Tecnologia da informação

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.

The awareness on menstrual hygiene and usage of sanitary napkins is virtually absent in rural areas. Poor menstrual hygiene can cause fungal infections, repeated infections to RTI, cervical cancer and vulnerable to infertility. Other prominent diseases include Yeast Infection, Chlamydia and Gonorrhea etc.
By creating enough awareness regarding menstrual hygiene's importance and use of sanitary napkins, we try to prevent such chronic diseases from happening in the rural areas.

The plan starts with spreading awareness and knowledge dissemination regarding menstrual hygiene to the rural women with the help of SHGs. The training regarding the same would be provided to the SHGs with the help of NGOs by stressing on the use of sanitary napkins & its advantages. Once the basic awareness is created, the SHGs would be given the low cost sanitary pad manufacturing machines and training to use them. Once the production process starts, the marketing and sales channel would be built with the help of SHG members, ASHA workers, ANMs etc using the IVRS (Interactive Voice Response System) model.Thus its a PPP model where the Sakhi Mandals (SHGs) would be organized in tasks of production, spreading awareness, promoting and selling these in their respective areas using the IVRS.

Vision: To promote menstrual hygiene among the women of rural areas in India.
Objective: To remove problems related to the issue of menstrual health among the women of rural areas.

Value for money in terms of low cost but good quality sanitary napkins being easily accessible through the IVRS technology as well as the SHG model network.

Our target customers would be – women and adolescent girls in the age category of 14-45 years, living in rural areas, semi urban areas and in urban slums; and non–users and infrequent users of sanitary napkins.

Two major mediums would be:
1) Personal communication through NGOs and SHGs.
2) IVRS Technology - Generalized and personalized call and message services to pass on information and awareness in the rural women.

Apart from this, conventional mediums like - newspapers, community radio, leaflets, hooters, street plays, etc would also be used.

Organizing meetings of the SHG leaders who would in turn pass on the information and awareness to their SHG groups, making generalized calls promoting menstrual hygiene through IVRS, making of low cost sanitary napkins in the assigned units and specialized machine, registering sales through IVRS and delivery of sanitary napkins by the ASHA workers, ANM workers and SHG members.

We do not have any competitors as such. The big brands like P & G and Johnson & Johnson would not compete in the low cost sanitary napkin market. Therefore, there is no existing competition as such. The peers would include organizations like Tribhuvandas Foundation or Smile Foundation who wish to do similar work in the rural areas.

The major challenge includes changing the mindset of the rural women which is backed by too many superstitions and beliefs. Apart from this, to improve on quality of the product and still to deliver results at a low price would be a challenge.
Another bigger challenge is to develop an effective but easy to use IVRS technology application that could be used by the rural women easily but at an affordable rate.

We plan to start with a small taluka in the Kutch District of Gujarat called Mundra and cover all its 60 villages in the initial phase along with the help of the local women NGO there called - Kutch Mahila Vikas Sangathan (KMVS). We then plan to move forward to other talukas of kutch, then other districts of Gujarat and then subsequently other parts of India.

Lack of any competition in the rural areas, and the need for such products, is the reason that we feel this business is ready for growth.

The key growth objective is to do work at a slower pace but at 100% effective rate!

Since the idea is in its inception phase, we would want to see and plan growth as the inception phase and pilot phase materializes.

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

In the short term, the first priority is creating the content, which involves research, conducting, interviews, writing, and organizing media on the website. Thus, my Venture defines success as completing this within seven months.

The definition of long term success for this Venture is acquiring readers, inspiring them with goals of fascinating careers, and proving that education has merit and is vital to having one of these dream-inducing careers. Success will also come in the form of keeping certain elements of the website current, possibly including keeping up with a weekly or monthly featured career, posting questions for readers, adding new industries and career entries to the website. Success is being in a state of constant improvement.

Initially our success will be whether or not we have a website to launch. Long-term success is mostly a function of how many readers we acquire, how much we influence them, and how much they like the website and its features. I can measure the "how many" with a website hit counter and the subjective measurements will be made by user comments, questions, and concerns from the "Contact Us" page. Additionally, I can post surveys and evaluation questions on the website specifically asking users how (if at all) the website has motivated them to improve their grades and if it has given them previously inaccessible information they wanted. Our goal is to improve proficiency rates through providing students with a source of inspiration and a sense of purpose- evaluating annual proficiency rates based on standardized testing or looking at academic improvement of specific groups of struggling students (students with mental/physical disabilities, ESOL students, economically challenged students, etc.) can potentially measure our impact on our target students.

As health care knowledge double folds every 10 years and population aging increases health care professional demand, a shared knowledge platform can be a better source of information than traditional knowledge exchange such as health care manuals or health publications.

Linkcare is an Integrated Care open platform allowing Health Care Professionals (Specialists, General Practitioners, Case Managers, Nurses,…) to share clinical knowledge around a patient centric health care model. The Linkcare mobility module allows to post activities to be performed by the patients using their mobile terminal, tablet or web portal. Such activities include follow up questionnaires and medical devices such as pulsioximeters, glucometers, scales, blood pressure and spirometers. Using Linkcare, Health Care professionals may exchange care protocols and clinical data around Integrated Practice Units or specific Clinical Research teams.

The dissemination plan is based in three steps:
1. Sponsored clinical research teams can me established around certain health conditions under the leadership of the team leaders. This provides fast dissemination for specialized teams
2. Hospital integrated practice units can also use Linkcare for patient centric case management
3. In a latter stage, Linkcare can also be adopted to provide district level care integrating primary cares, community hospitals and tertiary centers.

To provide an open platform for health care knowledge exchange based on case management oriented care

a. Health care professionals willing to exchange their clinical knowledge around a health condition and industry partners interested on sponsoring those teams to obtain better knowledge on their customers or products
b. Health care suppliers willing to deliver integrated care by collaborating at all care levels (primary care, community hospitals, tertiary centers,...
c. Health organizations interested on value measurement health care models that allow protocol benchmarking and health care outcome measurement

Linkcare relies exclusively on the reputation of its health professional users

To disseminate the Linkcare platform by enrolling clinical research teams
To introduce the Linckare platform to health service providers, payers and government offices

Linkcare is a complement or extension of existing health information systems.
It is also a complement of traditional knowledge exchange based models, such as health care publications

The health care information industry is highly segmented and diversifies. Linkcare tries to ensure easy connectivity by being an open platform that can be integrated with the existing information systems by the current integrators. Linkcare has already partnership agreements with some of those integrators, such as IBM and Accenture.
On the other hand, collaboration between health car professionals is not yet part of their daily culture. The fact that research teams are sponsored by industry companies provides and additional incentive to promote collaboration. On exchange, sponsors obtain very valuable information on the disease, the patient profile and the product effectiveness under certain protocols.

The company is now incorporated in Barcelona and London.
During the next years Linkcare is planning to open an office in Shanghai and Boston.
Most knowledge creation is expected to come from professional users adopting the Linkcare platform for knowledge sharing.
Linkcare plans to create a network of representatives, each one covering around 10 new health care service providers each year

The increase of interest of the health care professionals community to improve their knowledge around certain conditions. This need has grown as predictive medicine and personalized medicine has made clinical knowledge a "peer to peer" and community based process rather than a traditional "information exchange" (scientific publications, health care conferences) approach

As a knowledge sharing platform, Linkcare's corporate business developement indicators are based on:
a) Population served,
b) Health care service providers involved,
c) Active professional users, and
c) Patient profiles managed.
Linkcare goal is to reach 110 Health Care Service Providers, covering a population of 36 M (million) citizens and an estimated 1M (million) patients in 3 years

Within the next ten years, Linkcare is aiming to reach a population of 400M (million). Out of this population, a case prevalence of 7% has been targeted (standard prevalence estimated 25%). A market share goal of 5,2% represents a target case estimate of 28 M (million) and a total of 1.340 health care providers performing a year total of 366 research teams.

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.

Community health centers deliver critical health care services to families and communities throughout the country. As such, large volume of public health data is being processed and submitted to higher-level health departments like. Traditionally, patients’ information is recorded manually on paper. As a result, paper-based reporting becomes prone to errors, inconsistencies and incompleteness. Accessing and managing information in this manner is not only time-consuming but labor-intensive, and the data can often be outdated and are less relevant to policymakers. Since patient-­level information is critical for effective delivery of patient care, it requires quality information and easy access at all levels of the health care system.

WAH is designed to improve health care by reducing the time required for reporting and by improving access to accurate and relevant patient information for clinicians and decision-makers. To improve data quality and timeliness at rural health clinics, WAH leverages innovative technologies such as 3G technology, low-cost hardware and an open-source Electronic Medical Record (EMR) software. An appropriate EMR system streamlines patient flow by integrating normal clinical activities. It can also improve data use since it can display clinical information at appropriate times. This leads to improvements in data quality and in patient care. When patient data are in electronic form, reports can be generated on demand, which can also be beneficial for local governments and higher health offices.

WAH envisions to help realize universal health care through innovative health information system management and technology products aimed at transforming the Philippine local public health landscape. Specifically, it aims to improve local health management and patient care among health personnel and to improve access to higher quality health data and promote evidence-based health policy planning and intervention among decision-makers.

The WAH is an open, adaptive, and adoptable technology that is patient-centered, user-oriented and results-driven. However, we believe that technology is not the only answer. We have a unique open partnership platform that puts premium on the sharing of expertise and pooling of resources. Moreover, WAH is inclusive and supportive. We put our faith on people, processes, and passion. We aim to inspire people—and move them to action. We offer modular on- and off-site training programs and responsive tools for regular progress and management monitoring and feedback because we believe that the process is as important as the result. We seek to empower our RHU client-partners to do more, efficiently—and happily—because our end-users and beneficiaries are our most important agents of innovation.

Public health data in the Philippines originate during patient care at barangay (village) health stations and health clinics in the city (CHU) and municipalities (RHU). These CHUs and RHUs are the beneficiaries of the WAH e-Health platform as patient-level information enables health care workers in these public clinics to provide individual patients with more effective, efficient and comprehensive care, and ultimately, better health outcomes.

WAH relies on the willingness of local government units (LGUs) and local chief executives to support the establishment of the WAH platform in the health centers (CHUs/RHUs) in their locality. Along the public-private partnership principle, each WAH site is financed, or otherwise invested in, partly by all stakeholders, with LGUs customarily covering equipment and installation costs while the private, academic, and non-government partners handle the training, technical support, operational, and other related expenditures. This setup encourages the active involvement of each stakeholder and lends LGUs, for their part, ownership of the project.

The WAH e-Health platform offers practical solutions to local health information management issues. Following advocacy meetings with the LGU, a technical site assessment, and the procurement of equipment, the project team proceeds with systems deployment and training. One feature of the platform, i.e. EMR, SPASMS, Statistics Aggregator, Mobile Midwife, corresponds to one level of training. Health personnel at the partner RHUs are expected to finish up to at least Level 3 within 8 months of the adoption of the system. However, trainings are progressive and certain technical and equipment requirements for each level must be met. The project team then regularly takes on various monitoring mechanisms, e.g. RHU scorecards and bimonthly visits, in the project sites to track health data quality.

Several other private and profit-oriented EMR developers and implementers are present in the Philippines. WAH, however, takes pride in being the only one that has developed a relatively advanced array of value-added features centered on the EMR system itself, and at the same time, offering seamless integration to the two national health institutions’ electronic health reporting frameworks. Until such a time that the Department of Health adopts a standardized platform for health data management and reporting, WAH will find it challenging to inter-operate with both public and private institutions employing other EMR systems.

WAH is presently sustained by resources and contributions provided by partners. Amid decreased funding from Qualcomm and diminishing technical assistance grants by USAID, LGU partners and other stakeholders are continually encouraged to leverage resources and take more concrete steps to ensure that WAH continues to prosper and expand. Additional local and perhaps international funding sources will also be explored. Meanwhile, a Long-term Sustainability Plan is being devised with the Asian Institute of Management to provide more guidance on WAH’s move forward.

Pending adoption of a standard HIS by the DOH, WAH will continue to take part in its consultative body in order to lobby for and possibly influence the agency to make WAH platform THE standard in health clinics across the country.

Selling the WAH idea is easier owing to the presence of champions from the pilot sites, e.g. LCEs and RHU personnel, and their publicly acknowledged success in terms of meeting the set goals and commitment of local partners. WAH will bank on this to continue engaging new and current partners alike to commit financial, human, technical and other resources to scale up the project nationwide.

WAH has had the impact of changing perceptions and behaviors of those whom the Initiative and the WAH platform have touched. First, RHU personnel feel and work with more pride. Second, due to the success of the pilot, LCEs have begun investing on e-Health since 2010. And third, requests for adoption outside Tarlac from those who visited WAH sites have been pouring in continuously.

We are set out to make Tarlac the first province in the Philippines with all of its RHUs running on and interconnected by a modern HIS like WAH. Ultimately, our goal is to advance the clamor and commitment to the transformational effects of WAH, and e-Health in general, to the national level. WAH partners shall continue to collaborate to make the WAH system a standard in RHUs across the country.

The Department of Health in Region 1 has agreed to replicate WAH in at least one clinic in each of the four provinces of the region this year. The Zuellig Family Foundation, one of WAH’s NGO partners, has also pledged to adopt WAH in 26 of its partner municipalities for 2013. And under the new Integrated MNCHN/FP Luzon project of the USAID, 14 more provinces and 42 cities will likewise have implemented the system by 2018.