Here's a story about how members of the Changemakers community are developing technology to save millions of lives:
Like many trailblazing solutions, Hilmi Quraishi's wildly popular mobile phone games that teach players about AIDS found success through not just hard work, but a novel idea and a bit of serendipity. The novel idea was approaching education about this very serious problem through the universal language of entertainment and using a widely-accessible technology to do it.
Read more about this solution, or discuss this topic below.
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Created on 07/13/2009 by Elizabeth
When it comes to genetic food engineering, claims are often made about farmers ability and interest to adapt. And how about vitamin-rich rice? ... Are these realities or misrepresentations? Tell us what you think here
[Also check out our GMO Risk or Rescue competition. Share your idea or initiative to get noticed and to be eligible for various prizes. Submit your entry by October 21, 2009.]
Created on 05/27/2009 by pcastillo
This is the AshokaTech social networking community on Changemakers.
Entrepreneurs, inventors, engineers, and others who use technologies to improve their society, open new markets, and encourage the invention or adaptation of technologies designed for everyone - not just the world’s wealthiest consumers.
Be sure to visit our AshokaTech Blog too: tech.ashoka.org
While most of us dread filing our taxes, there's something to cheer about this year: cash-strapped taxpayers now have an easier path to their refunds. Free tax preparation software, based on an H&R Block professional product, is being given away by more than 90 United Way affiliates nationwide to anyone earning $56,000 or less annually.
Created on 05/14/2013 by cvsi
Affordable Nutrients/Technologies for Agricultural Breakthroughs program provides affordable natural nutrients or integrated solutions through the application of and access to small scale agricultural and production technologies which give health and economical advantage especially to women.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
CHRISTIAN VOLUNTEER SERVICE INTERNATIONAL
Has the organization received awards or honors? Please tell us about them
2007- Finalist - Google/Technoserve Ghana National Business Plan Competition; 2009 - Finalist - Improved Nutrition Solutions through Innovation Competition (The Green Journey); 2010 - Finalist - Women|Tools|Technology|: Building Opportunities & Economic Power Competition (Productive Agricultural Linkages and Marketing Systems- PALMS)); 2010 -Finalist- Leveraging Business for Social Change: Building the Field of Social Business Competition (Moringa Oleifera Farms and Industries Limited - MOFIL); 2010 - Finalist - Global Social Benefit Incubator (GSBI) program - Santa Clara University.
了解详情↓↑ 隐藏↑ 隐藏Name your entry
Affordable Nutrients/Technologies for Agricultural Breakthroughs
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
Affordable Nutrients/Technologies for Agricultural Breakthroughs program provides affordable natural nutrients or integrated solutions through the application of and access to small scale agricultural and production technologies which give health and economical advantage especially to women.
Problem
Unsustainable agricultural practices, excessive use of chemical agricultural inputs and obsolete/labour intensive methods yield poor dividends and are also very unfriendly to the environment. Coupled with alarming soil fertility loss, lack of appropriate technological know-how and suitable natural agrochemicals, amongst others, militate against efforts to improve food security and availability of nutritious food necessary for optimal health.
Solution
Provision of nutrients and simple/appropriate technologies required in four stages of agriculture, with the aim of strengthening cereals, vegetable, fruit and moringa value chains is focused on. Aerobic disease suppressing compost and budded/grafted disease resistant seedlings are made available at the nursery stage whilst simple mechanized ploughing and weeding implements, drip irrigation equipment and technology, organic agrochemicals, nutrient, farm and integrated pest management, post-harvest storage/drying and value added production including fortification of staple foods with natural inputs like moringa and a modern marketing system are undertaken at the plantation, production and marketing stages backed by appropriate training.
Example
Kofi Koi Agricultural Co-operative Society, a predominately women group, engages in vegetable farming along the banks of the Densu River. After suffering great losses in 2009 and 2010 on account of erratic rainfall patterns and flooding, Maame Adwoa Mansa, the President, enrolled them under the ANTAB program as they could not produce the needed affordable nutrients themselves. Aerobic disease suppressing compost, compost tea, improved seedlings and oxygenated moringa leaf foliar sprays were given to them. Use was made of brushcutters to keep weeds down and cheap improvised drip irrigation system using plastic waste water bottles was established. Yields as high as four times the normal were recorded giving them greater income.
Impact
Over 100,000 vegetable farmers have been using moringa plant growth hormones on their vegetables since 2010 with a resultant increase in their produce three to four times giving them more income. 25,000 farmers have been introduced to the use of aerobic disease suppressing compost. The enthusiasm generated by this program is quite high and we are encouraged to institute farmer field schools. Soil fertility and human health is improving quickly as moringa is incorporated in various forms: disease suppressing compost, plant growth hormones, organic fertilizers, food supplements to fight malnutrition, food fortification, water purification agents and a number of notable products. For now, 25,000 farmers are being served directly and 300,000 indirectly. 150,000 farmers are to be reached directly and 1,000,000 indirectly in the next three to five years.
Marketplace
The Ministry of Food and Agriculture is interested in food security and has invested heavily in the provision of subsidized chemical fertilizers, tractors and irrigation equipment mostly sprinkler systems. Much water is wasted in the traditional sprinkler systems. We utilize drip irrigation which uses less water but gives excellent results. Our adapted drip irrigation system allow for proper fertigation although on a small scale. Declining soil fertility has occasioned the use of more inorganic fertilizers which is detrimental. We rely on enhanced compost from organic waste and moringa.
Sustainability Plan
300,000 to 600,000 farmers are to be supported in the next five years. A market penetration of 15% for our products in 2014 is estimated which will increase to 25% by 2015 with an annual sales growth of 15% to 65%. Expected cash from grants/investment is $1,500,000 with grants at 70% in 2014 which will decrease to 5% by 2016. Earned income is expected to reach $5,500,000.00 by 2017. The program is expected to be self-sustaining by 2015.
Founding Story
Mary Ansa, a vegetable farmer in Aveyime in the Volta region, belongs to Dekaworwor Women Group, a hundred and fifty member farmer group. They form part of the over 300 women farmer based organizations that have benefited from various workshops and training by the Productive Agricultural Linkages and Marketing Systems (PALMS) of Christian Volunteer Service International. Her main problem has been the availability of affordable natural agricultural inputs and mechanized implements. To meet this need, the Affordable Nutrients/Technologies for Agricultural Breakthroughs (ANTAB) program was mooted and put in place in association with various women groups and farmer based associations which will be of great benefit to them and the environment.
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Full nourishment foods.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Production of affordable and quality nutrients, nourishment foods and small scale mechanized implements require standard machinery and processes for economies of scale which will be assisted by added capacity in terms of capital, machinery and expertise. This will be of appeal to the small holder farmers who will use such for their profit and the sustainability of the program. The environment will be equally protected and soil fertility ensured. Our microfinance unit – Co-operative Finance Institute – will be strengthened to assist in acquisition of needed machinery by farmers especially women
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Affordable Nutrients/Technologies for Agricultural Breakthroughs program provides affordable natural nutrients or integrated solutions through the application of and access to small scale agricultural and production technologies which give health and economical advantage especially to women.
Can we create an institution that would stimulate economic growth, improve efficiency, and help deploy new technology without growing the national debt while also offering tax-advantaged investment opportunities to both corporations and individuals?
www.the-Infrabank-Project.com
Created on 05/2/2013 by Bharti SIngh Chauhan
Create Awarness & Educating the community for the wellness through
1. Adult Education
2. Technology
3. News & Knowledge
4. Service delivery with focus, coordination and convergence.
了解详情 ↓↑ 隐藏↑ 隐藏Has the organization received awards or honors? Please tell us about them
了解详情↓↑ 隐藏↑ 隐藏Name your entry
Praveen Lata Sansthan (Creating an Impact by making a difference)
Stage
Start-Up (a pilot that has just started operating)
This Entry is about (Issues)
Elevator Pitch
Create Awarness & Educating the community for the wellness through
1. Adult Education
2. Technology
3. News & Knowledge
4. Service delivery with focus, coordination and convergence.
Problem
Too Many Mouths But Less food(simple but deadly equation).Nutritional problems in India have their roots in poverty and inequality,which leads to under nutrition on women& children, lack of awarness leads to Malnutrition. In India around 43% children under the age of five are malnourished or undernourished.Economic globalization has led torapid changes indiet and life styles. Thus India is in unique position of malnutrition Underweight & Obesity
Solution
Using digital technology like Mobile education, Employment, and Women Empowerment we plan to buid (Nutrient Training Center) where it will do training workshops and offere practival learning areas and Educate the people through Nutrient SPecialist Counsellors. PLS will offers Men & women a unique training-to-employment opportunity that builds the skills necessary for success in Educating about Nutrients & Its Importance (For the people & by the people) for rural and urban communities and then provides them with long-term employment as Nutrient Specialist. PLS will help to educate & create awarness among the Community on Nutrients for All: Vitality for People and the Planet
Example
PLS plans to build Nutrient Training Center for educating & creating awarness in society.NTC will provide training to employment oppurtunityas Nutrient Counsellors/Nutrient Supervisors/Nutrient Specialists.& will be implimented in Rural and Urban areas through Community Communications & information Centers By Campaigns like Social networking FB/Twwitter,where anybody can connect,exchange solutions & dicuss about common challenges.Tie up with Mobile companies (VAS-Health Tip/Competiton) toll free number & SMS bases service.Nutrient Canopys/Workshops/Roadshows at Hospitals & public places. Nutrient Program for Pregnant Ladies.Creating network of health workers,midwifes,community leaders who can could to provide crucial and critical feedback
Impact
Our Projected Impact in 1-3 years it to educate and create awarness among thousands of people in the community through NTC & Nutrient trainers team. Firgures states the under nutrition is more prvalent in rural areas, due to low socio economic status, ANaemia are found 40% in rural areas and 36% of women in urban areas. In urban overweight status and obesity are over three times as high as rural areas. To overcome it Nutrient Training Center team will play an important role in educating the People accross the community about Nutrient and Its Importants which will help in 1. to promote healthy life styles
2.Revitalize local health traditions and mainstream 3. Prevent and control both communicable and non-communicable diseases 4. improve the availability of and access to quality health care by people, especially for those residing in rural areas, the poor, women, and children"
Marketplace
Malnutrition or Overnutrition is not only addressed in Rajasthan but this problem can be seen across India and other countries like Uganda,Bangladesh, Vietnam, Kenya, Nigeria, Myanmar etc. By Creating Social Networking NCT along with partnership together can create an social Impact by collobrations,sharing the ideas, getting the implimentation of new ideas accross and rewarding the one who makes it best to fit to understand accross the world. It has an aim to spread widely accross to provide the best solution and create awarness accross the society
Sustainability Plan
Having an object & a dream doesnot fulfill all needs, Every project designed needs funds to get it executed We plan to create High Impact starting from one Point (Rajasthan) and than moving across India. We need support from the idea viewers who can feel the necessity and support Us! It's truly said " If there is a will, there is a way" Hoping to receive support accross from every end.
Founding Story
I was part of Project of Vodafone India Foundation (World of Difference) in 2012 where i got to work with Salaam Balaak Trust Mumbai for Beneficiary feedback Project which worked for Street Living Childrens. During the Feedback Project I found need to work for the society and work for child welfare and their overall development. I was guided by my mother in law late Thukrani praveen kumari (died on 4th June 2012) who wished to have a Setup to work for the society having objectives (Child welfare/Women Empowernment & Rural & Urban Development) with this aim we got registered Praveen Lata Sansthan to fulfull the dream and create a social impact accross the community. Our Moto : Make a Difference! Single Difference Can Make the world Changed!
了解详情↓↑ 隐藏↑ 隐藏Where do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
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
了解详情↓↑ 隐藏↑ 隐藏How is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Create Awarness & Educating the community for the wellness through
1. Adult Education
2. Technology
3. News & Knowledge
4. Service delivery with focus, coordination and convergence.
Santo Domingo Dominican Republic
Matternet wants to allow poor and low-income populations to gain access to basic health services, by integrating Matternet as the key technology for enabling reliable, timely and low cost automated transportation of diagnostic samples, results, medicines and critical medical supplies between Units of Primary Attention (UNAPs) and Health Centers (HCs – rural clinics, dispensaries, polyclinics, sanitary centers, hospitals), to overcome hard-to-access locations, infrastructure conditions and obsolete distribution schedules.
Created on 04/10/2013 by Samuel Agutu
Changamka Microhealth is a Social enterprise whose mission is to use mobile technology to deliver innovative health financing solutions to those not covered by formal health and insurance programs. Changamka has developed a mobile phone based medical savings program, a maternal health e voucher system and a phone based microinsurance program.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
Kenya MDG 5 Award in 2010 for Innovation
CIO Award in 2011 for Innovative Health Technologies;
East African CHMI Award for Innovative Health Technologies;
Saving Lives at Birth Grand Challenges Grant Award;
United Nations Foundation Innovation Working Group Grant Award;
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
Over 90% of Kenyans have no access to health insurance or any formal health plan.
Over 90% of Kenyans have access to mobile phones
More than 50% of global mobile money transactions happen in Kenya
Aha! We can use mobile telephony and mobile money to deliver healthcare
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Scaling proven mobile maternal health e-vouchers in Western Kenya
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Our first plan is to dramatically scale a proven e-voucher program that reduces financial, transport, and informational constraints to dramatically increase skilled facility-based deliveries in rural Kenya and to evaluate its impact using a randomized study design. We also further innovate and test ways to overcome cultural and gender-based constraints to maternal health care by engaging traditional birth attendants and husbands, and to improve the quality of care by incentivizing community health workers.
In addition, we have developed a microinsurance product that is procured on an individual's phone to overcome the challenge of distributing microinsurance and health services. Individuals who register, get a sequestered "wallet" in their phones in which they can save little by little as they accumulate enough funds, which automatically convert to premium when the set threshold is reached.
Describe how your innovation model is distinct from any other organization in your field?
Our e voucher program replaces conventional paper voucher subsidy programs and reduces administrative costs by almost 50% whilst increasing reach in an unprecedented way.
Our phone based Microinsurance plan enables anyone with a mobile phone and a mobile money account to subscribe and register for insurance; thereby significantly increasing access whilst lowering the affordability barrier by enabling individuals save little by little in a sequestered account.
What type of operating environment and internal organizational factors make your innovation successful?
Over 90% of Kenyans have no access to health insurance or any formal health plan and over 90% of Kenyans have access to mobile phones. The Government has put in place a conducive environment that supports innovation by eliminating taxes on IT hardware.
Changamka is an innovative organization, where new ideas are encouraged and nurtured; and investments made to support new ideas.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Changamka invests heavily in research, monitoring and evaluation. Each of our projects has a research component to ensure that rigorous randomised evaluation is carried out and that results are fed back to ensure continuous improvement
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Maternal care
Categories along the health continuum you are covering [select all that apply]
Intervention.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
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
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Community financing.
Please describe your solution in more detail
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.
What are your vision and overall objectives?
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.
What is your value proposition?
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.
Who is your customer(s)?
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
What approaches to you use to reach your customers?
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.
What are your primary activities?
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.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers and competitors comprise all who provide some form of health financing plans such as insurance companies and Health Management Organizations
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
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.
Briefly describe your growth strategy going forward
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.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
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.
What are your key growth objectives?
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.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
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.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Since launching in 2009, we have reached approximately 15,000 individuals. However, we were not content with the pace of scaling as our technology was expensive and not always reliable. We thus embarked on a technology upgrade that will now ensure that we reach 1 million families (approximately) 5 million individuals or 12.5% of the population within 12 months. This number is planned reach 5 million families (25 million individuals) or approximately 50 % of the population in 3 years.
Awareness creation and behaviour change are critical components of our activities. We have thus engaged with the Government to incorporate our activities into their plans in the areas in which we are operating. This has added critical validation to our operations.
What methods for quantification of social impact are you applying (if at all)?
We have not yet embarked on measuring social impact
Could your solution work in other geographies or regions? If so, where?
Our solution can work in any geographical region , provided there is a reliable mobile telephone network and a mobile money culture
What is your projected impact over the next 1-3 years?
5 million individuals in 12 months and 25 million in 3 years
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
The company has three product lines. Grants are for specific projects and to the extent of using our resources, get compensated for these resources, thus enabling us to cover a sizeable component of our overheads. Our social entrepreneurial line relies on grants. We have developed a commercial line- microinsurance which we expect to start returning profitability by the end of 2014. This line is planned to cross subsidise the loss making/social entrepreneurial lines of the business. We are currently seekung capital injection into the company to help realise the business goals that we have set.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
个人, Patients, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
$ 1.25 per customer registered per annum
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, 国家政府.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, 国家政府.
Explain your revenue generation strategy in more detail
On our microinsurance product we earn a net of 7.5% on each sale made. We have signed up a distribution plan with Safaricom, by developing a mobile application that is integrated to the Safaricom M PESA platform This allows us to directly market via SMS to all, Safaricom clients and to enable them to self subscribe for the insurance services.
Share of philanthropy in total income of organization (in percent)
50% currently but planned to go down to 25% by 2014
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We sell a subsidized maternal and family health card to needy individuals. We have the further strategy of engaging with large corporate organizations to subsidize these costs through a structured Corporate Social Responsibility program
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We are launching a large microinsurance programme in June 2013. The marketing and distribution costs in year one are large and a loss is expected in year 1. However year 2 is expected to realise a small profit. Year three will see a major increase in profitability as the product will have matured and efficiencies also achieved especially in the areas of Marketing and Distribution. As a result we are currently seeking an injection of equity to the tune of $1 million to help us meet the initial costs of taking the product to market.
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Created on 04/1/2013 by Carlos Bassi
Vitalbox is a social business enterprise that focus on public health by applying innovative healthcare services and consumer internet technology. Vitalbox offers a personalized platform of health promotion and disease prevention that puts the individual back in control of his life.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
We took a while before to decide to invest our lives in a social healthcare program. None of us came from this industry, so we started to look for some education on this matter. After join several congress, meetings with very prominent people in the healthcare industry, we realized was that any real disruptive innovation in this sector should would come from an outside view. We were ready for it.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Vitalbox - Personal Health Platform
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Vitalbox is an innovation both in the offer standpoint as well as in its business model. Some big companies are trying to create new business models for healthcare. Some of them have failed already, like Google with Google Health. Most of them are focusing on health care data, but none of them gather all the aspect we believe that is fundamental to really create a new paradigm.
VitalBox assembles leading edge technology, wrapped by an "easy to understand" user interface to deliver knowledge and wellness, thru an innovative business model that makes it affordable to everyone. At the same time we are providing an important service to the community, we offer to companies and brands, that desire to emotionally connect with employees and consumers, a unique opportunity to execute it in a large scale at low cost.
Describe how your innovation model is distinct from any other organization in your field?
What distinguish Vitalbox from regular Preventive Programs, Risk Assessments, and Personal Health Records providers is that Vitalbox offers to the participant an immediate benefit in trade off of provide their health information, besides to offer a personal behavior change program and health monitoring for life. Other important aspect is that our services reach large populations at no cost to users. This is possible due to our exclusive business model.
What type of operating environment and internal organizational factors make your innovation successful?
The key success factors in our initiative are:
Best user experience - ensure that every customer understands and makes a optimal use of our services
Member confidentiality - privacy is one of the most important elements
Low cost - our target is to have our services offered the population at a cost less than one coffe per month to the sponsor
Winner team - like every success organization, a great team is fundamental
Continuous refresh - technology changes everyday. We must to be ahead of these changes.
Adaptability - healthcare is a very regulated sector and demands flexibility to be challenged
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Vitalbox has a very solid and well structured development roadmap that will ensure constantly innovation for the next 5 years at a high speed. Besides that, we understand that innovation is key to success, so every six months Vitalbox delivers to the public a new version of its platform, besides the changes based on participants feedbacks that occurs every single day.
Another important aspect is our innovation model, which was used to give birth to Vitalbox and is used to define the new features to be developed.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
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.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills.
Please describe your solution in more detail
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.
What are your vision and overall objectives?
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.
What is your value proposition?
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
Who is your customer(s)?
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.
What approaches to you use to reach your customers?
We reach customers trough the internet and mobile technologies
What are your primary activities?
We have 3 priorities where our focus are on:
- Product development
- Early adopters customers (sponsors)
- Fundraising
Who are your peers and competitors? What problems could these players pose to your success or growth?
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.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
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.
Briefly describe your growth strategy going forward
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.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
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.
What are your key growth objectives?
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.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
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.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Vitalbox is a brand new program, without any kind of mass communication setup. Nevertheless, Vitalbox provides wellness content and information daily to more than 15.000 followers. Today Vitalbox also delivers for free to the population, only considering new participants, about 150 health risk assessments in average. This number is increasing at a high rate, which makes us believe that we will meet our forecasts.
What methods for quantification of social impact are you applying (if at all)?
None has been used so far.
Could your solution work in other geographies or regions? If so, where?
We currently have participants in Brazil, Portugal, Angola and Mozambique, once Vitalbox is offered only in portuguese yet. Our plan contemplates a English version in 2013, plus other languages in the following years, in order to make the platform available to serve the worldwide population.
What is your projected impact over the next 1-3 years?
At the end of 2013, we expect to deliver more than 500.000 risk assessments and personalized change behavior programs. We believe we can reach, only in Brazil, about 10 million participants by 2016. To give an idea of the economic impact, a single Health Risk Assessment costs approximately $30,00 (users may have unlimited assessments).
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
We have had a hard time to raise money, probably due to the complexity of our project, the level of innovation (which is not expected from a development country) and the lack of a proved model, which scares regular investors. So up to now, we have self funded and raised money with small investors, family and friends to finance the project. We have also signed small contracts that have helped to support operational costs.
Once we are proving the model and have a good number of users, we will start a road show in order to raise the enough money for the growth phase and internacionalization.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Friends and family, 个人, Patients.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府, Others.
Explain your revenue generation strategy in more detail
1- Corporate Subscription - Healthcare Cost Reduction Program for large employers (R$ 29,90/year by active employee)
2- Sponsorship Quotas - 5 annual sponsorship quotas targeting brands connected to wellness (R$ 1.000K / year)
3- Diagnostic Labs & Hospital Integration - Lab results plus health risk ssessments over the internet (R$0,50/user/year)
4- Custom Reports & Clinical Trial Epidemiologic - Reports and Clinical Trial selection/locating services (avg R$ 300K/unit)
5- Digital Marketplace - Web and mobile widgets to improve healt and wellness (R$1,99/download)
6- e-Commerce - Partnership with already established on-line store & health brokers companies (1,5% fee/transaction)
7- Platform Direct Sales - Direct sales is used to set up subscription prices (R$29,90/year)
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We have a dual track strategy to fund the next years, with focus on have the operations expenses covered by new customers contracts in the first track. In the second track, research and product development will be funded by venture capitalists and investment banks.
Created on 03/31/2013 by NeshasAgenda
Despite efforts to achieve equality, women still earn less money than men; they are over looked for promotions and are not likely to carry the title of CEO or President at major corporations. Among the Fortune 500 companies, women only hold 18 CEO positions, and before 1996 all CEOs were men.
The presence of women in these positions continues to shock and awe, further solidifying women as the “other” when it comes to positions of power. There’s a cycle of normalcy and complacency that exists around these sensitive topics.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
A hub of information and inspiration for millennial women
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Despite efforts to achieve equality, women still earn less money than men; they are over looked for promotions and are not likely to carry the title of CEO or President at major corporations. Among the Fortune 500 companies, women only hold 18 CEO positions, and before 1996 all CEOs were men.
The presence of women in these positions continues to shock and awe, further solidifying women as the “other” when it comes to positions of power. There’s a cycle of normalcy and complacency that exists around these sensitive topics.
Utilizing mentorship, personal empowerment, and an increase in information, women can mobilize through empowering themselves to ultimately break down the patriarchal structures of society and claim their power.
What are your organization's top three priorities in the next year?
*To build out our ambassador program increasing HerAgenda.com's reach in other cities.
*Build partnerships with corporations to identify ways to help young women lead and also to post their job opportunities for our network.
*Increase the frequency of stories posted and original in-depth features by bringing on a managing editor.
Need #1
Performance Management
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Since relaunching the website, HerAgenda.com has increased it's reach and also increased it's online and offline initiatives. With that, many have reached out to us regarding partnerships, and also to join our team. As of now, we have 20 contributing writers, a social media manager, an intern and two video production photogs. As the leader of this company, I am working on trying to find effective ways to keep the team motivated. I am looking to find ways keep them engaged and contributing new ideas, while also still having the energy to develop and produce our day to day projects. We recently started developing our offline initiatives in the form of quarterly panels. We also now host a monthly twitter chat series. Each project requires innovative thinking and top tier management. I also feel that the website could increase the resources and information we have available, but it has been difficult finding ways to motivate the team to invest in those objectives.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will be focused on my organization overall. We are looking for dynamic ways to manage and engage our team while also looking for effective ways to brand and market our company. The support from the experienced executives at American Express would be beyond helpful. It would be the perfect investment we need to grow and move forward as a company.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
As the founder, I've done research in the area of managing and growing a team. I also have set up a few systems to help streamline our process and communications. However I have not been afforded the opportunity to work with outside consultants. Having the viewpoint of someone from the outside of the company would be beyond amazing because they offer a fresh perspective, and yet bring with them years of experience.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Identify effective ways to manage the team we have and stabilizing company protocols and systems.
2.
Increase the productivity of our team to work on developing our new intatives and strengthen the ones we have in place.
3.
Grow our social media presence in addition to garnering increased media coverage for our panels and projects.
What has been the impact of your solution to date?
We are telling the stories of women succeeding in their industries and using their story to motivate and inspire the next generation of women leaders. We have provided content to help millennial women in addition to exposing then to information about the latest job opportunities, internships, grants and conferences to help them get to their next level. We recently hosted a panel where 100 women gathered to hear the career stories of 4 dynamic women. (see that panel here: http://heragenda.com/event-recap-the-making-of-her-agenda/) We also hosted a laptop raffle contest sponsored by Microsoft. The laptop was given to a young lady who recently gave away her computer to her little sister for college. But she needed a laptop to work on starting her company. We also have 20,000 page views.
What is your project future impact after receiving professional support from American Express?
We will have a sustainable team and a strong brand strategy in place to allow us to grow our reach and inspire even more millennial women to never let anything slow heir agendas! We will strengthen our core initiatives and increase productivity in our team. We will also then have a strong foundation to launch new projects such as the Her Agenda ambassador program. We are also planning on raising a round of funding and need to strengthen our team and product before doing so.
This Entry is about (Issues)
Created on 03/31/2013 by Travis Horsley
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck.
了解详情 ↓↑ 隐藏↑ 隐藏Title
Mobile Infrastructure: Water Installations for Marginalized Communities in Chile
该组织在哪些国家/地区创造了社会影响力
Chile, RM, San Jose de Maipo
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
TOHL: Mobile Infrastructure
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck. The pipelines have fewer connections, which decreases labor hours during installation and allows the pipelines to be in operation faster than is possible if using conventional infrastructure technology. The installation methods also allows for TOHL to access previously unreachable areas.
www.thetohl.com
Documentary: http://youtu.be/_vkmSIEaqiQ
TOHL Services: http://youtu.be/3fpUKXYT9VU
What are your organization's top three priorities in the next year?
-Have five installations complete in separate Chilean communities by the end of 2013
-Hire a Chilean country manager so that upper-management can focus on expansion to other Latin-American countries
-Measure impact on an estimated 1,100 individuals who will be receiving water at a constant flow for the first time in their lives
Need #1
Staffing Capabilities
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
TOHL has demonstrated significant demand for their services globally, partnerships and alliances have been formed with key industry players, and legal corporate structures as well as patents are in place. Now TOHL needs to grow their team in order to be able to implement the infrastructure contracts that will be signed in the coming months and years. Some of the pieces of the team are in place, but some clear positions are missing. TOHL’s growth is severely hampered if we are unable to hire salaried team members now. TOHL’s management see no reason to wait reason to wait until having enough cash flow from operations. It is inefficient to wait for organic growth when there is a clear demand for TOHL’s services globally. In order to hire the experienced professional needed for implementing these projects and pursuing others through our strategic partnerships, TOHL is raising between $500,000 and $1,000,000 USD. This money will be used for working capital for operations, to hired a CFO, 2 operations team members, a Chilean country manager, and two more sales team associates. TOHL plans to build the best company possible in line with the financial and human resources it currently has.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
As TOHL continues to address the global demand for increased access to water and other fluids, it is important for TOHL to locate an human capital partner with the ability and the aptitude to assits our team in its growth. As our product seeks to scale in the Latin American sphere, and potentially outside of this region, we believe that American Express excels in areas of social impact and targeted growth. We are seeking partners to scale outside of Chile, and could uses American Express' help in writing a narrative that coincides the the mission behind a social enterprise.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Our board of advisors includes five separate individuals who are experts in their fields: from heavy industry (construction, mining), academics (civil engineering professor), to innovation and inventiveness (CEO of an innovation center in Chile). All of these individuals provide in-depth technical support, and and wide breadth of industry know how. However, due to the nature of our new product, we are seeking to define a new paradigm in infrastructure development. Our previous consultants/advisors have succeeded in bringing us a few contracts, but we seek consultancy in defining our technology
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
# of people receiving constant flow of water via our pipeline installations (rural/industrial)
2.
# of lives who rank that their livelihood has improved 1 and 5 years post installation
3.
% fossil fuel and carbon output reduced due to the installation of our system vs. tradition means (conventional pipeline and wa
What has been the impact of your solution to date?
The technology behind TOHL’s success is proven and market-ready for a variety of industrial and humanitarian needs. The first successful pilot of the Mobile Infrastructure technology took place in July 2012 with direct assistance from a variety of Chilean-based partners, including the Chilean Red Cross, Tigre, EcoCopter, SIDE Chile, and CORFO. This working product demonstrated the ability to deploy 1.2 kilometers of pipeline over an 86 meter elevation change in mountainous territory. The actual pipeline installation occurred in 9 minutes, with the subsequent power source, pump, and filtration system being installed in another 8 hours. A flow rate of 14 liters/minute was achieved in this pilot, which is a significant amount considering the small size of the tubing.
What is your project future impact after receiving professional support from American Express?
With TOHL’s plans for gradual global expansion outside of Chilean operations, a similar path will guide the management team’s actions. The passion to provide continuous water flow technologies to marginalized communities in emerging economies acts as a motive to seek out such customers. Stakeholders with a vested interest in these communities (municipalities, local businesses, NGOs and multinational organizations) will pay for such systems. The provision of such services to industrial clients outside of Chile will be sought in the near future as well. Prospective industries that have already been in contact with executives from TOHL include defense industry, construction, and oil and gas. Over 135 separate municipalities are currently on TOHL’s list of possible clients.
This Entry is about (Issues)
Created on 03/30/2013 by Juan Miguel Guerra Dávila
Every year in the UK, over 250,000 accepted applicants miss out on higher education due to lack of funding. This results in social immobility, hinders innovation and economic growth and yields a body of professionals and leaders that represents but a small fraction of the UK's population.
Students use StudentFunder.com to raise loans and donations from their networks and StudentFunder's partners to cover the cost of their education while building invaluable networks and skills.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United Kingdom, LND, London
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Every year in the UK, over 250,000 accepted applicants miss out on higher education due to lack of funding. This results in social immobility, hinders innovation and economic growth and yields a body of professionals and leaders that represents but a small fraction of the UK's population.
Students use StudentFunder.com to raise loans and donations from their networks and StudentFunder's partners to cover the cost of their education while building invaluable networks and skills.
This blends financial, technological and social innovation to level the social playfield. StudentFunder provides crowdfunding services for students improving access to education, employment and enterprise.
This benefits students, their funders, universities, recruiters and society, engaging thousands.
What are your organization's top three priorities in the next year?
Successfully complete our pilot (funding at least 30 future leaders in 2013) and build volumes (150 by 2014... 5,000 in 2017)
Secure funding to capitalise the venture and build a loan portfolio
Build the infrastructure required to deliver our full functionality
Need #1
Message & Brand Strategy
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
It would be of great value to us to receive help from high-calibre consultants and executives so that we may better articulate what we can do for our target groups and to relate to our stakeholders more effectively.
We have different stakeholders groups: we attract students directly but also through partnerships with universities (which help us provide students with additional support). We must rally partner organisations that have an interest in funding students and help students attract funders.
For instance, we make it possible for students to borrow from their own friends and family, university alumni, etc. to cover the cost of their education. This should not be described as an investment, but as a worthy allocation of "play money", as there is always a risk of default. We need to articulate that clearly, but also, compellingly.
We also help universities optimise and leverage scholarship funds. Through us, universities can turn scholarships into unsecured loans that can be repaid when and if the student is able, which recycles their funding so that it may benefit a student forever, turning one-off hand-outs into sustainable funding that builds up over time.
3.
Allocation of resources to deliver results
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express could help us tailor our general communication but also design specific communication for our services: crowdfunding for students, "recyclable" scholarships and recruitment solutions.
It would also help us design a CRM approach to manage our relationships with institutions (universities, charities, businesses) and individuals (students, prospects, StudentFunder alumni).
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
StudentFunder has not received support from professional consultants as such.
However, as part of Oxford's Skoll Centre's Emerge Venture Lab and the Startup Leadership Programme, StudentFunder has received plenty of advice, support and mentorship. Business in the Community (BITC), YPO and Hogan Lovells have generously provided support as well.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Define messages and communication approaches for our stakeholder groups
2.
Design and implement stakeholder management/CRM strategies
3.
Benefit from a brand splash-effect that will help get at least 30 leaders funded in 2013
What has been the impact of your solution to date?
Quantitative:
Since October 2012, StudentFunder has helped two students fund their studies, two more are in the process and we will process 100 applications over the course of April for our first partner university and help 9 more students at a second partner university.
Each postgraduate student generates £5,900 per year in the economy (net, averge, according to the LSE).
Qualitative:
Our first student was fell into hard times. Abandoning his studies would have dragged his family into poverty; but we turned that around.
Two of the students supported by StudentFunder are peaceworkers Kivu, DR of Congo, helping end a conflict that has claimed over 6 million lives.
Another one of our students is creating a student-funding initiative to fight brain drain in Puerto Rico.
What is your project future impact after receiving professional support from American Express?
Support from American Express would help us strengthen our communication and relationships with customers and partners to evolve into a growth venture that can market beyond a closed pilot, serving hundreds of students by year two.
That vintage of students alone could add around £350k to the UK economy each year! (not to mention the impact that our students would have through their careers).
StudentFunder would then grow to serve thousands!
This Entry is about (Issues)
Created on 03/27/2013 by kara@worldwideworkshop.org
Our mission is transforming education for underserved youth, making it accessible, engaging, and relevant. The World Wide Workshop uses technology to create innovative learning opportunities to equally empower all youth--girls and boys, rural and urban, economically and academically struggling--to be inventors and leaders in the global knowledge economy. Our flagship program, Globaloria, gives students with limited access to technology the tools and opportunity to create their own media, not just consume it.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York, New York County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Our mission is transforming education for underserved youth, making it accessible, engaging, and relevant. The World Wide Workshop uses technology to create innovative learning opportunities to equally empower all youth--girls and boys, rural and urban, economically and academically struggling--to be inventors and leaders in the global knowledge economy. Our flagship program, Globaloria, gives students with limited access to technology the tools and opportunity to create their own media, not just consume it. Our project-based approach to the classroom engages students in personalized learning, community engagement, and better education, equipping all to excel academically and go on to become the next generation of innovators in fields they had no prior hope of joining, let alone leading.
What are your organization's top three priorities in the next year?
Because we are projected to grow not only in our number of consumers, but also in our product and service offerings, our top priorities in the coming year are:
1. To understand our organizational strengths, weaknesses, opportunities, impact, and challenges based on the industry/environment in which we operate.
2. To improve management’s ability to recruit and retain staff based on overall organizational goals, and to be able to succeed in our fast-paced growth and scaling partnerships and impact as we aim to become a leader in impacting our field.
3. To empower management with strategies that increase productivity, joy, and staff engagement as well as to improve our internal quarterly and annual performance reviews.
Need #1
Staffing Capabilities
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We are at a critical moment of expansion, at which additional employees are needed to serve a growing consumer base and product line. We seek engaged and innovative employees to support our fast-paced growth, in service of our goal to reach even more youth with the positive impact of education innovation. We have identified three areas of improvement needed to achieve this: staff recruitment, orientation, and retention. Our management would benefit from assessment by American Express of our approach to these staffing practices, as well as assistance in developing creative strategies for attracting and retaining entrepreneurial, socially minded employees. As a small non-profit organization, we have established limited staffing procedures, but as we continue to grow it will be necessary to implement formal orientation and appraisal protocols to more comfortably integrate new employees and improve existing performance review procedures. Specifically we aim to motivate employees, set individual goals, recognize top performers, and reduce employee turnover. Addressing these needs would ensure that our work expands under the management of an invested and knowledgable team.
3.
Collaborative & mutually enhancing
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
American Express support will be focused on our organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Improve organizational weaknesses & capitalize on strengths & opportunities, to reach thousands more youth in underserved areas.
2.
Recruitment & retainment protocol to add staff who support and grow our goals & help us become leaders of impact in our field.
3.
New strategies to support and increase team productivity, joy, and engagement.
What has been the impact of your solution to date?
Since its launch in 2006, Globaloria has reached 7000 students and teachers with education transformation. Research shows Globaloria has helped students to build critical thinking skills and adopt self-directed and collaborative learning practices--leading to improved academic performance among low-income students. Moreover, Globaloria has also been proven to increase interest in technology education and careers among students—particularly girls—and narrow the digital divide by eliminating computer usage gaps among students especially affected by it: poor and minority youth. With nearly 4 million science, technology, engineering, and math jobs going unfilled each year, Globaloria is preparing underserved students with the skills they need to be sought-after and highly-paid professionals.
What is your project future impact after receiving professional support from American Express?
We will remain committed to enhancing learning, innovation, entrepreneurship, and global awareness in economically disadvantaged and technologically underserved communities by empowering youth to be self-motivated learners and innovators in the global knowledge economy. Given the capabilities to hire and retain committed, creative employees to support our expansion, we will be able to impact thousands more youth with Globaloria and come closer to our goal of transforming education for millions of youth worldwide. Furthermore, understanding our SWOT will enable us to emerge as leaders in our field and thus inspire other organizations towards similar impacts, together achieving education transformation for underserved youth on a global scale.
This Entry is about (Issues)
Created on 03/25/2013 by Gallerista Chicago
While many businesses exist in neo-classical logics of supply and demand, artwork holds a preternatural course throughout its “commodified” lifespan. Because artwork to be sold, traded or gifted holds firstly a cultural value, an inherent sometimes inexplicable value, the actual sale takes place in sociologically charged spaces, between artists, gallerists (if represented) and collectors. But what happens to art online?
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, IL, Chicago, Cook County
该组织在哪些国家/地区创造了社会影响力
United States, IL, Chicago, Cook County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
While many businesses exist in neo-classical logics of supply and demand, artwork holds a preternatural course throughout its “commodified” lifespan. Because artwork to be sold, traded or gifted holds firstly a cultural value, an inherent sometimes inexplicable value, the actual sale takes place in sociologically charged spaces, between artists, gallerists (if represented) and collectors. But what happens to art online?
Digitally adapting to an untraditional, multi-faceted market, Gallerista explores a new channel for artists and audiences to connect. Creating an online space dedicated to exhibiting artists, selling work in a respectful manner and driving informed consumership, Gallerista aims to promote the ideals of collectorship, reframing the ways in which we purchase art online.
What are your organization's top three priorities in the next year?
At Gallerista, our top three priorities for the next year include, but are not limited to:
-Provide practicing artists with a user-friendly online platform within which they may develop new audiences, sell work directly to patrons and discover colleagues within their medium.
-Promote the ideals of collectorship to novice and seasoned collectors alike by hosting innovative programming and developing partnerships with like-minded organizations, as well as arts-conscious businesses.
-Facilitate a strategic one-year plan so as to set measurable outcomes and goals in order to remain focused upon our mission and ensure sustainability for the future.
Need #1
Opportunity Analysis
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Gallerista seeks financial and peer-guided assistance to facilitate a SWOT Analysis to determine its strengths and weaknesses, informing and shaping the goals we would commit to in a written strategic plan. Working side by side with a professional independent contractor, or team devised through Serve2Gether, Gallerista will look at its surrounding environment, data (both online and in real-time), and feedback, thereby determining the actions appropriate for its sustainability.
With a SWOT Analysis administered, and with help from advisors through Serve2Gether, Gallerista will be in a strengthened position to create a strategic planning document, guiding goals that can be procured through the report. This essential itemized document will serve as a compass to steer the business as it gathers momentum, expanding in participant artists as well as patrons. By creating a written response to the findings of the SWOT Analysis, Gallerista can individualize measurable outcomes to ascertain successes and mitigate challenges throughout this period of growth.
2.
Open and Honest Communication
3.
Environment of Mutual Understanding and Compromise
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Gallerista seeks the support of Serve2Gether to help shape the infrastructure of the business as a whole. Working side by side with consultants, Gallerista will work to shape prioritized objectives, measurable goals and develop a strategic plan to ensure its sustainability. Gallerista is interested in leveraging this opportunity to include partners across the citizen, municipal and private sectors, allowing for a robust discussion on how best to serve independent artists and creatives within the economy. We're not interested in simply building a business, but a more visible market.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
At this time, we have yet to seek outside professional help for creating a strategic plan. However, by creating our own business plan, Gallerista has laid the groundwork for how it currently operates and what our goals are, keeping our vision in front of us at all times.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Independent Consultants SWOT Report
2.
Written One Year Strategic Plan
3.
Implementation of Goals set forth in Strategic Plan over course of following year
What has been the impact of your solution to date?
Gallerista has received interest from artists as well administrators both within and outside of the traditional gallery system for its focus on collectorship and informed consumership. Launching in November 2012, the site has already been revamped to include the secure purchase of artwork via credit card. This involved a reconfiguring of company culture as the business was started as a search engine for artists, with the intention of selling work through private studio-visit appointment setting. We are now currently adding artists to the site, highlighting artists and their work through Social Media, and are beginning to reach out (and be contacted!) for strategic partnerships with like minded organizations and arts conscious businesses.
What is your project future impact after receiving professional support from American Express?
By receiving professional support from American Express, Gallerista will not only plan for its future, but also be able to possibly avoid some of the pitfalls that occur in any small business venture. By having a partner as well-versed in business infrastructures as American Express, Gallerista will be better prepared for the challenges which face businesses as they seek to build audiences, promote services and invest back in their community. Chicago is only our proving ground. Our goal at Gallerista is to be able to facilitate the solutions we work on here in other cultural hubs throughout the United States. By investing in Gallerista at this crucial time, American Express will be making long-term investments within visual arts commerce for what we hope are generations to come.
This Entry is about (Issues)
Created on 03/25/2013 by sveldanda
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Bridging the Gender Divide with Information Technology
请选择最符合您的解决方案的阶段：
Established (past the previous stages and has demonstrated success)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
This project,has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence.Many women in villages are semi-literate or illiterate and they struggle a lot even to earn bread for the family. They do not have economic independence.At the same time government services are not easily accessible to public in villages.This "saukaryam" project is intended to bridge these gaps and uplifting the lives of women.
What are your organization's top three priorities in the next year?
1. Increasing accessibility, awareness
2.Adding additional service lines
3.Upgrading technology
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
1. Many villagers have little or no literacy so fear being cheated when making payments online. - there is a need to increase awareness
2. The expected encouragement is not materializing at village level.
Increasing awareness among consumers
3. Pace of government services. There may not be synchronisation in government services if officers are de-motivated. For example e-Seva workers forward applications to appropriate government departments according to the citizen's requirements. There may be a risk of officers deliberately delaying the process of such applications
Need to improve transparency .
3.
Innovation to reach larger segments
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Once support is received, it can be extended to all self help groups to gain advantage from it so that they can improve their services.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Fast, cheap and transparent services for public
3.
Private public partnership
What has been the impact of your solution to date?
In Jan 2002 there were 46 centres involving 92 member/partners. By Jan 2004 this had grown to 200 centres with around 292 member/partners. There are currently 384 women running e-Seva Centres, carrying out over two million transactions per year. Income and transactions are increasing month by month and are much higher in 2004 than in 2002; this of course is true of e-Seva overall due to the increase in the number of centres but the income of individual centres is also said to be rising.
The major costs for the women running the centres are loan repayment, stationery and consumables, salaries of other staff, and electricity. The service which provided most income was utility payments; used by at least 6,000 people per month who are charged about US$0.03 per payment.
What is your project future impact after receiving professional support from American Express?
Women in villages are multi-faceted, but they are not able to come out of their shell because of social, economic problems. With an availability of additional budget it will be possible to upgrade facilities and motivating villagers to take part in this initiative.
This Entry is about (Issues)
Created on 03/25/2013 by SamSaad
US: "The truth is is that as a nation, we face nothing short of a justice crisis" - Larry Tribe, Senior Counselor at the Department of Justice
Canada: As Supreme Court Justice Beverly McLaughlin clearly states, access to justice is "basic right" and our system is creating a "national crisis".
了解详情↓↑ 隐藏↑ 隐藏What problem is your organization committed to solving? In particular, share what is innovative about your approach.
US: "The truth is is that as a nation, we face nothing short of a justice crisis" - Larry Tribe, Senior Counselor at the Department of Justice
Canada: As Supreme Court Justice Beverly McLaughlin clearly states, access to justice is "basic right" and our system is creating a "national crisis".
JustAccess is a crowdfunding platform for the justice system. While maintaining the utmost degree of accountability and transparency, litigants will be able to upload their case profiles to our site, thereby enabling individuals - such as yourself - to more easily engage with and financially support litigation of your choosing.
We all want to create a more just society, one where everyone regardless of income has equal access to the courts -- JustAccess helps you make this a reality.
What are your organization's top three priorities in the next year?
1. Establishing 10-15 launch clients/cases for a soft launch, and going live within 90 days
2. Monitoring and evaluating the launch cases, quickly adjusting during the 40-60 days campaigns and infusing those learnings into a broader strategy
3. Sharing our strategy and market results with potential funders, securing capital and scaling to an open launch
Need #1
Message & Brand Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We have already identified our mission, values and value proposition. However, due to straddling the world of social impact and financial sustainability/profitability, we're still looking to improve how we profess ourselves to different audiences.
We've won a few pitch competition, and have also lost some. We've met with folks that only want to hear about our financial bottom-line. And others who only care about how JustAccess will help others. Many opportunities and relationships have been properly cultivated, while others have served more as learnings on how to improve our approach.
We could use support in how to clearly and succinctly share our mission, values and values proposition - as well as, audience specific service flows - with respective users and stakeholders.
We would then like to take these learnings and use them for consumer/audience acquisition, marketing and seed fundraising.
2.
Clear and fruitful communication
3.
Excitement around creating value
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused on the organization overall.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have an Advisory Board and three Directors. Only those folks have worked on this area, thus far.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Better understand out brand (internal)
2.
Better proffes and share our brand (external)
What has been the impact of your solution to date?
We're currently pre-launch. To date we've:
1. Won a few pitch competitions
2. Cultivated a groups of allies, within Toronto's innovation and social venture circles, who strongly support our organization
3. Developed V1 of the platform
4. Designed and innovative and socially impactful service flow that furthers our mission of improving access to justice, while setting us apart from existing crowdfunding platforms (none of which deal with legal issues)
5. Started forming relationships with possible launch partners/litigants
What is your project future impact after receiving professional support from American Express?
Going live, achieving our mission, furthering our mission and increasing access to justice.
All of the above noted comments/sections, plus... better understanding who we are, who we should be working with, and who should be funding our initiative until it becomes financially sustainable.
This Entry is about (Issues)
Created on 03/25/2013 by qleshoff
This is the project of Bauman Moscow State Technical University (BMSTU) Center for Complex Rehabilitation of the Deaf and Hard-of-Hearing (GUIMC) - HIAM - Health Infrastructure Accessibility Map. The main goal is to provide disabled people with the information about accessibility of health-care institutions in Russia through an interactive internet portal with feedback system.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Bauman Moscow State Technical University (BMSTU) Center for Complex Rehabilitation of the Deaf and Hard-of-Hearing (GUIMC)
Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
The activity of BMSTU Center for Complex Rehabilitation of the Deaf and Hard-of-Hearing was awarded The President Award.
On December 17, 2012, it was awarded Diploma of "The best social project in Russia" for the achievement of the "Educational and rehabilitational programmes for the deaf " project.
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The succesful experience of the developing accessibility map of Moscow universities and its demand from the Ministry of Science and Education of the Russian Federation show that such projects are vital and have an important social impact. We decided to use similar approach to the health infrustructure accessibility.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
HIAM - Health Infrastructure Accessibility Map
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
HIAM - "Health Infrastructure Accessibility Map" is a project aimed to create an interactive map of accessibility of the health system infrastructure for disabled people. It supposed to be available through web site and mobile applications. The main content of HIAM, an interactive map, is generated by the information received from people and institutions involved in the health system development. We believe that this project will have an impact on social, economic, educational areas.
Describe how your innovation model is distinct from any other organization in your field?
It is a new application of existing tool - the accessibility map of Moscow universities that we developed earlier. The main distinction from any similar map is its flexibility and future evolution, namely: we create special criteria and methods to rank accessibility level of the health infrastructure institution and approaches for their computation; all of them - criteria and methods are variable in time and depend on received feedback.
What type of operating environment and internal organizational factors make your innovation successful?
Our Center has a great experience in the development of methodological fundamentals and implementation of complex rehabilitation models for disabled people to supply them with rehabilitation services, software and hardware to ensure equal abilities for this kind of citizens and facilities for their integration into society.
We've already managed to create the accessibility map of Moscow universities. The link is http://guimc.bmstu.ru/projects/access_map. We researched and developed special criteria to evaluate the accessibility rating of educational environment. And it's not only about physical access; the access to the information is also very important, as well as psychological accessibility, health saving technologies and other aspects. That experience will help to launch HIAM project.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Unfortunately the problem of accessibility of the health system infrastructure for disabled people is a complex one, we consider it to be of current importance for a long time not only in Russia, but also in many other countries. We are going to work with other NGOs and Ashoka Fellows globally to scale the project.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Disability
Categories along the health continuum you are covering [select all that apply]
Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
We are trying to solve the problem of accessibility of the health system infrastructure for disabled people by means of granting them with access to information about health-care institutions accessibility. The structure of that information and methods of its elaboration are going to be worked out by Bauman Moscow State Technical University (BMSTU) Center for Complex Rehabilitation of the Deaf and Hard-of-Hearing (GUIMC).
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology.
Please describe your solution in more detail
The application of ICT (Information and Communications Technology) in public awareness programs by using interactive web services, mobile applications and feedback system is an integral and efficient tool that can solve described problems. Its main merits are simplicity of modification, scaling possibility and accessibility for consumers.
What are your vision and overall objectives?
Basic steps of the development are:
- to develop criteria and methods system to rank accessibility level of the health infrastructure institutions;
- to make an internet portal based on the current website engine;
- to promote the portal;
- to get feedback from visitors;
- to get accessibility information from governmental organisations and NGOs;
- to modify the portal and criteria system using the received information;
- to scale the project globally.
What is your value proposition?
By investing in developing an interactive map we can provide disabled people with the actual information of health infrastructure accessibility. Our plan is to develop a functional website and give the information, gathered from the different sources, to the people for free. ... About knowing there is the best makes others keep up.
Who is your customer(s)?
Our customers are disabled people, their family, wide range of specialists and interested persons.
What approaches to you use to reach your customers?
To reach out customers we use ICT through the web site and mobile applications.
What are your primary activities?
Here are our primary activities:
- Technology development.
- Making the ICT more accessible and affordable.
- Community involvement.
- Health and social interaction.
- Volunteerism.
- Building partnerships.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Our peers are health-care and other governmental organizations, volunteer organizations. We don't see any competitor in this field.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Receiving of the accessibility information from the governmental organizations can be the main challenge for us. But our longstanding relationships can help to solve this trouble. Moreover we have others ways of getting the data, e.g. visitors feedback.
Briefly describe your growth strategy going forward
- to develop criteria and methods system to rank accessibility level of the health infrastructure institutions;
- to make an internet portal based on the current website engine;
- to promote the portal;
- to get feedback from visitors;
- to get accessibility information from governmental organisations and NGOs;
- to modify the portal and criteria system;
- to scale the project globally.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New market(s)/country(ies).
What makes your business "ready" for growth?
- nowadays the problem of accessibility of various institutions is a part of the public policy in Russia;
- we have longstanding relationships with governmental organizations;
- we have an expirience in developing similar information systems;
- we have the staff of highly skilled specialists.
What are your key growth objectives?
1. To create and promote an interactive, accessible and helpful for people with disabilities internet portal (methods + web site).
2. Get considerable feedback through this portal and improve it.
3. Find ways for scaling through existing partnerships and support networks.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Approximate timeframe for the steps described above:
1. the 1st year.
2. the 2nd year.
3. the 3rd year.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
The succesful experience of the developing accessibility map of Moscow universities and its demand from the Ministry of Science and Education of the Russian Federation show that such projects are vital and have an important social impact. We believe that posting such problems for public display is the first and most importance step to solve it.
What methods for quantification of social impact are you applying (if at all)?
Social impact of our project will be clearly seen by means of the number of users and received feedback. And of course the content of the portal will develop qualitatively and quantitatively. We plan to track the dynamics of this growth.
Could your solution work in other geographies or regions? If so, where?
One of the major purposes is to develop the project that can be scaled globally.
What is your projected impact over the next 1-3 years?
We expect that our project will give disabled people in Russia the whole picture of health infrastructure accessibility. So that every person knows where exactly he/she can get necessary medical services without any obstacle. And all that information is free for them.
The next stage is scaling to help disabled people in other countries.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Our financial resources can be collected from governmental organizations, sponsors and interested institutions. The final product will be free for customers.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government.
Explain your revenue generation strategy in more detail
The basic part of the project has been developed on government money, it is about 10% in total income.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
The final product will be free for customers so our financial resources will be collected from governmental organizations, research grants, volunteer organizations.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
The basic part - Accessible Map of Moscow Universities - was developed with financial support of the regional government. Based on it we are planing to develop this project with active participation of various partners and users of portal for the filling and improving of content and criteria-system. Since the portal is free to access, we can get financing within various sponsorship and grand programs, governmental service contracts and from other sources. We also could find an interest of commercial clinics and hospitals having the developed accessible infrastructure. They could inform their potential clients with disabilities about the accessible environment through our portal. That means those institutions which have the most developed conditions would want to promote and support the portal.
Created on 03/21/2013 by duketive
The world population is rapidly ageing. Between 2000 and 2050, the proportion of the world's population over 60 years will double from about 11% to 22%. The absolute number of people aged 60 years and over is expected to increase from 605 million to 2 billion over the same period.
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Alertfy - ONE Button Alert Alarm System
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The world population is rapidly ageing. Between 2000 and 2050, the proportion of the world's population over 60 years will double from about 11% to 22%. The absolute number of people aged 60 years and over is expected to increase from 605 million to 2 billion over the same period.
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
Comprising of a receiver (Light/Sound Alert) and a Battery free button, using energy harvesting technology. Imagine this, when you need help/assistance, you run out of battery? or there is a battery leak?
http://www.youtube.com/watch?v=mcyOQM4l7Jc
What are your organization's top three priorities in the next year?
We want to become a leader in consumer applications for the Sliver market.
The following are our top priorities for 2013
- Selection of a manufacture
- Distribution channels
- Goto Market
Need #1
Message & Brand Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Message & Brand Strategy:
- To develop a product diffraction & value message/plan for greater impact as the solution is simple but there is practical needs for it.
- Growth planning guidance, building a company to growth.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The core will be the product "Alertfy" but the base is within our organisation, which will have a domino effect from American Express support and assistance.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, we have work closely with
- Manufacturing partners , costing and to market plans
- Educational Providers (Nanyang Polytechnic ), electronics and incubation
Are you able to commit 3-5 hours/wk over 10-12 weeks?
No
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
What has been the impact of your solution to date?
What is your project future impact after receiving professional support from American Express?
Goto market, i have a product with your help, helping caregivers/family members to do daily chores and spend time doing their personal thing, while the person needing assistive care or elderly can get assistance by pressing the button when needed.
This Entry is about (Issues)
Created on 03/21/2013 by duketive
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
My dad got a stroke not long ago, my mum had to take care of him and the household, there was no solutions to help us. Also the world population is rapidly ageing, the proportion of the world's population over 60 years will double from about 11% to 22%. A call for assistive technology.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Alertfy - ONE Button Alert Alarm System
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The world population is rapidly ageing. Between 2000 and 2050, the proportion of the world's population over 60 years will double from about 11% to 22%. The absolute number of people aged 60 years and over is expected to increase from 605 million to 2 billion over the same period.
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
Comprising of a receiver (Light/Sound Alert) and a Battery free button, using energy harvesting technology. Imagine this, when you need help/assistance, you run out of battery? or there is a battery leak?
Describe how your innovation model is distinct from any other organization in your field?
There are a number of competitors in the market with the following disadvantages: Cost
• Expensive solutions ($300-500)
• Subscription services
Practicality
• Must recharged battery
Our value is a perfect balance of cost vs. practicality.
What type of operating environment and internal organizational factors make your innovation successful?
Message & Brand Strategy:
- To develop a product diffraction & value message/plan for greater impact as the solution is simple but there is practical needs for it.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
We have taken a very systematic approach towards the product development, we have a competent team of engineers to help us innovate and a strong community manager always seeking feedback.
Our growth plans include global distribution channels and product enhancements to include other features when have been started.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Realign the incentives in the public healthcare system in mature markets, or
Health area (target market) where the need is [select only one]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
SINGAPORE may suffer the most among Asian economies from an ageing population, with the average growth in economic output falling more than 40 per cent over the next 25 years. The Republic is set to be the world's third- fastest ageing nation, as the proportion of those aged 65 and above will double to 20 per cent in 2020.
Caregivers/family members can proceed to do daily chores and spend time doing their personal thing, while the person needing assistive care or elderly can get assistance by pressing the button when needed.
Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Patient-centered design.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology.
Please describe your solution in more detail
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind. Comprising of a receiver (Light/Sound Alert) and a Battery free button, using energy harvesting technology. Imagine this, when you need help/assistance, you run out of battery? or there is a battery leak? Caregivers/family members can proceed to do daily chores and spend time doing their personal thing, while the person needing assistive care or elderly can get assistance by pressing the button when needed.
What are your vision and overall objectives?
We want to become a leader in consumer applications for the Sliver market.
The following are our top priorities for 2013
- Selection of a manufacturer
- Distribution channels
- Goto Market
The business model is direct sales. Based on current manufacturing cost, we plan to sell the devices below $50, with a base cost price at $20 for 8000 units. Our value is the long term cost savings and the promotion of intergrated care.
What is your value proposition?
Our value is the long term cost savings and the promotion of intergrated care. The 3 key benefits:
• Maintenance free
• Longer Lifespan
• Feel safe and secure
Who is your customer(s)?
Our customers:
- Caregivers
- Family members
- Hospitals/Community groups (Package as a caregiver assistance package after discharged)
What approaches to you use to reach your customers?
We leveraging on the following methods:
- Distribution partners
- In-house Marketing/Sales
- Community Events
- Government based programmes
What are your primary activities?
Technology development, sales and marketing.
Who are your peers and competitors? What problems could these players pose to your success or growth?
There are a number of competitors in the market with the following disadvantages: Cost
• Expensive solutions ($300-500)
• Subscription services
Practicality
• Must recharged battery
Design
• Ugly
Our value is a perfect balance of cost vs. practicality.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Message & Brand Strategy, to develop a product differentiation & value message/plan for greater impact as the solution is simple but there is practical needs for it.
We value our realationship with the following partners:
- Manufacturing partners , costing and to market plans
- Educational Providers (Nanyang Polytechnic ), electronics and incubation
Briefly describe your growth strategy going forward
We are also seeking funding to support the manufacturing, which is the main expenses. The following are our top priorities for 2013.
- Selection of a manufacturer
- Distribution channels
- Goto Market
We have also invested into the future with our product lifecycle planning,
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Yet to launch, Singapre will be our home base, within the next 6 months, we will also be looking at internation distrubution networks.
What are your key growth objectives?
We want to become a leader in consumer applications/innovations for the Sliver market.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
The following are our milestones:
- Secure Funding
- Selection of a manufacturer
- Distribution channels
- Goto Local Market (V1)
- Goto Overseas Market (V1)
- Improvement (GSM/GPRS)
- Goto Local Market (V2)
- Goto Overseas Market (V2)
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
What methods for quantification of social impact are you applying (if at all)?
Alertfy is a ONE button alert alarm system that is a wireless, plug & play alert alarm panic button for use within the house/home. Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
Could your solution work in other geographies or regions? If so, where?
Anywhere with a power socket, 110V-240V.
What is your projected impact over the next 1-3 years?
Enhancing the integration and living between generations and caregiver thus ensuring a peace of mind.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
$50,000 secured via funders.
Seeking another $50,000. To offset initial production cost of 4000 pcs at $80,000.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
个人, Patients, Caregivers, Private businesses, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Explain your revenue generation strategy in more detail
The business model is direct sales. Based on current manufacturing cost, we plan to sell the devices below $50, with a base cost price at $20 for 4000 units.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 03/21/2013 by projectshwas
Shwas Lena Hai, which means "to take a breath," is the only wearable sensor to detect signs of respiratory distress in infants, which causes 648,000 annual deaths in India. These tragedies can be avoided with the sensors developed by HITLAB and Zansors. Shwas Lena Hai is novel, low-cost sensor tech that alerts parents to seek medical help with beeping sounds when the infant breathes irregularly.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York
Organization's Country of Operation
United States, NY, New York
Type of Organization
Non‐profit/NGO
Year of launch of the organization
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
An “Aha!” moment occurred when Cole Manship of HITLAB realized that the existing relationships that HITLAB has with Indian partners could be connected with new wearable sensor technologies from Zansors. HITLAB and Cole saw new ways to help parents and infants of India with technology. HITLAB and Cole took the time to talk with partners in India and at Zansors to validate the “Aha!” idea.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Shwas Lena Hai ("to take a breath")
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
HITLAB and Zansors are developing the only wearable sensor to detect symptoms of respiratory distress that is designed for a resource constrained environment. This offering is a joint venture called Shwas Lena Hai meaning “to take a breath” and Project Shwas henceforth. Every year 1.8 million children under the age of five die from respiratory distress. In India alone, WHO estimates that annual mortality from respiratory distress among infants exceeds 648000. Many of these deaths can be prevented by known, simple, and affordable low cost interventions and home-care. Project Shwas has identified an innovative model to alleviate unnecessary childhood deaths from respiratory distress in which novel, low-cost, sensor technologies can be used by parents in India with newborns and infants living in rural and poor regions. The sensor patch measures the respiratory rate, breathing patterns, and quality of breathing. Proprietary algorithms will be able to detect the earliest signs of breathing complications. The simple, easy-to-read LED display and “beeper” alert parents when poor breathing is detected. Using this system, parents will be alerted of potentially life-threatening breathing problems at the earliest signs of complications. Our solution will save lives by providing parents with a long enough window to seek appropriate medical treatment before their child stops breathing.
Describe how your innovation model is distinct from any other organization in your field?
Project Shwas connects sophisticated sensor technologies and education pamphlets to parents living in India who want to feel empowered in the care of their newborn or infant. The innovation is that parents receive an experience from both the sensors and education material. HITLAB’s model qualifies the sensor technology by ensuring the semiconductor-based sensors are designed with technical precision, fabricated with high-quality, and tested. HITLAB’s knowledgeand network in India ensure that the educational material and sensor solutions are adapted to a consumer product that can be meet price points and sustain in resource-constrained areas. HITLAB will ensure that the sensor solution includes the following features: used at home, low-cost, wearable on infant, wireless, easy-to-use.
What type of operating environment and internal organizational factors make your innovation successful?
HITLAB is a for profit company with a not-for-profit mission to promote social good based on its three core values of innovation, partnership, and evidence-based research. HITLAB has two locations that provide a global awareness; located at 1) Columbia University Medical Center in New York City and 2) located on the campus of the Indian Institute of Technology (IIT) in Delhi. Stan Kachnowski, Director of HITLAB, has an appointment at IIT-Delhi enhancing this proposal’s network in India. HITLAB participates in partnerships with many diverse organizations to understand health needs in developed and emerging regions: Johnson & Johnson, Wellpoint, American Diabetes Association, etc. HITLAB is working with a sensor technology small business called Zansors to develop the sensor patch.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
HITLAB’s diverse team allows it to constantly innovate. The team consists of engineers, business managers, data scientists, economists, public health professionals, and clinicians, who share ideas and review programs to ensure adaptability and growth. As part of its activities, HITLAB has evaluated many different types of technologies to prepare and assess technology trends and stay current. Some of these technologies include activity monitoring, mHealth, electronic health records, clinical trial social networking tool assessment, and online self-care platform. HITLAB produces publications that allow it to stay current in a changing world.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
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.
Stage that best applies to your solution [select only one]
Piloting (a pilot that has just begun operating)
Core strategies of your business model [select all that apply]
Approaches to behavioral change at the individual level, Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
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.
What are your vision and overall objectives?
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.
What is your value proposition?
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.
Who is your customer(s)?
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.
What approaches to you use to reach your customers?
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.
What are your primary activities?
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.
Who are your peers and competitors? What problems could these players pose to your success or growth?
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.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
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.
Briefly describe your growth strategy going forward
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).
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
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.
What are your key growth objectives?
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.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
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.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
To date, Zansors has developed a minimum viable product capable of monitoring respiration rate, breathing rhythms, and quality of breathing. Once piloted and taken to market, our product will begin having an immediate impact by providing parents of children with a tool to address respiratory distress in the home especially for the first 28 days. Project Shwas has no impact at the moment because it is new and disruptive. HITLAB and its partner Zansors have been conducting internal development. HITLAB needs the current time to coordinate with its India office to not only organize the optimal education program for respiratory distress and infant mortality, but HITLAB wants to optimize the value proposition in order for the pilot and full launch to be successful. Also, HITLAB and Zansors are optimizing the wearable sensor patch. The impact will occur when the education material and wearable sensor are in the hands of parents.
What methods for quantification of social impact are you applying (if at all)?
Project Shwas will measure social impact primarily by the diffusion of the product throughout India. The diffusion across India will be highly influenced by the ability of the product to be adopted by partnering clinics and health delivery systems in India and also average consumers. An indirect method of social impact can be to measure the discussion on social media like Facebook regarding the solution. A continued promotion and praise of the solution will indicate the social impact as a new entrant/solution. Also, HITLAB will conduct surveys and observational research with users to determine satisfaction levels from parents as users. Parents can provide rating on usefulness of the program in order for HITLAB and Zansors to fine-tune the offering.
Could your solution work in other geographies or regions? If so, where?
Yes, the education material on respiratory distress and infant mortality and the wearable sensor patch monitoring system can be scaled to other resource-constrained areas such as Africa. Project Shwas is designed to be flexible and scalable for other regions of the world. A successful demonstration in India, which is resource-constrained in many areas, provides strong chance to sustain in other emerging regions.
What is your projected impact over the next 1-3 years?
Project Shwas is focused on India, where 648k children die each year of respiratory distress and the impact will be the parents in India with newborns/infants. We will start with an initial focused pilot, and then expand into the eight high-risk states of India: Uttar Pradesh, Bihar, Madhya Pradesh, Rajasthan, Andhra Pradesh, Orissa, Gujarat, and Assam. In Year 1, the launch of a pilot in Assam will allow good user testing and user experience from parents relating to the education material and sensors. In Year 2, full scale education, advertising, and awareness of the program will begin. In Year 3, full deployment into the remaining high-risk states and throughout the country can begin with distribution partners. By year 3 we will have capacity to supply a volume of at least 2M units.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Project Shwas is a joint venture of HITLAB and Zansors. HITLAB brings both the operational and leadership of the venture while Zansors is a sub-contractor with expertise in wearable sensor technologies. HITLAB conducts hundreds of technology assessments and its mission is to create philanthropic, global outcomes. HITLAB has strong and deep relationships with both angel investors and venture capitalists (VC) in New York City and India. HITLAB plans to utilize the winnings from this competition to fund further development of the device’s algorithms and launch a preliminary, small-scale pilot on 25 to 50 at risk children. Leveraging the results of the feasibility pilot, HITLAB will then seek investment of approximately $200,000 from an angel investor in the Indian Angel Network (with which HITLAB has deep connections) to refine the product, develop educational materials, and establish strategic partnerships with health clinics and distribution centers in Assam. By year 3, as the project expands beyond pilots conducted in Assam, we anticipate that project will be self-sustaining.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
个人, Patients, Caregivers, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
基金会, 非政府组织, Private businesses, Regional government, 国家政府.
Explain your revenue generation strategy in more detail
Project Shwas is an idea incubated at HITLAB. HITLAB and its partner Zansors are operational entities receiving funding from their respective sponsors and investors. As the Project ramps-up in Year 1 and 2, it will seek growth capital from investors. Project Shwas’ overall goal is to create a product that generates revenue through direct to consumer sales to independently sustain the Project. HITLAB and Zansors are developing the product at a cost that is low enough to achieve a price point that can be easily reached by parents of at risk infants in India. The technology will become increasingly affordable from scaling. While initial testing and product refinement will require investment capital, we anticipate the project to have achieved sufficient scale to be self-sustaining by Year 3.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
HITLAB seeks to improve the quality, affordability and accessibility of healthcare worldwide by investigating the innovative use and clinical effectiveness of information and communications technology. In partnership with others whose missions align with ours, we independently and ethically research and communicate the role technology can play in improving the provision and outcomes of healthcare.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
HITLAB has deep relationships with the Indian Angel Network. HITLAB will leverage these and other relationships to secure the funding required for Project Shwas and to run the necessary pilots. HITLAB will then leverage the results of these pilots to secure additional seed funding. Seed funding will be used to secure marketing and distribution channels, develop marketing materials, After the product is ready for market, HITLAB will do a soft launch through a strategically selected partnering hospital. By the end of year 3 we anticipate to be self-sustaining.
Created on 03/18/2013 by Inigo Rumayor Belausteguigoitia
Typically, remittances are sent via one of the thousands of Western Union franchises through out the U.S. For senders and recipients the process is a pain: customers pay extortionate fees, wait on long lines, and are responsible for notifying the recipients, who bear the danger of carrying cash. Regalii eliminates these aggravations because it’s a free, immediate and social (via Facebook) form of remittance.
For customers (in the U.S.), Regalii is free because retailers pay Regalii for each gift card sold.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York, Washington County
该组织在哪些国家/地区创造了社会影响力
United States, NY, New York, Queens County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Regalii - The easiest and safest way to support your Family in Latin America
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Typically, remittances are sent via one of the thousands of Western Union franchises through out the U.S. For senders and recipients the process is a pain: customers pay extortionate fees, wait on long lines, and are responsible for notifying the recipients, who bear the danger of carrying cash. Regalii eliminates these aggravations because it’s a free, immediate and social (via Facebook) form of remittance.
For customers (in the U.S.), Regalii is free because retailers pay Regalii for each gift card sold.
For Recipients (in LAC), they will be notified immediately via SMS and be able to redeem the gift card by showing it at the cash register just like a coupon. We selected the mobile phone channel because of the high penetration rate (80% for cell phones in Latina America).
What are your organization's top three priorities in the next year?
1. Our primary objective for now is identifying the best product customer fit, which can only be derived from extensive customer interviews and research.
2. Once we have nailed down the correct value proposition VP and product offering PO then we will focus on growing costumer base via offline and online channels
3. Continuously grow our affiliate network in Latin America and the USA
Need #1
Consumer/Audience Acquisition
Need #2
Customer Relationships
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Launched pilot in the Dominican Republic two months ago. We are currently adding new features and services to the pilot. We are in the process of adding supermarkets and bill payments to the platform. This means customers will be able to send food, clothes and pay the utility bills for their family through Regalii. Regalii will also provide this service at the most competitive rates in the market because of how our revenue model is structured (we pay a discount on each gift card we purchase – ie: we pay $90 for a $100 gift card).
What we hope to achieve in working with American Express consultants is a better strategy on how to identify and effetely execute a b2b channel. This effort will help us expand our client base and get the word out of this great service. Our product is unique because it is the only form of remittance that integrates mobile gift cards via sms.
We also want to better understand the competitive landscape and how it relates to “customer acquisition” in order for us to incorporate best practices. Another area we feel American Express would be incredibly helpful in cultivating.
1.
Collaborative: work together for a common goal.
2.
Transparent: Be very clear on what is expected from each partner.
3.
Integrity: Work with partners that are honest and trust worthy.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support from American Express will be mainly focused on customer development, particularly in the B2B realm. We believe American Expresses expertise and affiliate networks would be of great value in getting this initiative off of the ground.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have attempted to work with other U.S. based payments platforms in the past but their was never a clearly defined strategy. This is were the “consulting would be incredibly valuable.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Nail the customer acquistion strategy for Dominican Republic
2.
Replicate the model and expand with our afilliates in Mexico and Brazil
3.
Replicate the offline acqusition strategy in more states of the United States
What has been the impact of your solution to date?
8 weeks after launching our pilot we have helped more than 50 families in the USA and Latin America to access an easier and cheaper way of sending mobile money and supporting their families. Our pilot has been an incredible learning experience. We learned that customers want a wider variety of products they want to send to their families such as food, pharmaceuticals and utilities payment. We are currently working to integrate these new offerings on our platform. This will increase the amount of transactions and benefits for the families in Latam.
We have been recognized by Echoing Green and awarded a fellowship for the positive social impact in more than 30 million Hispanic families in the USA.
What is your project future impact after receiving professional support from American Express?
In 2009, the G8 embarked on a “5 by 5” objective to reduce the average cost of remittances to 5% by 2014. Regalii measures its social impact through its ability to eliminate remittance fees. Annual transfers are $2,200 on average (IFAD, 2010). In LAC this equates to approximately 30M families or individuals. If by 2017 Regalii captures 1% of the $69BN market, it would handle $690M in transactions, which yields $69M in savings from fees, which averaged 10%. (IFAD, 2011)!. In essence, Regalii puts 10% more money in the hands of the 30M people in LAC who receive remittances, most of whom income fall below a given poverty line. For example, in Mexico 61% of the households receiving remittances fall in the bottom 20% of income (World Bank, 2008).
This Entry is about (Issues)
Created on 03/17/2013 by Prateek Parakh
Approximately 50 words left (400 characters).
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Symbiosis Centre for Management and Human Resource Development (SCMHRD)
Organization's Country of Operation
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
SCMHRD emerged as the national runners-up in cHRysalis - a national level HR case study competition at Transcend '13 - SIBM - Pune
SCMHRD declared as runners up for the flagship event - "Secret Formula - Intaglio 2013, IIM Calcutta"
SCMHRD won ShyLock at Ojas 5.0, SP Jain-Mumbai
SCMHRD won Finatics at Ignisense, SIIB-Pune
SCMHRD won Cut The Mustard at Ojas 5.0, SP Jain, Mumbai
Paper authored by final year SCMHRD students has been selected for presentation and proceedings in the 42nd IFTDO World Conference in New Delhi
Dewang Mehta and Amar Ujala B-School Excellence Awards for SCMHRD
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
We were working on a healthcare business plan competition organized by Indian School of Business (ISB), Hyderabad. The plan was quite similar to "Enabling Global HealthCare on Cloud".
Our plan got selected for the finals and was highly appreciated. At that time we realized that this plan is practically feasible and can be implemented in long term.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Enabling Healthcare Omnipresence through Cloud
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
In Myocardial Infarction, every minute of delay results in 11 days of loss of life of the patient, during the first 3 hours.
If Reperfusion treatment is given within the first 15-30 minutes of the heart attack, damage to the heart can be REVERSIBLE.
One-third of the patients having cardiac arrest die before getting admitted to the hospital.
Early treatment is vital in such condition and if TELEMEDICINE is implemented properly and efficiently at least 1/3rd of patients dying from heart attack can be saved.
The model, however, aims to a lot broader scope than what telemedicine can serve.
The centralization of the database of medical history of patients with its access through the Cloud provides a real time interface to the doctors, patients & Government alike helping in improving the quality of service rendered. The critical time utilized in offering the service & the ease with which this database can be handled electronically.
Describe how your innovation model is distinct from any other organization in your field?
Till date no service provider in Healthcare industry has tried to create a central database leave apart exploring its cloud compatibility.
Currently some companies provide Electronic Medical Record (EMR) and some others provide Tele-Medicine but none of them has never tried to integrate this technologies into a single service. We integrate these individual packages into a single product.
What type of operating environment and internal organizational factors make your innovation successful?
Government support is anticipated. So risk can be distributed.
When adequate data is available, very efficient operations management and inventory management can be carried out to do cost cutting.
R & D can be carried out effectively, when data is available in adequate amount.
Currently government support to the Telemedicine is given only for 5 years. After that the service dries up. Maintenance is necessary after that. So we do not implement cloud in rural area yet. Cloud can cover the spectrum till the district area and from there onward, rural area can be covered by the present practices of Telemedicine. The data collected by Telemedicine shall be put on cloud periodically, by sending the data to the district level and then putting it to the central database.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Innovative ideas can be generated in order to counter the connectivity issues & cost of cloud. For example, to decrease the usage of cooling equipment and run the data centers in hot climate. Also, the efficiency of equipment should be increased so as to reduce the power consumption of the server.
There is a lot of scope for everyone, (e.g. ISRO included 100 hospitals including 22 tertiary hospitals, but there are still thousands of hospitals and a lot of area left.) but for cloud to be effective, huge data collection is necessary and for that, as large portion as possible should be affiliated.
EMR and research can take a long time before it can be utilized fully and can be converted into profitable ventures. So for short term, focus should be mainly on telemedicine & data collection.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
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.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
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.
What are your vision and overall objectives?
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.
What is your value proposition?
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
Who is your customer(s)?
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.
What approaches to you use to reach your customers?
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
What are your primary activities?
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.
Who are your peers and competitors? What problems could these players pose to your success or growth?
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.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
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
Briefly describe your growth strategy going forward
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.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
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.
What are your key growth objectives?
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.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
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.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
The proposed solution is to be implemented.
Meanwhile we conducted a Primary Research while working on a case study on Google Health. The results helped us understand the factors which inhibit customers from using online healthcare services. These factors (in descending order of importance) are:
1. Complicated to use
2. My doctors doesn't use it
3. Not useful at all
4. Privacy and data security concerns
Since we have already assessed the impact of Google Health and identified the reasons of its failure, we have a fair share of idea of what gaps need to be fulfilled in order to make our model impactful and sustainable.
What methods for quantification of social impact are you applying (if at all)?
Social impact would be measured on the basis of 3 parameters:
1. Number of patients registered as users of the Cloud based service
2. Number of doctors registered for the service
3. Number of Multi-specialty Hospital chains integrated the platform on there IT systems
4. Geographical coverage in terms of Number of cities, towns and villages
5. Reduction in mortality rate due to lack of primary healthcare
6. Reduction in the number of doctors required in OPD
Could your solution work in other geographies or regions? If so, where?
Cloud computing is a global service.
For example: A patient in India registered for the proposed service go for treatment in a Multi-specialty hospital in USA without carrying any medical records if that hospital has implemented this service on their systems. The hospital need not conduct all the tests again as they have electronic access to the patient's medical history.
We conducted a Primary Research to determine the factors important for choosing a location. After running a factor analysis on the data, the following factors were obtained along with their relative weight-age:
Climate – 10%
Number of Population in the rural area to be covered – 15%
Per capita of first 25% of population – 35%
Distance of the the tertiary hospital from the rural area – 20%
Government Policy – 20%
What is your projected impact over the next 1-3 years?
In the first year of operation, we target 80 multi-specialty hospital chains and nearly 400 doctors.
Over the next 3 years, we aim to have our service implemented across 200 hospitals in India. We aim to have approximately 1000 doctors as our customers during this time period.
Mortality rate from emergencies such as a heart attack to reduce almost by 33%.
Almost 20% of the requirement of the doctors can be reduced in the OPDs.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
The break up of the cost of implementing the required technology is as following:
Cost of a server – Rs. 150000
Interest @5% & 3 year amortization – Rs. 157500
Infrastructure Cost (Transformers, UPS, Generators) – Rs. 18400
Power Cost – Rs. 5957
Network Cost – Rs. 4000
Total Cost per Server (Inclusive of setup and other components) – Rs. 185857
Total Cost for 600 servers: Rs. 11,16,00,000
600 servers would be required to serve 300 clusters or data centers. So the above equipment would serve our model for the first 3-4 years of operation. We seek this investment from Venture Capitalists and explore the opportunity of getting some technology from the government at subsidized rates.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, 国家政府.
Explain your revenue generation strategy in more detail
The annual cost of an account of a Multi-specialty hospital shall be Rs. 50000. This subscription fee would be paid by the hospital every year.
Similarly, the annual cost of an account for a doctor (stand-alone practitioner) shall be Rs. 5000
For the first year, subscription fees shall not be charged for patients. They shall be charged once they get acquainted with the software, start feeling that the service adds to their convenience and much of their medical records go online via hospitals and doctors.
The model once implemented at a location, can be replicated at other locations as well.
Rural India is a large untapped area where patients have a willingness to consult specialist doctors but do not have the capability to do so. So, Telemedicine would lead to sustainable revenues.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We shall follow 5 approaches to diversify our philanthropy portfolio:
Providing immediate, unrestricted and crucial support to the nonprofit sector
Supporting needs and priorities - actively solicit proposals in our areas of interest
Building capacity for growth and sustainability - strengthen nonprofits for scale-up
Solving social problems by addressing root causes
Sharing solutions and building knowledge - partner with others to reduce redundancy and share knowledge
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
First time investment shall be obtained from Angel Investors. The start up investment would be around Rs. 1 crore which shall be used to establish one cluster of Telemedicine. Hence, seeking investment from Angel Investors is the best option.
As the business expands by the beginning of 3rd year of operation, replication of model shall be made possible by finding investors in Venture Capitalists.
Healthcare subsidies from government shall constitute a major chunk of investment
After the first year, Premium Accounts with following benefits shall be launched for the customers:
Telemedicine for rural area – Database increase, Brand image, increased Revenues, easy follow ups, quick consultation, enhanced customer satisfaction
No advertisements
Online Appointment Booking
Mobile Alerts to the patients
Improved profile visibility
Ability to know the profile-viewers
Free unlimited chat support 24*7
The premium accounts would lead to loyal customers and better profit margins
Besides, Medical Tourism is an upcoming area in which can be explored after 3 years of operation
Created on 03/16/2013 by Dario Wainer
The culture of innovation in Argentina lacks cross-sectoral collaboration and the mechanisms to foster discussions aimed at resolving complex problems while creating social and economic value. GarageLab is a multidisciplinary space for collaboration, innovation and scientific, artistic and technological development. We explore the intersection of emerging technologies and emerging problems. Our community of 60 members provides a Makerspace for members to meet and solve problems through rapid prototyping.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
Argentina, C, Buenos Aires
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Creating Dynamic Ecosystems for Technology and Innovation in Argentina
请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The culture of innovation in Argentina lacks cross-sectoral collaboration and the mechanisms to foster discussions aimed at resolving complex problems while creating social and economic value. GarageLab is a multidisciplinary space for collaboration, innovation and scientific, artistic and technological development. We explore the intersection of emerging technologies and emerging problems. Our community of 60 members provides a Makerspace for members to meet and solve problems through rapid prototyping. We are currently building a FabLab (Laser Cutter, CNC Router, 3DPrinter) in order to produce different kind of projects. Our goal is to enable the birth of pop-up start ups.
What are your organization's top three priorities in the next year?
1) To develop long term projects (i.e Synthetic Biology Courses, Fabbing Community, etc.)
2) To improve the connection between our network and the entrepreneurial community
3) To develop a stronger fundraising strategy
Need #1
Message & Brand Strategy
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need to clearly explain to people what we do and also plan for our expansion.
2.
To find complementary strengths
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
We plan to focus on our organization overall and include the members of the board in this process.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have discussed these issues during board meetings but have not worked with outside consultants.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
To clarify the message we need to communicate
2.
To establish priorities in our current strategy
3.
To design the optimal structure for success
What has been the impact of your solution to date?
GarageLab is now an acknowledged leader in the field of knowledge and information sharing, creative solutions, and open government. (Source: Ashoka.org)
We have improved transparency, access to public information and democratized access to emerging technologies (for example, Synthetic Biology & Digital Fabrication).
Our impact is visible in meetings and events within our 60 person community in addition to digital platforms involving more than 10,000 people.
What is your project future impact after receiving professional support from American Express?
Our next step is to grow as an organization and this professional support will allow us to find the right way to do it.
This Entry is about (Issues)
Created on 03/15/2013 by TechLabs
TechLabs creates hands-on, open-source engineering design challenges for 8,000 students at 26 village schools in rural Tanzania.
Created on 03/14/2013 by yzliu
MED International is a student-run non-profit focused on improving the availability of medical equipment in resource-poor hospitals in Zanzibar, Tanzania.
Created on 03/12/2013 by JustinaSharp
Things that go on the internet stay on the internet, like footsteps on the moon. I give a workshop/assembly at various schools, events ,or other youth groups where we discuss social media, your personal image, and how it's going to affect your future.
Our mission is to create a world where everyone can live to their fullest potential.
Our vision spans four areas:
1. Building a brand, philosophy and way of life that empowers every individual the freedom to live a passionate and fulfilling life. To build a community and movement around human thrivability, prosperity and flourishing.
2. A framework that can be adapted and integrated into existing systems, such as business organization systems, education systems, government, and innovation and design.
Created on 03/12/2013 by ami.gosalia
InVenture's solution addresses the lack of financial literacy, accounting tools, and credit histories for low-income business owners and the need for transparency, risk mitigation, and portfolio management tools for financial institutions. It is clear that these needs exists because of both the financing gap and the inability of small business owners to get affordable access to financial services.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CA, Santa Monica, Los Angeles County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Money Management + Credit Scoring for the Offline World
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
InVenture's solution addresses the lack of financial literacy, accounting tools, and credit histories for low-income business owners and the need for transparency, risk mitigation, and portfolio management tools for financial institutions. It is clear that these needs exists because of both the financing gap and the inability of small business owners to get affordable access to financial services.
InVenture is the only organization in India providing the specific use-case of accounting and credit data analysis through a text-messaging platform. Additionally, InVenture’s focus on combining real-time accounting and demographic data directly from our users provides a clear differentiation and market advantage from other mobile credit scoring efforts.
What are your organization's top three priorities in the next year?
In order to scale effectively and achieve our growth targets for the next year, InVenture needs to refine and standardize its internal processes. InVenture’s top priorities are educating as many InSight users as possible on the importance of money management which will be indicated by high levels of user retention, hiring experienced and knowledgeable trainers and field staff, and investing in our sales and marketing efforts to develop more partners and visibility throughout India.
Need #1
Consumer/Audience Acquisition
Need #2
Staffing Capabilities
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
InVenture needs to develop a stronger user acquisition and retention strategy in the areas where we work in India. In order to scale our business three things must occur. First, prospective InSight users must understand that a simple, free, money management tool exists. Second, the user must understand how to use the InSight product and its product functions. Lastly, the InSight user must understand the short and long term benefits of a product like InSight including the increased savings, increased revenues and a financial identity. This involves finding new NGO partners and improving our training and follow up process.
We also need to develop a more structured staff recruiting and retention strategy. This will entail finding new channels for recruiting, creating a more effective onboarding and employee training process, and setting better performance indicators and incentives.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Ideally this support will be focused specifically on improving internal efficiency measures, opening new user channels, and revamping our user acquisition and staffing strategies.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have spent time thinking about how to make our product more engaging for users and ways to incentivize user retention. We have also brainstormed ideas for staffing strategies and talked to other social enterprises to find best practices. We have not worked with outside consultants specifically for these needs.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Increase in number of InSight users using the product correctly on a regular basis
2.
More effective InSight training process
3.
More efficient staff with higher job satisfaction
What has been the impact of your solution to date?
We measure our social impact by analyzing the increase in revenue, savings and financial literacy of InSight users. To date, our 8,000 active users have seen a 30% increase in revenue and a 6% increase in savings. When measuring the increase in financial literacy, we take a more qualitative approach by analyzing changes in spending habits and trends in type of spending. We believe that because our clients are spending more on education and health, they are demonstrating an increased quality of life. Additionally, the increase in revenue as a result of money management and access to capital as a result of credit scoring both help business owners to hire additional staff for their operations, contributing to employment and the local economy.
What is your project future impact after receiving professional support from American Express?
With professional support from American Express, InVenture will be able to further increase its impact through improved internal team performance and more effective field operations processes. Scaling the number of InSight users will result in a more financially literate population with affordable access to products and services, thereby producing a more fair and transparent financial ecosystem.
This Entry is about (Issues)
InVenture is a social enterprise utilizing mobile technology for financial inclusion. We have built a set of mobile tools to help individuals build a formal financial identity. Simply put, we provide individuals in the informal economy with money management tools and a “credit score,” or digital record of their financial lives; they can then take this data to a financial institution for financial access. Our primary product, InSight, enables us to gather real-time demographic and cash flow data about our users via SMS and voice at no cost to the user.
Created on 03/11/2013 by WAHPhilippines
The Wireless Access for Health is a public-private partnership dedicated to applying advanced 3G wireless technology to improve the quality and timeliness of public health care information in the Philippines. Endorsed by the Department of Health and the World Health Organization, it is now in place in 32 of 39 health centers in the province of Tarlac and 5 other municipalities across the country.
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Wireless Access for Health (WAH)
组织所在的国家/地区
Philippines, TAR, Tarlac City
Organization's Country of Operation
Philippines, TAR, Province-wide
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
WAH was conferred the 2011 Galing Likha Kalusugan Award for Excellence in Technology and Process Innovation by the Department of Health, Center for Health Market Innovations, and the Philippine Institute for Development Studies, in recognition of its "unique innovation, significant impact, and high sustainability" and for being the most extensive information technology system of its kind among local government units in the Philippines.
In 2012, WAH also bagged 1st Place in the Department of Interior and Local Government's Jesse Robredo e-Governance Awards for Client Empowerment for its "effective and efficient utilization of information and communications technology in the delivery of services".
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
WAH began with the idea from the Tarlac Provincial Government and Health Office of developing the existing Community Health Information Tracking System of the state university and adding some functionality to it. Qualcomm, Inc. through its Wireless Reach Initiative then brought it to being by funding the project because of its focus on using 3G wireless technology in health care applications.
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Wireless Access for Health
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The Wireless Access for Health e-Health platform is the first of its kind in the country. It fuses wireless, mobile and digital information technology innovations to create a clinic-centered health information platform that aids rural health unit (RHU) clinicians improve health care delivery. It features an Electronic Medical Record (EMR) system from which new technology modules take off like the Synchronized Patient Alerts via SMS (SPASMS), Mobile Midwife and Statistics Aggregator.
The WAH-EMR makes reporting faster and less effort-consuming with the use of the Internet. It makes patient information encoding, retrieval and management more efficient as it reduces time spent in finding patient records during consultation. With digital encoding encryption, patient records are more secured while also affording accessibility to authorized RHU personnel.
Through the WAH-EMR, patients receive free alerts via SMS, leading to better outcomes for, among others, maternal and child care programs. The Mobile Midwife Program aims to equip midwives who are in charge of delivering primary health services in villages, with mobile devices for speedier recording, reporting and retrieval of health data. By encoding patient data at the point of care, WAH minimizes mistakes, promoting more reliable health data reporting. Finally, the WAH Statistics Aggregator allows for real-time monitoring of submitted monthly reports by RHUs, giving decision-makers like the governor and mayors access to relevant and reliable statistics for policy planning and health programs implementation.
Describe how your innovation model is distinct from any other organization in your field?
The main relevance of the WAH platform lies on its adherence and compliance to the existing national health reporting framework of the Department of Health (DOH) and the national health insurance program (PhilHealth)’s electronic reporting protocols. By digitizing health data, the WAH platform enables clinicians to submit electronic reports to these two leading health institutions.
WAH has not only accelerated the goal of the DOH to have all health personnel ICT-literate by 2016 (100% of RHU health personnel in Tarlac are expected to be ICT literate by June 2013), it is also fully-compliant and ready to inter-operate with DOH and PhilHealth systems well in advance of the deadlines set by the two government agencies.
What type of operating environment and internal organizational factors make your innovation successful?
WAH is not only an open technology but an open partnership as well. In fact, it is the first and only multi-stakeholder partnership on e-Health in the Philippines. The partnership features thirteen organizations led by the Province of Tarlac and supported by government agencies (DOH), the private sector (Qualcomm, Smart), academic partners (University of the Philippines, Tarlac State University, Asian Institute of Management), and NGOs (RTI, League of Municipalities of Tarlac, USAID). The success of the project has been made possible by the shared responsibility of these public-private partners who contributed their expertise, influence and resources. Because of the reach of the project and the variety of contributions from the different partners, the project continues to grow and expand.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
The resource-sharing, counterparting scheme among public-private partners is the key ingredient to WAH’s growth efforts. The strategy of floating but anchored management oversight by the partners over the project team also works in favor of giving flexibility to experiment strategies in engaging new partners. With local partners continuously stepping in to take more responsibility for running the Initiative, the greatest factor necessary to sustain WAH is achieved.
The project team and stakeholders meet regularly to monitor operational issues, discuss results vis-à-vis the project’s Results Framework and agree on solutions and proposals. At these meetings, feedback from the platform’s end-users is gathered to map out future steps for technology and process innovation.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Detection, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
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.
Stage that best applies to your solution [select only one]
Established (past the previous stages and has demonstrated success)
Core strategies of your business model [select all that apply]
Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare), New financing strategies for health, 其他.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills, Consultation, Education/training.
Please describe your solution in more detail
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.
What are your vision and overall objectives?
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.
What is your value proposition?
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.
Who is your customer(s)?
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.
What approaches to you use to reach your customers?
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.
What are your primary activities?
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.
Who are your peers and competitors? What problems could these players pose to your success or growth?
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.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
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.
Briefly describe your growth strategy going forward
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.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
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.
What are your key growth objectives?
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.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
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.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
Across 37 project sites using the EMR platform, WAH serves more than 2,000 patients a day. 221,527 patient records have been encoded and 263,025 consultations recorded. This has been possible after a total of 534 rural health workers have undergone capacity and skills training on the system.
2,995 SMS alerts have been sent out to some 2,347 patients who have been enrolled in the SPASMS program in four RHUs. Additionally, 17 midwives now participate in the Mobile Midwife Program, covering 34 villages in three municipalities in Tarlac.
Whereas in the paper-based system, it takes 3-15 minutes to locate a patient record (resulting in long lines at the admission area), searching for a patient’s EMR with WAH now takes no more than a minute. The average 3-4 hours clinicians previously additionally spent on recording and reporting patient information can now be rendered for patient care, improving patient care and making patient visits more efficient.
The RHU Scorecards show progressive increases in the timeliness and completeness of electronic reports submitted by clinics to the DOH from August 2012 to January 2013. Because of this improved data quality, LCEs, led by the president League of Municipalities of Tarlac, Mayor Dennis Go, declare that they have been able to do more relevant and evidence-based health planning and more timely interventions on key health indicators and even disease outbreaks. He also reports a boost in the morale and increased professionalism in the ranks of health workers.
What methods for quantification of social impact are you applying (if at all)?
No particular and independent research on time-motion-study has been conducted yet but documented interviews with patients, end-users and LCEs by news personnel and representatives of award-giving bodies that conferred citations to WAH confirmed shorter and better service delivery in clinics using the system.
Moreover, pending a midterm assessment research, the project team regularly undertakes bimonthly monitoring visits to each of the project sites to check on the quality and accuracy of patient and health information encoded by the RHUs and to validate the reports submitted by the same.
Could your solution work in other geographies or regions? If so, where?
The WAH is readily replicable in provinces, cities and municipalities across the country, provided that the RHU sites have at least acceptable mobile connectivity. In fact, the five areas outside of Tarlac where WAH is currently employed are scattered all over the three main divisions of the Philippine archipelago: Luzon, Visayas and Mindanao.
What is your projected impact over the next 1-3 years?
Over the next three years, WAH expects to have encoded more than 600,000 patient records and recorded 750,000 consultations in EMRs across an estimated 75 areas all over the Philippines. WAH also anticipates a wider roll-out of its component SPASMS and Mobile Midwife programs, thereby reaching some 7,500 patients for the former and capacitating 50 midwives for the latter.
A total of 1,000 medical personnel will also have received capacity and skills training on WAH and on health data analysis and utilization. Consequently, WAH expects that this will result in more relevant local health plans, improved patient care and ultimately, better health outcomes (e.g. decreased maternal and child mortality, more children immunized).
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
The success of the Wireless Access for Health is made possible by the shared responsibility of public-private partners who contribute their expertise, resources, and technology. Because of the reach of the project and the variety of contributions from the different partners into this project, the investment is much more than a monetary amount. The project partners have worked very closely together, each providing technical advice, support, training, funding and in-kind contributions. Although Qualcomm, through its Wireless Reach Initiative, is the primary funder for WAH, local government units customarily cover equipment and installation costs while other private and corporate funders handle the training, technical support, operational, and other related expenditures. This setup, which encourages the active involvement of each stakeholder and lends LGUs ownership of the project, has been found to be effective and has facilitated WAH’s expansion not only in the province of Tarlac but across the country.
Anticipating the conclusion of Qualcomm's external funding this year, the project has entered into a partnership with the Asian Institute of Management (AIM) to come up with a Long-term Sustainability Plan. Meanwhile, the stakeholders reached an agreement in early 2013 to collect an annual maintenance fee of US $125 from each of the project component sites, to be drawn on for continuous software development and project operation.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
非政府组织, Private businesses, Regional government, Others.
Explain your revenue generation strategy in more detail
WAH is currently sustained by funding provided by its public-private partners/stakeholders. And as WAH identifies to be social-service driven and not for profit, all monetary receipts are rechanneled to support project operations and expansion.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Single strategy.
Explain your philanthropic approach in more detail
Receipts from philanthropy basically come in the form of equipment, supplies, and professional/technical services.
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
WAH is financed partly by stakeholders, with LGU customarily covering equipment and installation costs while private and corporate funders handle the training, technical support, operational, and other related expenditures. This setup, which encourages the active involvement of each stakeholder and lends LGUs ownership of the project, has been found to be effective and has facilitated WAH’s expansion not only in the province of Tarlac but across the country.
Anticipating the conclusion of some external funding, the project has entered into a partnership with the Asian Institute of Management to come up with a Long-term Sustainability Plan. Meanwhile, the stakeholders reached an agreement in early 2013 to collect an annual maintenance fee of US $125 from each of the project component sites, to be drawn on for continuous software development and project operation.
There has also been a marked increase in the share of local partners, in particular, the local governments in terms of system deployment and training. From 2009 where project operations and systems deployment and training were fully subsidized by foreign donors, the share of foreign money for the Project this 2013 has dropped to 35%. Yet, the project continues to expand and attract new local partners.
FundUni is a web-based software platform designed to create a free market connection between those who require and those who provide capital (crowdfunding). The firm plans to dramatically reduce the national level of student debt by revolutionizing the way students fund
their education.
Created on 03/8/2013 by parthcu@hotmail.com
Project BEST (Building Excitement for Science and Technology) is a student-led, non-profit organization dedicated to providing students with education, enrichment, and a joy for learning and understanding the exciting science and technological advances happening around us. This is achieved through interactive programs, workshops, chapters and a unique entrepreneurship aspect that fosters an interest in innovation. Based on the three pillars of Knowledge, Discovery, and Experience, Project BEST creates and drives curiosity in students everywhere.
Enviro Spinnovations Inc. (ESI) is a technology development company that innovates, develops and offers green, sustainable, clean technologies in the area of purification/desalination of water. This project is proposed because the need for clean water is a pressing global problem that must be addressed. Nearly 1 billion people worldwide do not have access to clean drinking water and this number is growing every day. ESI believes that clean water should be a right not a privilege and we plan to make this a reality.
The ability to find a curative solution to end pain and suffering is enough of a reason to strive for something, but the reason for this project goes way beyond that. Innovation that reaches for a regenerative solution to dying bone and deteriorating cartilage is about a movement that fundamentally improves the way society functions. It affects political, educational, economic, and medical spheres, and provides a unique opportunity for people to inform health and public policy.
Created on 03/6/2013 by equiptgh
We consult with creators of low-resource "appropriate" medical devices and assist with the commercialization process, focusing on quality for responsible & effective development, production, and distribution.
了解详情 ↓↑ 隐藏↑ 隐藏我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Quality & Commercialization of Appropriate Medical Devices
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
We consult with creators of low-resource "appropriate" medical devices and assist with the commercialization process, focusing on quality for responsible & effective development, production, and distribution.
What are your organization's top three priorities in the next year?
1. Obtain 3-5 paying clients
2. Become financially self-sustaining
3. Increase outreach efforts
Need #1
Consumer/Audience Acquisition
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We always have a lot of interest, and people from our target market (social enterprises with medical devices) are usually thrilled to hear that we are experts in a major stumbling block to their development, and that we have significant experience in medical device companies.
However! This group is not known for having much money, or that much experience outside academia (there are, of course, notable exceptions). We have accidentally fallen into the role of "unpaid mentor" to several groups that cannot afford our services (and/or who are used to getting guidance for free).
This is fine, we are happy to help, but it is not good for the business! We need to develop a strategy for actual customer acquisition, converting them into paying clients. Different client categories seem to need different strategies (nonprofits vs social hybrids have different money sources, for example) and at different stages (sometimes money is not available for anything but certain functions, like, frequently, "expanding production," "clinical trials," etc)
This is why we need help in this area - the customer base is more complicated than we had expected, and a traditional strategy does not work.
3.
Passion for our social mission
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The marketing strategy for the overall organization.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes, we have engaged several consultants but they mostly focused on branding and marketing language - not client acquisition strategy itself. We adopted their mostly very good advice, but there were no results.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
A multifaceted client acquisition strategy with all potential client groups in mind (non vs for profit, start-ups, etc)
2.
A proposal mockup for example clients of each kind, with realistic numbers
3.
Potential client groups organized and ranked, if possible, in terms of possible return
What has been the impact of your solution to date?
We have assisted with the commercialization process for several groups, both through company development (we have created several quality manuals and formal processes - some related to product development life-cycle documentation, change management, feedback gathering, employee training, supplier evaluation, etc) and through product specific assistance (print review for manufacture, assembly instructions, etc).
What is your project future impact after receiving professional support from American Express?
We aim to be financially self-sustaining this year. We can't do that without sufficient client acquisition and conversion. This is critical to the continued operation of EQUIPT, which is the only quality consultancy focused on less-resourced medical devices. Quality is a critical (if "un-sexy") part of effective global public health, and an area where we see an enormous need.
This Entry is about (Issues)
Created on 03/6/2013 by Furqonuddin Ramdhani
Urban Health Application, giving aid to people in urban area of Indonesia to get information about any services that can help them to be healthier.
了解详情 ↓↑ 隐藏↑ 隐藏Organization's Country of Operation
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
The ‘Aha!’ moment that brought me an insight and idea was a moment of loss of my father. I had difficulties to brought him the nearest, most appropriate hospital not even chance for him to be referred to a better hospital due to traffic jam and limited information about hospital options and its information.
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Urban Health: Simply Promote You To A Healthier Future
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The innovation we offer to you is about giving aid to people in urban area of Indonesia to get information about any services that can help them to be healthier (Urban Health Application). We refer urban term to Jabodetabek (Jakarta, Bogor, Depok, Tangerang, Bekasi) area. This app can be simply downloaded from any gadgets (Iphone, Blackberry, Android, computer) you have.
By downloading and installing this application, you will get information about the nearest possible health care providers (clinics, hospitals, alternative therapies, public health centers, blood banks, and pharmacies). The app will also generously give its users with information about types of available services, address, phone number, and a map to guide. Additionally, simple health related articles also included in the first version of this urban health app.
Further discussion brought us more ideas to develop this application through adding some new features such us BMI (Body mass index), Health related event (car free day, biking or running competition, marathon, etc), connection from your facebook account. There are many possible additional features in the future such us information of nearest sport centers, healthy food restaurants, several categories of services dedicated to specific diseases or live consultation with the expertise or information of room available, etc.
Describe how your innovation model is distinct from any other organization in your field?
Its easily accessible is one prominent distinguish factor from other innovations. The app is currently for free and so all people have same opportunities. There is still ongoing discussion about possibility to charge for getting advanced information and services with consequences of placing the current features as basic ones.
This app can act fully as your first helper in emergency situation. It can also be your dearest friend who give you information of any social event that benefit your health at the same time. You can trust him for your secret weight. And if you trust him more he will give you suggestions what to do.
What type of operating environment and internal organizational factors make your innovation successful?
We and the application will work efficiently when the internet connection are stable, certain specification of the gadget, and actively updating news, events from the operator. This will only means that frequently we have to updating information of health care providers, events, news, etc.
If we ever make it as organisation, we will keep it simple and slim in order to allow us to move faster. It is easire to get concensus when the number of people involved are less. And so we can focuse more to develop the app and walking around to uodate information and get more partnership.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
This app will be consisted of several stages of development. The stages will allow us to have more time to develop the app and at the same time to draw feedbacks or comments from users. On the other hand, it will keep curiousity of the users to use and update newst version of urban health app.
Furthermore, the core team members are coming from different background of education and organisations. This situation will only give us benefit to gain new possible ideas.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Other specialty care
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
The problem started from limited information about health care providers located. Current traffic problems in Jabodetabek may delay the patients from getting necessary treatment. We want to make sure that they do not miss the ‘golden period’ of any emergency episode. At the same time, the familiarization to the healthier alternatives and information is an urge as part of promotion and prevention acts. We will bring this noble strategies and activities closer to the people. And make it as a new healthy trend among them so they will change their lifestyle unconsciously.
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
New approaches to distribution of health products and services.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology.
Please describe your solution in more detail
We are complementer of what already existed in health sector. We see the chance of spreading the information through mobile phone due to the fact that people are getting more attached to their phone. The first thing that they search in emergency situation might be a phone to contact family or hospital. When you have no idea where to go, this app will certainly assist you. Moreover, it brings the better and healthier information closer to you. The more you use this app the healthier alternatives of lifestyle you will familiar with and choose.
What are your vision and overall objectives?
Our vision is to create a healthy oriented civilization in every options of daily life.
Objectives:
- To increase accessibility of the health care providers to the community
- To help people recognize some rational and healthy alternatives solution towards health problems they face
- To reduce knowledge gap between healthcare professionals and people in general
What is your value proposition?
We promote values of continuous innovation, wide and easy accessibility towards health. Continuous innovation will make us possible to find better approaches and or services as society and technology changes. Wide and easy accessibility towards health will guide us to always find ways to enable people getting sufficient knowledge continuously. It will give precise information about available services around them also in order to allow them to make thorough consideration before making health-related final decision.
Who is your customer(s)?
1. Free Customer (individual), Customers who access UrbanHealth app only to get basic information available in this application.
2. Paid Customer (individual), Customers who use Urban Health app to get advanced features provided and willing to make additional payments
3. Healthcare Industry, This type of customer can use this application as their services and or products promotion
What approaches to you use to reach your customers?
We will mainly use digital approach to our customers. We will make it more searchable in the internet at the beginning, through social media like twitter or facebook. In the next step we will find partners and through them it will spread faster.
What are your primary activities?
Developing the application is the essential step in our proposed business. However the logic of the app development must be suit with the logic of business model and public health issue. Therefore, other works are needed such as make several first contacts and develop collaboration with some institutions in order to make the services available. secondly, we are focusing on building good logical steps of development, discussing and browsing other possible solutions.
Who are your peers and competitors? What problems could these players pose to your success or growth?
My peers will include government, health care providers, and other prospective peers. The competitor might come from the organisation who develop similar application especially in Indonesia and or to be more specific in Jakarta. However, we identify that the existed of such organizations important in order to boost our innovation and even future partnership.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
At this moment we are not yet identify any groups or organization that should be hindered. In contrary, we need to be exposed by as many as possible stakeholders to make this app better and benefit society. The fact is we need their cooperation in order to develop this app and bring it to a real life.
Briefly describe your growth strategy going forward
We first will focus on our basic features (1 year goal). Second step is to complete it with some new features such as live consultation, information of beds available in particular hospitals (1-3 years goal). Both services still within coverage area of Jabodetabek. After launching and get some feedbacks we hope we will spread it to different region in Java first (4-10 years goal).
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s).
What makes your business "ready" for growth?
The app was ready and its first version had launched. We got some feedbacks and the demands are there. So we are sure that we are reaedy to take the opportunities ahead.
What are your key growth objectives?
Our key growth objectives are information availability and its diversity through available features. This is consequences of our broad aspects of healthy life, and or variation in demands
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In short term we will adding some important additional features, make it ready to be accessed by the community. We also wants to add some additional information regarding health care providers and or other information needed to support this app. Mid term, we wish we could start collaboration and maybe start to collaborate with a private business to start giving incentive to the users who choose a more rational healthier options such as be member of sport center, but vegetables and fruits.
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
The social impact that we targetis that the society becomes more aware towards their own their surrounding health condition. At the same time availability of the information will enable them to empower they themselves. When they are more aware and know what the best for them they will voluntarily change their behaviour towards healthier ones. And hopefully in the next 10 years, people will not complain to walk a little bit longer as they choose public transportation (hopefully there will be a better public transportation), the traffic jam will reduced and more people in emergency situation could be helped.
What methods for quantification of social impact are you applying (if at all)?
Could your solution work in other geographies or regions? If so, where?
Yes, it can be replicated in all geographic areas in the world. Of course each area has specific information and this will make the app a little bit more complicated. But the rest are possible just like how GPS can work anywhere.
What is your projected impact over the next 1-3 years?
In the next one or three years, at least we will notice that more people are ecome more alert towards social health events, more people will use this app to guide them find a proper health care providers. And so hopefully there will be averted unnecessary death. However, this is quite difficult to justify.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, Regional government.
Explain your revenue generation strategy in more detail
The private businesses support and become our potential partners due to the fact that we indirectly marketting their business. While the government support needed in order to make sure thes sustanaibility and as extension of their works in reaching community in general.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
First, we will provide a free application for basic features
We want to give incentives to the people who already choose a more rational healthy options in the future
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
Created on 03/4/2013 by jlozano
Clinicas del Azucar, revolutionary low-cost one-stop-shops for diabetes care
了解详情 ↓↑ 隐藏↑ 隐藏组织名称
Clinicas del Azucar (Sugar Clinics)
Organization's Country of Operation
Year of launch of the organization
Years in Operation
Operating 1-5 years
Has the organization received awards or honors? Please tell us about them
-MIT Legatum Fellowship
-Echoing Green Fellowship
-Ashoka Fellowship
-MIT TR35 Innovation Award
-Mexican Technology Innovation Council Award
-Clinton Global Initiative Complimentary membership
-Ashoka changemaker in health finalist 2012
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
For many years I witnessed firsthand the death of people due to the lack of access to care. Aiming to help, I spent my time at MIT designing an innovative model for diabetes care. As I shared my work to Dr. Julio Frenk, Dean of the HSPH, he mentioned the model could revolutionize diabetes and impact millions of patients. Knowing that I had a solution, I turn down all my job offers and launch CDA
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了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Innovative diabetes low-cost one-stop-shops
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
Clínicas del Azúcar offers high quality and cost-effective health care to treat and prevent diabetes. By a comprehensive redesign of care processes, use of cutting-edge technology, implantation of a sophisticated payment method and creation of one-stop-shops, the company can offer specialized services to all Mexicans at a very low-cost. Clínicas del Azúcar addresses a critical socioeconomic issue, reduces inequality, and improves peoples’ quality of life.
Describe how your innovation model is distinct from any other organization in your field?
Clinicas del Azucar is unique because is the first one to:
-Created a truly “One-stop-shop", integrating all the care a patient need in one place and in one visit to saved 80% of the time
-Integrated leading technology to reduce dramatically the cost of eye and foot diagnostics. Increasing the % of patients with an early diagnostic from 5% in Government clinics to 100% in our sites
-Charged an annual fixed-fee based in a unique cost analysis and payment method. Reduced 70% the cost of care and allowed low-income patients have access to specialized care for the first time
-Developed a revolutionary software, implementing decision support algorithms, automatic tools for education and nutrition and a revolutionary report and correlation tool for research and care personalization
What type of operating environment and internal organizational factors make your innovation successful?
Diabetes is becoming a very important health issue, every day more Governments, organizations pharmaceuticals and other key stakeholders are looking into innovations and how to collaborate to find a sustainable solution for middle and low-income populations. This unique timing and environment has driven the talent, resources, and key stakeholders to support our work and to collaborate to improve and scale our innovative model of care
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Innovation is what drives Clinicas del Azucar team. Our talented team of engineers, nurses and specialists are in constant communication with our patients to always drive improvements and find newer and more patient-centric approaches. To enhance our innovation we have partnered with important organization like MIT, Harvard, Echoing Green, Ashoka, Endeavor, ITESM Medical School, pharmaceuticals and the local government, building a strong team of people capable of facing the obstacles and main challenges of this important global health issue.
This Entry is about (Issues)
了解详情↓↑ 隐藏↑ 隐藏The systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Chronic care
Categories along the health continuum you are covering [select all that apply]
Detection, Intervention, Follow-up.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
We are trying to solve the lack of access to diabetes care by providing affordable and convenient diabetes care to the middle and low-income people in Mexico.
Diabetes is rapidly becoming a global health catastrophe, this is because current alternatives of care are expensive, inconvenient and out of reach for 90% of the population. Diabetes in Mexico is the first cause of death (More than 80,000 deaths annually), blindness, amputations and suicides. With our innovations we reduced the annual cost of care 70% and the waiting time by almost 80%, to revolutionizing the way diabetes care is delivered in developing countries and for the 14 million patients with diabetes in Mexico
Stage that best applies to your solution [select only one]
Start-up and growth (pilot is successful and starting to expand)
Core strategies of your business model [select all that apply]
Patient-centered design, New approaches to distribution of health products and services, New financing strategies for health.
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, New skills.
Please describe your solution in more detail
Low-income patients who sign up for our affordable annual membership have access to a specialized team who diagnose and detect complications at a very early stage, helps every patient to understand their care and emotional needs and personalized their diet
With the use of our technology we make affordable to monitor their sugar levels, have early diagnostics and lab test (Kidney, Eye and Foot). Our software help us to provide education and follow up tools also at a very low-cost.
We created the concept of “patient process flow” to developed specialized health stations to monitor and treat every aspect of diabetes care. Every visit to our facility is equal to six specialized consultations in a traditional model of care, bringing affordability and convenient for all
What are your vision and overall objectives?
Our vision is to create a franchise model of diabetes one-stop-shops that could be replicated in every low-income region of the world. We aim to reduce even more the annual cost of care and create access to almost any patient in the world. Our vision is to partner with pharmaceuticals, technology companies and international organizations to integrate the whole value chain and reach millions of patients and prevent millions of diabetes-related-complications. Our objective is to reduce the annual cost of care to less than $100USD and create 100 clinics in the next five years.
What is your value proposition?
Clínicas del Azúcar offers high quality and cost-effective health care to treat diabetes. By a comprehensive redesign of care processes, use of cutting-edge technology, implantation of a sophisticated payment method and creation of one-stop-shops, the company can offer specialized services to all Mexicans at a very low-cost
The most relevant aspects linked to Clínicas del Azúcar´s value proposition are as follows:
• Newness: Unique model of one-stop-shops for diabetes care.
• Price: Reduced annual cost of care--75% less than the market average ($200USD versus $1,000USD)
• Convenience: Reduces waiting time by 80%
• Impact: Reduces the probability of diabetes-related complications by 60%
• Accessibility: Increases access to private care from 10% to almost 80% of the population
Who is your customer(s)?
Middle and low-income people with diabetes or pre-diabetes. Usually with 3 to 5 years of diagnostic, 11% average in A1C levels, between 40 to 60 years old.
What approaches to you use to reach your customers?
To attract patients we use:
- A very good location so people can easily see the health center
- A referral program
- A discount and affiliation program for organizations and companies
- Screenning campaings in markets and events
What are your primary activities?
Who are your peers and competitors? What problems could these players pose to your success or growth?
The health sector in Mexico consists of public institutions and private sector. Currently the only alternatives for diabetes care is to pay a high fee with private specialist (More than $1,000USD) or visit the government health centers that usually are limited and saturated. These factors cause that more than 95% of the diabetics in Mexico do not have good control of their sugar levels. Although we could say that these alternatives are our main competitors, we actually see them as our partners; the government health centers diagnosed and referred patients to us, while we work with specialists for eye and foot complications.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
As every young organization, we are facing the challenge of how to scale. In one side, how to build a talented company to keep our growth, and on the other side, how to maintain our outstanding quality as we innovate and grow our number of sites. We are continuously seeking for partnerships, consultants and experts to help us understand every step of the company and strategic steps to overcome these two challenges.
Briefly describe your growth strategy going forward
Our strategy is to replicate our model and to increase the capacity of every site. Our objective is to have 100 clinics in the next five years. We plan to make this possible by creating a franchise model and partnering with pharmaceuticals and local governments. Also, we have now a very comprehensive knowledge about the market, knowledge that we will capitalize to attract new patients to our sites
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New regions(s).
What makes your business "ready" for growth?
Is ready because we finished a very successful proof of concept, demonstrated huge social impact and many countries need urgently a sustainable and innovative diabetes care model to prevent complications. As Dr. Julio Frenk mentioned in the inauguration of our first health center, “Only with innovative models like Clinicas del Azucar is how we are going to fight this terrible epidemic”.
What are your key growth objectives?
100 Clinics in five years
250,000 patients
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
In the short term ( 2 years)
Refine model and replicate to 20 clinics in Mexico
In the mid-term (5 years)
Refine model to scale and franchise. Reach more than 100 clinics in Mexico and other countries.
The key activities going forward to build a strong and innovative organization and find the key partners to scale
了解详情↓↑ 隐藏↑ 隐藏What has been the impact of your solution to date?
.We increase access to affordable care from only 10% of the population to more than 80%. In just one year we have early diagnose more than 600 diabetes-related-complications, which have the potential to save more than $1MMUSD in future healthcare spending. 97% of our patients is the first time they have access to specialized and high quality diabetes care. Our first clinic in just one year has return more than 10x its invesment in social impact.
What methods for quantification of social impact are you applying (if at all)?
We measure the number of patients have access for the first time to speciaized care and the number of diabetes-related-complications we prevent in number and in $USD).
Could your solution work in other geographies or regions? If so, where?
Yes!. and we are working hard to make sure it canbe replicated in many regions of the world. Specially, we see a very rapidly possible implementation in all Latin America.
What is your projected impact over the next 1-3 years?
Revolutionaze and set a role model of innovative market-based approaches in diabetes care. This will drive new innovation and new public policies in health. We also projected to reach more than 100,000 patients, prevent more than 40,000 diabetes-related-complications and save more than $125MUSD in future health spending in complications.
了解详情↓↑ 隐藏↑ 隐藏Elaborate on your current financing strategy
Technology development grants, venture capital financing and bank loans
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients, Private businesses.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Others.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Private businesses, Regional government.
Explain your revenue generation strategy in more detail
We sell direct and out-of-pocket annual packages for diabetes care. We also sell specialized products and premium services for high-end patients. We are working with private bussinesses to help them saved money and increase productivity of employees with diabetes.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Explain your philanthropic approach in more detail
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
We have a strategy plan for equity and debt investments. Each clinic covers its cost with revenues from fixed-fees and premium services.
Modelyst is the Pandora, Facebook, and Ebay of 3D, a marketplace for IP, a collaborative community and bazaar promoting innovation.
Created on 03/2/2013 by atwoodsa
Ittavi (an acronym for “it takes a village”) seeks to end conflict, improve transparency and simplify the process of paying child support while saving parents time and money.
Parents can now spend less time managing child support and more time focused on raising happy, healthy children.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CA, Santa Clara, Santa Clara County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏Name Your Entry
Ending Child Support Conflict
请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Ittavi (an acronym for “it takes a village”) seeks to end conflict, improve transparency and simplify the process of paying child support while saving parents time and money.
Parents can now spend less time managing child support and more time focused on raising happy, healthy children.
What are your organization's top three priorities in the next year?
Public product launch
User Acquisition
Additional funding - Angel or VC
Need #1
Digital Marketing Strategy
Need #2
Consumer/Audience Acquisition
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need assistance defining and executing a digital marketing strategy that will reach our unique markets (single, divorced, remarried parents) and startup / entrepreneur / funding targets. The strategy should be built to meet our goals for the year - customer acquisition & getting additional funding
3.
Collective Responsibility
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Since Ittavi only has 1 product the focus will essentially cross both the company and our product, Ittavi Child Support Manager.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have begun to define our strategy but due to lack of resources have been unable to effectively define and execute the strategy.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Successful launch with increase of press / media coverage by 50%
2.
Acquire 1000 customers by the end of 2013
3.
Meet funding goal of an additional $675,000 in angel funding
What has been the impact of your solution to date?
Today we have over 50 beta users that all state that our product, Ittavi Child Support Manager, has help them save time and money while dramatically reducing the conflict that occurs between themselves and the other parent. This is allowing them to focus their energy on raising happy, healthy children.
What is your project future impact after receiving professional support from American Express?
The future impact is to acquire additional customers who can benefit from our product, untimely reducing conflict between single, divorced and remarried parents. By reducing the conflict associated with child support parents can focus their energy on raising happy, healthy children.
This Entry is about (Issues)
Ittavi (an acronym for “it takes a village”) seeks to end conflict, improve transparency and simplify the process of paying child support while saving parents time and money.
Parents can now spend less time managing child support and more time focused on raising happy, healthy children.
Created on 02/28/2013 by MCouvares
The technology industry is growing and suffers from talent shortage. Without immediate action, human capital deficits in the industry will only grow. At the same time, schools--and especially schools in low income communities--are not teaching the computer programming skills necessary to thrive in the 21st Century economy. In late Sept. 2012, we launched ScritptEd, an organization that brings computer programming education to students in high-needs schools, to address this problem. ScriptEd classes are held twice weekly at students' schools and are taught by volunteers from the tech industry.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, NY, New York, New York County
该组织在哪些国家/地区创造了社会影响力
United States, NY, New York, New York County
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了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
发展（从试行步入正轨，并开始扩展）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
The technology industry is growing and suffers from talent shortage. Without immediate action, human capital deficits in the industry will only grow. At the same time, schools--and especially schools in low income communities--are not teaching the computer programming skills necessary to thrive in the 21st Century economy. In late Sept. 2012, we launched ScritptEd, an organization that brings computer programming education to students in high-needs schools, to address this problem. ScriptEd classes are held twice weekly at students' schools and are taught by volunteers from the tech industry. The program incorporates field trips and guest speakers to further engage students in the industry, and provides students with job-shadowing and internships opportunities in the summer.
What are your organization's top three priorities in the next year?
Our top three priorities in the next year are (1) to expand our program to additional schools and cities to serve more students, (2) to refine our curriculum, and (3) to secure enough money and resources to enable us to do both of these things.
Need #1
Opportunity Analysis
Need #2
Message & Brand Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
As an organization that is approaching the end of its first iteration, we are looking forward to taking a step back to assess both what we've accomplished and what we can improve upon. More specifically, we would like to determine which areas of our organization need the most work in the upcoming year. Some questions that come to mind include: Would having a better social media presence help further our cause and grow our organization? How can we create a sustainable funding model? How can we best measure student achievement? How can we better delegate responsibilities to our volunteers? To which cities should we expand next? How do we secure the necessary resources to expand?
3.
Creating clear and specific goals and objectives
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express would be focused on our organization overall. As stated above, we've close to finishing the first school-year with our students and we would like to take a 'step-back' and better understand how our organization as a whole can both grow and operate more efficiently.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have focused on this area internally, but have not worked with outside consultants before. We created a growth plan when our program first launched, but it needs to be revisited and refined.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
2.
Create a budget and fundraising model that correlate with that growth plan
3.
Create more efficient organizational systems
What has been the impact of your solution to date?
Since launching in September, 2012, we have provided computer programming instruction in HTML, CSS and Javascript to approximately 25 students in two high schools in Harlem, New York. We have engaged approximately 10 volunteers in our efforts. Our students and volunteers have gone on field trips and have completed job shadows at companies including The New York Times, General Assembly and Promgirl.com. We have secured internships at tech companies for two of our students for this summer, and plan to secure internships for another eight students.
What is your project future impact after receiving professional support from American Express?
With support from American Express, our goal is to create a plan to expand our program to serve 350 students in 35 schools in two cities by September, 2014. In order to do this, we anticipate engaging approximately 125 volunteers. In doing this, ScriptEd will continue to grow its network of students, volunteers, companies and other stakeholders to promote the inclusion of computer science and technology education in high schools across the country.
This Entry is about (Issues)
Created on 02/28/2013 by reyfaustino
One Degree is revolutionizing the way low-income families connect to poverty-fighting resources. With a web platform that's like a Yelp for nonprofits, information about community programs is aggregated in one place -- making it easy for low-income families and connectors (like counselors and social workers) to access, rate, review and get information about life-saving resources.
了解详情 ↓↑ 隐藏↑ 隐藏组织所在的国家/地区
United States, CA, San Francisco, San Francisco County
该组织在哪些国家/地区创造了社会影响力
United States, CA, San Francisco, San Francisco County
我们会使用您在此处提供的信息来填写您个人资料中任何留空的部分，例如兴趣、组织/机构信息和网站。所有联系信息都不会公开。如果您不希望发生这种情况，请取消选中此项。.
了解详情↓↑ 隐藏↑ 隐藏请选择最符合您的解决方案的阶段：
开始（刚开始运作的试行阶段）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
One Degree is revolutionizing the way low-income families connect to poverty-fighting resources. With a web platform that's like a Yelp for nonprofits, information about community programs is aggregated in one place -- making it easy for low-income families and connectors (like counselors and social workers) to access, rate, review and get information about life-saving resources.
San Francisco educates over 33,000 low-income public school students, yet there is only one counselor for every 350 students and one social worker for every 900 students. Although the Bay Area is home to over 1,300 nonprofits, navigating this social safety net is confusing. One Degree is a tech-driven organization focused on providing solutions to the tough fragmentation problem plaguing our social safety net.
What are your organization's top three priorities in the next year?
1. Increase user base to serve over 18,000 users
2. Build next generation of our web platform, including a mobile version
One Degree offers an efficient, approachable answer to this gap between providers and their clients. A recent Nielson report states that over 56% of low-income 18-34 year old individuals in our region own an internet-enabled smartphone, and One Degree wants to be at the forefront of this tech trend as low-income populations begin to use
3. Develop partnerships with 50 nonprofit organizations in San Francisco
Need #1
Consumer/Audience Acquisition
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
During One Degree’s pilot phase in fall 2012, we worked with three low-income public schools in San Francisco to distribute our platform among the schools’ families, staff and teachers. Without any advertising, in two months our web platform garnered over 4,000 users and continues to gain users via word of mouth.
We are now ready to invest in developing our user base, we and set a goal to serve over 18,000 users this year. We’ve identified three core audiences to develop: low-income families, connectors (social workers, counselors, teachers and other practitioners) and nonprofit organizations.
Low-income Families: Because our goal is to shift the power back to people in low-income communities, we meet families where they are by advertising in schools, social services, libraries and community centers.
Connectors: These practitioners help families daily get resources they need. We want to develop a community of practitioners through community organizing and email marketing.
Nonprofits: We also rely on nonprofits to provide us with the most up-to-date information about their services, and we plan to develop strategic partnerships with key players in San Francisco.
1.
Clear and honest communication with upfront expectations
2.
Resourcefulness and innovative thinking
3.
Empathy for our organization’s process and our clients
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Since our organization is still in its early stages, support from American Express will consequently serve both the overall organization and our service. The project ideally would allow us to create systems and processes that we can use as we expand to other regions.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We have not solely focused on audience acquisition because we have not had the bandwidth during our pilot phase, and we have not had the dedicated core competence in marketing or customer acquisition.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Develop a clear plan with timeline and goals to acquire 18,000 users for the short-term.
2.
Create a long-term audience acquisition plan.
3.
Build meaningful relationships with experts and leaders in this field.
What has been the impact of your solution to date?
Our in-school pilot during the fall of 2012 served 50 low-income families in-person. Following the launch of our web platform on October 1, 2012, we experienced a threefold margin over our targeted user rate, and the site garnered over 4,000 unique visitors over the final two months of 2012. Since then our site has seen traffic double. With over 1,300 organizations listed, we have the largest database of nonprofit and social services in San Francisco. These early successes provided great opportunities to gather feedback, identify the services most commonly requested by users, and analyze the limitations of our existing technical infrastructure.
What is your project future impact after receiving professional support from American Express?
Ideally in the near future, we would have served over 18,000 low-income families, connected 21,000 referred clients to capable service providers in their community, and increased online user feedback resulting in over 10,000 reviews of local services. More importantly, understanding and honing our audience acquisition strategy will enable us to transfer these strategies to other communities as we scale regionally and nationally in the next few years. We plan to aggressively grow to Oakland and Silicon Valley by the end of 2013, and in five years we hope to have a national presence in 20 cities. The support from American Express has the potential to greatly strengthen our operations in San Francisco and accelerate our national expansion plans.
This Entry is about (Issues)
Created on 02/27/2013 by micahgreen7
SharkPuncher is a smartphone game that incorporates Facebook so users can play against friends and be more interested in playing for a longer period of time. By selling the app and selling in-game purchases, users will contribute to the vastly ignored Malaria issue that can positively be eradicated.
Organization: Apps for Cures
more ↓↑ 隐藏↑ 隐藏该组织在哪些国家/地区创造了社会影响力
United States, MD, Potomac, Montgomery County
Do you work with any social organizations?
How did you hear about the competition?
The Youth Venture Webinar
了解详情↓↑ 隐藏↑ 隐藏Select the stage that best applies to your venture
Idea (you're ready to start)
This Entry is about (Issues)
Summary: What specific issue or problem does your Venture address?
By collecting donations and profits from selling the apps and merchandise in the app, people will be able to help support distribution of medications for Malaria throughout Africa and other parts of the world. The money will collectively go to vaccines and medications for those that have already been diagnosed with Malaria.
Misson Statement: What will your venture do?
SharkPuncher will provide a very fun interactive experience for users to play on their smartphone devices and avoid being bored. Along with entertaining users, proceeds will go to purchasing and shipping Malaria vaccinations throughout the world's most affected areas.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
First, a consumer will download the SharkPuncher app through their smartphone marketplace. After purchasing it, they will be able to access all levels of gameplay and will be able to purchase items to use in the game. Both the profits from the cost of the app itself and the cost of the items sold in game will potentially generate a large amount of revenue. This revenue will be used to purchase medications for Malaria through a certified pharmaceutical distributer. Then, the medicine gets ship to affected areas. Users are also encouraged to donate money through the app to assist more in the efforts.
The Community: Define the community that you work on behalf of. What population is affected? Are there other organizations working in this space?
Millions of people worldwide are diagnosed with Malaria every year. Of those millions, over one million die annually because of the harm this preventable disease instills. The community includes all of the millions, and their families, that are affected already or are in a dangerous environment that contains the risk of obtaining the disease. This includes many parts of Central and South Africa, South East Asia, and parts of South America. Malaria no more and the Gates Foundation are two major contributors to the continually growing effort.
Founding Story: What inspired your venture? Why?
After continuously riding public transportation, I found myself awkwardly staring off into space or falling asleep. Many smartphone games that exist today are able to give the user a brief splurge of fun that gets repetitive or boring over time. To fix that, I came up with the idea of a fun game with many levels that will be engaging for users for a long time. After researching Malaria for a school project, I recognized not much attention is focused on one of the most preventable social issues of our time. I felt combining fun with philanthropy would encourage users to contribute more and help make the world a better place.
Define your Venture in 1-2 short sentences
SharkPuncher is a smartphone game that incorporates Facebook so users can play against friends and be more interested in playing for a longer period of time. By selling the app and selling in-game purchases, users will contribute to the vastly ignored Malaria issue that can positively be eradicated.
了解详情↓↑ 隐藏↑ 隐藏What do you want to accomplish in your first year?
In the first year, I am hoping to establish SharkPuncher as a wide known smartphone application that consists of more than a million users. Through this, I am projecting to be able to collect over $2 million in revenue to purchase and ship the medicines and vaccines to affected areas.
Set your first goal or milestone for your Venture Team in the next 6 months that will bring you to your vision
任务 1
Provide a high quality smartphone application
任务 2
Expose the world to the app to gain membership and contributions
任务 3
Get media coverage and support on the application.
Set a second goal or milestone for your Venture Team in the next 6 months that will bring you to your vision
Receive over $750,000 in revenue
任务 1
Educate users and nonusers about the impact they can have on helping to solve this issue.
任务 2
Gain widespread support on the project.
任务 3
Gain enough users to purchase in-game products as well as the app itself.
Set a third goal or milestone for your Venture Team in the next 6 months that will bring you to your vision
Set up a good relationship with a pharmaceutical company that will be able to sell appropriate medications.
任务 1
Research many different companies that produce the medicines.
任务 2
Set up meetings to discuss potential relationship opportunities with companies.
任务 3
Get the price lowered to be able to purchase more medicine and vaccinations.
了解详情↓↑ 隐藏↑ 隐藏How will your Venture define success in the short term (1-12 months)?
When the venture increases its users exponentially, it will be considered successful. In the first year, we hope to reach close to a million users or more and a large number of donations. It would be incredible if we were about to send a million dollars worth of medicine to affected nations in the first year.
In the long-term (1-3 years)?
After a year, we would hope that products such as SharkPuncher and Flo be a household name. This would mean people are talking about it and spreading the word. Hopefully at this point, there will be millions of users and a lot of media coverage to attract more people. We want to see the Malaria death rate drop dramatically within a decade and hopefully be fully terminated not much later.
How will you measure success?
I will measure success by the amount of people that consistently use our products. If people don't delete it and continue to use it, it will prove to be truly useful and entertaining. The main point of success I hope to see shortly after launch would be the end to the preventable disease Malaria and then hopefully many others.
了解详情↓↑ 隐藏↑ 隐藏How will you recruit new members for your venture?
I will recruit teens that are in college and high school to help in different aspects and spread the word about the products. I will find people that find the products enjoyable and are committed to the cause. More technical members such as programmers and lawyers will also need to be loyal to the cause. They will be added on through the growing network I hope to develop.
How will you appoint new leaders and transfer leadership when the founding members want to leave the team?
I am hoping that everyone that gets involved will be committed to months, if not years of loyalty to the cause. However, if some do decide to leave, I will ask advice from the people in their department for potential replacements. For example, if a programmer leaves, I will ask other developers to give me a name of candidates to replace them.
How will you continue your project in 6-months time or once you have spent all of its initial capital?
After initial capital is used, I hope to sustain the project with revenue and profits from the apps and their virtual products. People will also be able to donate to help support the shipment and distribution costs of the medicine.
Funding Opportunity Link:
Created on 02/24/2013 by mmagdaw94
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