fondos para ampliación de la cobertura.
-Lanzamiento de la ampliación del proyecto.

-Campañas de salud de organizaciones de otras ONG´s sobre todo aquellas con un enfoque asistencialista, es más sencillo para la población recibir la ayuda que pagar por ella. Estas campañas no generan un compromiso de las comunidades y fácilmente se acostumbran a recibir medicamentos de manera eventual.
-Alguna organización de la sociedad civil que decidiera establecer puntos de salud de e-Health.
-Farmacias de descuento o de medicamentos equivalentes: estas clínicas son negocios que fácilmente ganan la aceptación de la población al ofrecer los medicamentos a un costo más bajo y brindar consultas médicas de primer contacto de primer contacto.

-No se puede contratar un equipo local calificado en la región.
-La población local rechaza los servicios de telemedicina por razones culturales.
-Los residentes de Chiapas no están dispuestos a pagar en muchas ocasione por los servicios de salud.
-Nos encontramos con problemas de derecho para la construcción de los espacios.
-Problemas de conectividad.
-Problemas de electricidad.

A través de buenos resultados podremos consolidar el proyecto e invitar a más socios a participar en el mismo para de esta manera escalar el impacto y la construcción de clínicas puntos de salud. Dos ventajas son que este modelo es un caso de éxito en India y se tendrá que adaptar a las condiciones mexicanas, además de la presencia actual de World Vision en la región.

-La necesidad de servicios de salud en la región, el expertise en modelos de intervención,
-La asesoría de los expertos en el modelo.
-La cercanía con las comunidades.
-La confianza vertida de las poblaciones en el trabajo de World Vision a partir de las buenas experiencias y prácticas.
-La confianza de nuestros socios corporativos a partir de casos de éxito.

-Posicionamiento de los servicios.
-Incremento de las alianzas para fondear el proyecto.
-Incrementar la cobertura de los servicios.
-Evaluación y benchmarking constante.

-Buscar al tercer aliado para iniciar el proyecto.
-Trabajar con los lideres de negocios con experiencia para reclutar el equipo eHealthPoint locales.
-Reclutar y entrenar a los trabajadores locales de salud moviles que cumplen con los pacientes en sus hogares.
-Consultar con el proveedor de telecomunicaciones de banda ancha inalambrica para ejecutar eHealthPoint ubicación.
-Compra de generadores diesel de respaldo.

We are trying to solve the problem of accessibility of the health system infrastructure for disabled people by means of granting them with access to information about health-care institutions accessibility. The structure of that information and methods of its elaboration are going to be worked out by Bauman Moscow State Technical University (BMSTU) Center for Complex Rehabilitation of the Deaf and Hard-of-Hearing (GUIMC).

The application of ICT (Information and Communications Technology) in public awareness programs by using interactive web services, mobile applications and feedback system is an integral and efficient tool that can solve described problems. Its main merits are simplicity of modification, scaling possibility and accessibility for consumers.

Basic steps of the development are:
- to develop criteria and methods system to rank accessibility level of the health infrastructure institutions;
- to make an internet portal based on the current website engine;
- to promote the portal;
- to get feedback from visitors;
- to get accessibility information from governmental organisations and NGOs;
- to modify the portal and criteria system using the received information;
- to scale the project globally.

By investing in developing an interactive map we can provide disabled people with the actual information of health infrastructure accessibility. Our plan is to develop a functional website and give the information, gathered from the different sources, to the people for free. ... About knowing there is the best makes others keep up.

Our customers are disabled people, their family, wide range of specialists and interested persons.

To reach out customers we use ICT through the web site and mobile applications.

Here are our primary activities:
- Technology development.
- Making the ICT more accessible and affordable.
- Community involvement.
- Health and social interaction.
- Volunteerism.
- Building partnerships.

Our peers are health-care and other governmental organizations, volunteer organizations. We don't see any competitor in this field.

Receiving of the accessibility information from the governmental organizations can be the main challenge for us. But our longstanding relationships can help to solve this trouble. Moreover we have others ways of getting the data, e.g. visitors feedback.

- to develop criteria and methods system to rank accessibility level of the health infrastructure institutions;
- to make an internet portal based on the current website engine;
- to promote the portal;
- to get feedback from visitors;
- to get accessibility information from governmental organisations and NGOs;
- to modify the portal and criteria system;
- to scale the project globally.

- nowadays the problem of accessibility of various institutions is a part of the public policy in Russia;
- we have longstanding relationships with governmental organizations;
- we have an expirience in developing similar information systems;
- we have the staff of highly skilled specialists.

1. To create and promote an interactive, accessible and helpful for people with disabilities internet portal (methods + web site).
2. Get considerable feedback through this portal and improve it.
3. Find ways for scaling through existing partnerships and support networks.

Approximate timeframe for the steps described above:
1. the 1st year.
2. the 2nd year.
3. the 3rd year.