Tecnología

Creating Awarness by Various Means will help to create a great impact accross. The aim is to educate and create awarness about the issue,This issue can be sorted out only by educating and definately a proper model will help to improve the quality of lifestyle, their understanding and the services they use accross

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El crecimiento de usuarios es la forma de medir el exito del proyecto.

La idea es crecer y ampliar el tema de distintas enfermedades de transmisión sexual.

Numero de usuarios y velocidad de crecimeinto.
Voz a voz.

Conocimiento de tecnologia y obviamente para ofrecerle la confidencialidad de cada uno de nuestros usuarios.

Uno por medio de los años va conociendo a la gente y sabe quien es el que hace su trabajo a gusto, este no es un tema de solo ambision financiera estamos involucrados con responsabilidad social y se debe medir esos dos factores.
Gusto por el trabajo
Responsabilidad social- que sea una persona muy humana

Se quiere buscar un patrocinio de alguna empresa grande que maneje presupuesto de responsabilidad social e igualmente por medio de los usuarios. Tenemos tres accesesos:
1- Perfil gratuito
2 - Perfil Premium
3 - Empresas

The goals of our project are to dramatically increase the rates of skilled and institutional deliveries while generating generalizable knowledge about the effectiveness of this m-health program. Specifically, we plan to (1) double the rates of institutional and skilled deliveries in a population of 10,000 women in Western Kenya; (2) increase the rates of antenatal and postnatal care, in particular the number of women who receive four or more antenatal visits; and (3) improve the quality of care delivered by incentivizing CHWs. We hope to generate generalizable knowledge on: (1) the effectiveness of maternity and transportation vouchers; (2) the impact of SMS messages on the demand for care, (3) ways to reduce gender and cultural barriers by also targeting husbands and Birth Attendants

We have engaged Community Health Workers who use a poverty tool to identify eligible women, deserving of maternal health subsidy vouchers. Those who qualify are registered, Bio data and photographs taken and uploaded into our Cloud based Online Payer Provider Platform. The women receive e- vouchers on their phones which they present on their visit to health facilities. Upon validation/verification of identity and schedule of benefits, services are rendered in an absolutely paperless process. Health facilitie are given timely payments without having to lodge any claims or issue statements.
Women not qualifying are registered on the microinsurance programme and encouraged to make regular savings on their phones until they reach the insurance premium threshhold.

For the maternal health e voucher programme, our vision is to at least double the number of women delivering under skilled care in the selected districts, and eventually to scale this to the whole country. For the microinsurance programme, our first objective is to register at least 1 million families in the first twelve months and increase this to five million within three years.

The affordability barrier can be reduced if individuals are given the mechanisms for saving in secure, sequestered little instalments on their mobile phones. Health Microinsurance is available to all who have access to a mobile phone and mobile money accounts. Access to healthcare is as easy as making a phone call.

Our customer is the mother who needs subsidized Ante Natal, delivery and post natal services; the family which does not have access to health insurance but can put aside 40 US cents per day for this. Our other customer is the urban middle/lower class who need a solution to the health problems experienced by their close relatives living in rural areas

With the support and active involvement of the National and District Ministry of Health officials we introduced innovative Demand Creation activities comprising of among others interactive peer engagement forums at village level as well as SMS messaging with the result that in just over one month, we recruited more than 500 women into the experimental pilot program, demonstrating overwhelming demand for the vouchers.

Our primary activities involve communication and behaviour change campaigns, enrollment of eligible individuals into either the maternal health or microinsurance programs. We also engage Hospitals and make regular, timely payments to them.

Our peers and competitors comprise all who provide some form of health financing plans such as insurance companies and Health Management Organizations

Financing a social enterprise is a major challenge. In order to break the affordability barrier, our services have to be very low priced, meaning that we have to on board a large number of individuals. We have overcome this by developing a mobile application to enable individuals do a self subscription.

We have established unmatched strategic partnerships with Safaricom, the largest mobile network operator; the ministry of health and Britam, one of the largest health underwriters in our market. Our strategy is to leverage the resulting synergies to create sustainable customer value. Safaricom's 17 million customers provide a captive market that can be easily retained through superior service.

We have carried out the research, developed the products, proved the concepts, carried out the pilot runs, developed the marketing concepts and collateral; and have some of the greatest testimonials- we are therefore ready.

To increase the registration of needy mothers from 1,500 in one district to 10,000 in four districts; to register 1 million families into the microinsurance programme within the first 12 months and to increase this to 5 million within 36 months.

To increase the registration of needy mothers from 1,500 in one district to 10,000 in four districts; to register 1 million families into the microinsurance programme within the first 12 months and to increase this to 5 million within 36 months.
We aim to engage with the Government's National Health Insurance Fund to cross underwrite the microinsurance product so as to make it more affordable; and to use their countrywide network of accredited facilities as the avenue for achieving Universal Healthcare in Kenya.

How to keep people healthy and productive for a longer time?

This is a huge challenge to be overcome in a world where its population is still growing, is getting older and is developing chronic diseases earlier. In spite of population is becoming a little bit wealthy in developing countries, in comparison to some years ago, its higher "purchase power" does not means necessarily healthy lifestyle.

Lack of integration between preventive programs and primary care, unawareness on how to prevent chronic diseases and low willingness to pay from individuals and health insurers, combined with budget restrictions in government, projects a catastrophic scenario that must be addressed today by an innovative approach.

Vitalbox shows to the participant the impact of personal decisions in the their own health, allowing them to understand that and decide what should be changed. After to provide some basic information, individuals receive a health map, showing the current risks to develop chronic diseases. Alerts to control some aspects of health (e.g. glucose, cholesterol), and to see a doctor when is recommended, are issued in accordance to the Health Ministry guidelines. Then, participants may run a "what-if" analysis to verify which behaviors are accountable to increase risks, allowing them to realize what should be changed. At this moment, individuals are ready to receive personalized guidance to reach their target and obtain more healthy days.

We believe that healthcare sector will face a major shift in the following years, adopting new business models and technologies, in to adjust to the modern world. Like, for instance, bank sector had some resistence to move to internet, health providers sooner or later will open their minds and embrace technology.

Vitalbox aims to be the first choice platform provider for Preventive Services and Remote Primary Care that will become the new standard. Our business model was designed to render Vitalbox sustainable, while the company grows in term of number of users, at the same time that laws and regulations are being adjusted to the new reality of health care.

Vitalbox currently approachs the market in three different ways:
- Allowing citizens and corporations to take advantage of government incentives
- Increasing company's productivity by driving corporate wellness programs
- Helping CPG, Pharma & Healthcare brands to occupy wellness whitespace by creating an emotional connection to consumers

Our customers are the general population, in spite of the fund to finance the delivery of Vitalbox at no cost to the population comes from companies who share our vision and have social responsibility in their DNA.

We reach customers trough the internet and mobile technologies

We have 3 priorities where our focus are on:
- Product development
- Early adopters customers (sponsors)
- Fundraising

Our business model offers a very unique and confortable position in the market. Of course there are some intersections with current offers, like Chronic Disease Management Programs and providers of EHR/EMR/PHR systems. There is also a some movement on the telecom industry, trying to position new products and services to health sector.

We are about 2 years on front of any competitor, but money can make it 6 months shorter. We cannot fail in execution in order to keep our advantage. Time to market will make the difference.

Current players are not so open to new approaches on healthcare. This is always a major risk. So, we are building a strong committee, with representatives from several areas that could be an opposition to preventive programs, and we are bringing them on board to discuss all conflicting aspects and have an advanced agreement prior to deliver new solutions to the society.

Raise money is hard when you have an innovative or unproven business model. So we must to overcome the conflict "chicken and egg": we need money to prove the model, investors need a proven model to invest money. We decided to keep our main focus on prove the model, although a investor, who is really willing to take the risk, is more than welcome.

We are concentrating our efforts to have more and more participants, but keeping the operational costs at the minimum level. This is helping us to create data to make value propositions more elaborated and also provide us insights to adjust some aspects of the platform or to create new features.

We have consistently tested (and failed in several ocasions), both the platform and business model. Although the core idea remains the same since the begining, live operations has showed us aspects that wouldn't work well in a large scale. So we have carefully reviewed and redesigned all points that could represent a risk when facing high volume.

We expect to have more than 500.000 participants at the end of this year, reaching 10 million by 2016, only in Brazil. We also plan to launch a worldwide version that will expand our addressable market on 2014.

As mentioned before, time to market is king. Increase the number of users is one one the most important thinks on the short term, as well as sign contracts that will fund our operations while we grow. We expect to have sponsorship 5 quotas sold in 2013 to finance operation, at the same time we grow with the corporate subscription model, which does not scale so fast, but offers a good revenue and margin. Again, 500.000 users in 2013 and 10 million by 2016 are the targets. Once we have that, we believe the market will be ready to receive primary care at distance.

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.

Durante el primer año de nuestro proyecto föO Station el objetivo es desarrollar dos programas piloto en dos zonas muy diferenciadas pero con una cosa en común, es decir, condiciones extremas de uso. Sáhara Occidental, es un escenario desértico donde las temperaturas son extremas y donde hay un gran enemigo la arena, a esto debemos unir la necesidad de crear una red de comunicación. Sierra Leona, es un escenario donde la humedad juega un gran papel al igual que problemas con el suministro eléctrico y con las telecomunicaciones. El éxito de ambos programas piloto sería mantener una actividad regular de teleconsultas y telesesiones de formación durante un plazo no inferior a 6 meses y no superior a un año, para obtener datos cuentificables de uso.

Con los datos obtenidos en la Fase I, programas piloto. Desarrollaremos la denominada segunda fase, que será la creación de la primera red de telemedicina en un escenario de condiciones extremas de uso, para conseguir llevar al límite nuestras soluciones informáticas, durante un periodo de dos años, con la idea de generar una plataforma de I+D+i, que buscará alianzas con empresas lideres de la tecnología y las telecomunicaciones con la idea de generar valor añadido a nuestras soluciones y a partir del tercer año estudiar las posibilidades de implantación de nuestras soluciones en el escenario de los países desarrollados, sin olvidarnos de una fase de expansión a otros países subdesarrollados.

Número de teleconsultas realizadas, número de telesesiones formativas realizadas, número de personas capacitadas, realización de dossieres informativos con datos relativos a satisfacción y efectividad de nuestros sistemas, impacto de nuestras soluciones informáticas en el desarrollo de esas zonas subdesarrolladas, cuantificación de la mejora en la salud materna e infantil de las zonas donde desarrollar los programas piloto, cuantificación de las mejoras educativas obtenidas en las zonas donde desarrollar los programas piloto, correcto funcionamiento de nuestras soluciones de telemedicina y teleformación sometidas a condiciones extremas de uso como las altas temperaturas, la alta humedad, la arena, la falta de suministro eléctrico, la falta de redes de telecomunicaciones, etc..

La filosofía de föO como empresa implica que los nuevos miembros a integrar parte de la misma, deben asumir los valores de la compañia. Por suerte un proyecto que comenzó con tres personas, actualmente ya cuenta con cuatro de forma oficial y con múltiples apoyos a todos los niveles en el entorno de desarrollo de la compañia, por ejemplo contamos con el apoyo científico de Dr. Claudio Pelaez Vega, Coordinador de telemedicina del Servicio Extremeño de Salud desde el año 2003 al año 2013, con el Dr. Luis Gonçalves, Coordinador de telemedicina en Portugal y Presidente de la Assoçiacao para o desenvolvimento da telemedicina en Portugal, ADT. También contamos con el apoyo de múltiples asociaciones de todo tipo como Fundación Maimona, Fundación ATABAL, ABA Mérida, Asociación de amigos y amigas del pueblo saharaui de Extremadura, Farmamundi, Malvaluna. Y con el apoyo de Organismos y Empresas como el Ayuntamiento de Mérida, Delegación Urban Mérida, Gobierno de Extremadura, al seleccionarnos como finallistas y participantes en el Programa Encuentra Capital, al diario HOY de Extremadura por seleccionarnos como segundo finalista en la categoría de "mejor idea de negocio" en la V edición de los premios Navegantes de Hoy.

El proyecto de föO por su filosofía y por sus valores generará de forma automática la selección de nuevos líderes, personas involucradas con el desarrollo de zonas subdesarrolladas del planeta, con el objetivo de democratizar la telemedicina y la teleformación, diseñando soluciones 100% adaptadas y pensando siempre en el usuario, teniendo en cuenta que la telemedicina no es un lujo, es una necesidad y desde föO podemos indicar que es una obligación de desarrollo, como una clara tendencia de futuro en inversiones pero teniendo en cuenta siempre, que debemos ser el cambio que deseamos ver en el mundo tal y como decía Mahatma Gandhi.

Desde föO tenemos intención de participar en cuantos foros de inversores, concursos de ideas, etc.. nos sean posibles, además tenemos en mente abrir líneas de crowdfunding a través de las cuales conseguir financiación para llevar adelante la fabricación de las primeras unidades. También contamos con aportaciones personales de los promotores del proyecto. A todo esto hay que sumar nuestro objetivo de vender las estaciones de telemedicina de los programas piloto, que si obtienen resultados satisfactorios tal y como desde föO creemos, no tendremos problemas a la hora de realizar la venta de las mismas. Incluso estamos en contacto con entidades de banca ética como Fiare con quienes podemos estudiar en caso de ser necesario la realización de prestamos bancarios con los que obtener financiación para futuros proyectos.

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.

Healthcare in India is not much efficiently managed till recent times. With the entry of corporate giants like Apollo, Max and Fortis, this trend seems to be changing but still when it comes to efficient usage of technology, Indian hospitals lag behind the other countries’.
With the law regarding mandatory storage of medical data electronically, in USA a big potential market has opened up. Rationale behind doing this is to manage the data smoothly and to keep the history available to medical fraternity as well as the patients themselves.
The role of cloud has till now been limited in either providing EMR facility or giving telemedicine. But quite a few efforts have been made in the direction of making healthcare omnipresent, i.e. integrating both.

Doctors can consult one another across the globe. In rare cases, life- saving advises from the best brains of the world can be obtained
A good number of patients will be treated at PHCs only, so no need for them to go to the district hospitals.
Less dependence on any specific doctor, for the patient (flexibility to continue the treatment from where it is, by the other doctor)
Transparency in the treatment and less scope of Irrational Drug Therapy
From rural population, those who want to spend on health and want a premium on services can get a chance (by connecting rural area with private sector by telemedicine). It will lead to decreased number of patients in the tertiary government Hospitals which are already overburdened, and redistribute this number to the private hospitals.

Vision: Achieving Global HealthCare Omnipresence through Cloud Computing

To develop a healthcare collaboration platform for Consumers and healthcare service providers. To enable consumers to centralize their medical history and providers for their referral communication on investigations, procedures, and medications after patient visit.
To initiate comprehensive practice management source for physicians and integrated interface to communicate with preferred labs, pharmacies, and diagnostic centers.

To Doctors:
Reduction in paperwork
Data synchronization
Laboratories connected
Easy access to medical histories
Ease of consulting the other doctors
Platform to showcase research
Telemedicine - More number of patients
Long-run reduction in cost
Reduction in time-per-patient

To Patients:
Storage and access of clinical history
Avoidance of duplication of investigations
Technology utilization
Online follow-ups
Appointment booking
Online advice from the consulting doctor
Research and opinions of all the doctors accessible
Telemedicine - ease of access
Reliable healthcare information over internet

Doctors, Patients and Hospital Chains.
We carried out a Primary Research and ran a Cluster Analysis in order to segment and target our customers. The results indicated the following target segments:
Doctors of all age groups seeking the proposition of Convenience (reduction of paperwork, diagnostic procedural smoothness) and doctors in the age group 20-30 years and seeking the proposition of Value-for-Money (cost reduction, reduction in average time spent on each patient).
Patients who are Benefit seeking (tech savvy, online appointment booking, online advise and follow ups) and Comfort seeking (avoiding duplication of their medical records and thus reducing high expenses), in Transferable jobs and living in Metropolitan cities.

We carried out a Primary Research to identify the factors influencing the consumers. The 3 major sources of promotion (in descending order of effectiveness) are:
1. Doctor recommendations
2. Online social media
3. Posters in hospitals and health magazines

Thus we decide to adopt a 3-pronged strategy:
Doctors – Personal Selling, Direct Marketing
Patients – Recommendations by doctors, Online Social Media
Hospital Chains – Pitch-ins and Promotions

On technological side, the primary activity shall involve setting up servers and database & developing the Cloud platform. An application for user interface shall be developed. Then accounts (unique login id and password) shall be provided to all the customers.
On operational side, at present, the telemedicine involves:
Primary health centers
Ambulances
Tertiary care centres
Here, one lab technician shall be present in such clinics who shall collect blood & prepare peripheral blood smears. He can be trained further to take the ECG. Such clinics are widely distributed in the rural area. Patient can be taken to such clinic in lesser time than to a PHC. Thus, vital time is saved; less chances of patient dying acutely; more admissions to hospital; more profit and less mortality.

Few start-ups like MDYantra have taken initiative in this field. But they should be considered more as peers than competitors because this idea is in nascent stage in India. There is enough room for multiple players to venture into this segment and develop their capabilities.
However, large IT players like Microsoft or Google pose a threat as they may venture into this segment because of their technological capabilities. Similarly healthcare giants like Fortis or Wockhardt may enter the segment because of their medical excellence.

Presently the mindset of population is inclined towards physical visits to the clinics. They will not like to get treated completely virtually, no matter how accurate it may be. A large portion of population is very peculiar to value-for-money and they find the value for money not only in the end-result of treatment but also in the process of getting treated.
Keeping this in mind, the invention is a supplement to the current medical practice. It aims to organize the medical practice in a drastic way. However, it would not be marketed as a replacement to the traditional doctor visits.
Many players are there who are not using cloud but providing these services in fragments.
e.g. EMR and PH storage – Siemens, Wipro GE, TCS, Vepro, etc. telemedicine – Apollo hospitals, ISRO

The long term growth strategy is 2-pronged.
Firstly, we aim to cover maximum number of villages of India through Telemedicine. Collaborating with the Central Government, we aim to cover government hospitals as well.
Parallel to this, we leverage the power of cloud to go Global. Promoting the service to doctors as well as hospital chains abroad shall be a part of the growth strategy.

Government support is anticipated in this field in the next couple of years.
Government is preparing ‘Rural Doctors’ who, by a course of 4 years, learn basic treatments. This workforce can be utilized to treat the patients with the help from Telemedicine, which will lead to decreased incentives to be paid.

The key growth objectives are:

Implementing Cloud based Healthcare system in 5 major hospital chains across India.
Connecting rural India's primary healthcare centers with these hospitals (villages within 250 km area of each hospital) through Telemedicine.
Financial break-even by the end of 3rd year in operation.

Profit Analysis:
Profit will be Rs. 110000 per month per cluster. (considering 10 patients per week getting telemedicine treatment and 4 of them actually contributing to the hospital treatment, with 25% of the profit earned by hospital.)
Thus, at the end of 1 year, each cluster can break-even.
After that, if 10 clusters are made, almost Rs. 1.1 crore per month will be the profit.
7 colleges (100 licenses per unit)
3 research centres (50 licenses per unit)
25 hospitals (20 licenses per unit)
Average usage: 4 hours a day
Revenue generated will be approximately Rs. 3200000 per month or Rs. 38400000 per year.
Taking the loan and interest into account, and also expecting more participation from the healthcare firms, the system is expected to start generating profit from the 4th year.

Nowadays, the unique method to know if a vaccine has provided immunity to certain disease is based on epidemiological data or by blood analysis in specialized units. Both options have limitations in terms of generalization instead of personal medicine when referring to epidemiological data and cost and time for decision making when referring to blood analysis. BEAM project will contribute to quantify the response of the immune system after vaccination, provide information on the maintenance of immunogenicity induced, enabling the identification of people who present a pre-existing immunity, save vaccinations to people who do not require vaccination, change schedule for people who may require it, reduce vaccination costs maintaining its effectiveness and safety

BEAM aims to develop an impedimetric label-free biosensor platform able to assess and quantify the antibody response after any vaccination program. The biosensor, based on hybrids biomolecule-nanoparticle, will reach a minimum sensitivity at nanomolar range by impedance spectroscopy measurements performed with a low-cost portable device capable of providing real-time individualized profile of the antibody response from a small blood sample. A three-year program of research developing a biosensor platform to assess the antibody response to human papiloma virus (HPV) vaccination has delivered a biosensing platform able to measure IgG against HPV types 16 and 18 by impedance spectroscopy processes.Now, it's time to expand to all marketed and under research vaccines.

The goal of this project is to develop a cheap portable device able to deliver a real-time and personalized measure of the success after vaccination. The strategy set for this project will be a systematic parallel approach for each selected disease thanks to the two-step fabrication process. The major need is in the development wordl where people die from measles or malaria. So the first objective is set on this need where the impact is bigger. In paralel, it aimed to develop the device to assess the immunity of HPV vaccines to move to another marketed vaccines or close to the market such as cytomegalovirus for instance or therapeutic vaccines for alzheimer or some types of cancer.

The final product companion will be unique. Based on previous technological vigilance and competition analysis performed up to now, no similar sensor is available. This fact opens a big market opportunity. Moreover, the device concept is flexible enough to adapt to several types of vaccines becoming a platform technology approach where several options can be build up on top such as animal health. Based on the flexibility it can be adapted to particular needs according to country policies. From our perspective, there's different needs between developed countries in front of the requirements of GAVI countries.

several stakeholders will benefit from
Patients perspective, it will perceive an increased protection from novel vaccines as well as better perception of personalized follow-up with special focus on children (HPV vaccine target)
Healthcare systems, the expenditure incurred due to massive vaccination programs could be rationally reduced and the surveillance of the public health will be improves to finally reach an evidence based rational use of economic health resources.
Healthcare professional standpoint, it will enable the quick identification of infected vs. healthy individuals and also it will contribute to the patient follow up and the decision making on vaccine preventable diseases.
Health industry viewpoint, facilitate the assessment of marketed vaccines and under development

A multitier approach will be adopted. Define a target product profile and target market profile to identify particularities for each disease and country regulations. Identify unmeet needs in the vaccine area as well as identify and interview KOL and decision makers. Perform dissemination activities in the scientific enviroment and promote the device in partnering events like BIO, Bio-Europe, Bio-Asia, etc...
Approach the World Bank and the Asian Bank of Development to introduce the proposal to contribute to solve some of the identified needs
Including the accomplishment of the directive 98/79/EC on in vitro diagnostic medical devices as framework for quality assessment and reliability and its counterpart for each country to enter in the market such as 510(k) for FDA (USA).

My role was to generate the idea, define the project and obtain technical, human and finantial resources to develop the concept up to a prototype. I've been steering the project.

Current interdisciplinary team, 2 SME plus 2 research performers, holds the required skills to bring the platform to a reality. Each member contributes to the project in a complementary manner from several knwoledge areas: microfluidics, nanotechnology, biomedicine and microelectronics.
From the competition side, there isn’t any patent application or granted patent registered in the main patent repositories(WIPO, EPO, USPTO and JPO) with comparable features as the biosensor proposed in the BEAM project however several solution can be adapted to have similar functionality. FInally, there's one US company, Diagnostics for All, which is developing low-cost point of care devices for the developing world. However, the solution proposed by this company is less flexible than the proposed here.

The full project success will rely on the technological innovation and the growing biomedical knowledge corpus. Being carefully observant to the all technological areas involved in the project could probably avoid unexpected deviations. Finally, the current financial crisis and the uncertainty success from current actions taken are dramatically affecting the society, governments and all the industrial sectors.

Once the research period and the proof of concept accomplished will be finished, the IPR secured and CE mark obtained. All the the key actors are already together so the cost to be incurred after the project and before exploitation: as initial series of 10.000 units of biosensors plus 1000 units of readers,the cost to be incurred, including management and commercial activities would be 170K€

There's a prototype already in place. The biosensor performance has been tested under lab conditions so now it's time to identify the industrial partner, secure the supply chain, contrast the concept with KOL and raise finantial resources.

The main objective is to obtain the clearance to market the device to then become a licensor of the IPR by disease or indication. Special treatment it's considered for diseases associated with poverty where special agreements must take place.

The plan is that in two years the device will be ready to be commercialized. All partners are in place, the activities asigned and there's a commitment of all members. The plan project a paralel work in nanotechnology, microelectronics and microfluidics that will converge in 16-18 months after project start. Then a validation process will be started as well as the roadmap to obtain the CE mark for IVD.
The long term objective is to create a start-up that will manag the device, steer the research and act as IPR holder to act as a licensor to third parties while creates new innovations oriented to decentralized health.