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Positive feedback within school. Drive for a change in food serving model. Revenue increase, volume increase, and attract more attention on my topic. Attract more people to understand and be involved in my venture.

Promote this venture into other schools(market growth) and being adapted by other places, not only schools.

The amount of people interested and involved in my venture shows me that people are aware of my cause and my reasons. And they too, can help me make a change.

The Centre for Mental Health has calculated that people who turn up for work when they should be off sick (presenteeism) is costing the UK economy around £15 billion per year. Straightforward absenteeism, however, costs the UK economy around £8.4 billion.

So this is a huge, costly issue that impacts on an organisation’s productivity and effectiveness and also the individual employee’s well-being. Out of every four people, one of those will experience mental health problems in the course of a year, with anxiety and depression being the most common disorders.

This is the problem we are trying to address and solve through the Well-being First Aid Kit.

We will undertake an employee well-being audit which will assess and analyse organisational, departmental and individual well-being.

It will predict the potential cost of people who turn up for work when they should be off sick (presenteeism) and employee absenteeism.

We will then work with leader and managers suggest recommendations to enable organisations to take direct action to improve employee well-being.

We will also, where necessary, work directly with individual employees to address emotional and/or mental health issues.

Our vision is that an organisation should be a healthy place to work.

It should be a place where employees feel valued, have a sense of purpose and be fully engaged. They will have a healthy work/life balance and will have good emotional and mental health. Their self-esteem will be high and they will be fulfilled.

The organisation, through being healthy, will be sustainable and will enable growth. They will be fully engaged with the employees and be a market leader in their field. They will promote positive growth by their employees and will have trust, and be trusted.

By achieving these objectives, employment will increase, absenteeism will decrease, costs to agencies such as the NHS will decrease and employees will be happier. This in turn will impact on their home life.

Our innovation will increase the profitability of an organisation and the wellbeing of its employees. Our model will boost both stakeholder and shareholder value.

- Individuals living with emotional and mental health issues - one in four of the UK population.
- Organisations (public, private and third sector) who wish to increase their performance and profitability.

We will reach customers through engaging with employers. We will work with leaders and managers of public, private and third sector organisations to enable increased profitability and employee well-being.

We will work with organisations and conduct a unique well-being audit that assesses and analyses organisational, departmental and individual well-being in order to predict future well-being, attendance and performance levels.

We will then agree appropriate interventions to address training and support needed on an organisational, departmental or individual basis to improve attendance and performance levels.

We are not aware of any organisation offering a similar package. Some offer 'resilience' training which does not address underlying mental health or emotional issues. We do not envisage problems with other competitors, but we would welcome the opportunity to work alongside them.

Organisations (leaders and managers) will have to acknowledge that there is an issue to be addressed before they will seek intervention. However, it will be part of our job to raise general awareness of this particular issue.

We have very strong networks locally, regionally and nationally which we will use to market our innovation.
We will initially target local businesses and will track our progress through the number of individuals we help and support.

We have a tried and tested and independently (Newcastle University) validated model of measuring individual and workforce well-being including performance and attendance.

We have the professional knowledge and experience to develop a management strategy to address the emerging issues.

Year 1 - 500 employees assessed and those categorised at risk given relevant interventions and support.
Year 2 - 1000 employees assessed (as above)
Year 3 - 3000 employees assessed (as above)

Summer 2013: Launch of Well-being First Aid Kit
Autumn/Winter 2013: First 200 employees assessed
Summer 2014: Commence key public, private and third sector partnerships.

Key activities during 2013/14 will include:
- Presenting and having a presence at conferences, seminars, exhibitions and appropriate events.
- Using and increasing our networks.
- Strengthen our online presence and services.

My venture will define success in 1-12 months by setting goals. We will make short-term and long-term goals. Once these are established, we will work on completing them. We want to complete as many of our goals as possible. When each goal is completed, it will be marked as a success. The more goals we complete the more we can make. This will help our venture become better and better. One of the goals we have is to get a group of girls together by 6 months. This group will not be definite, meaning more people can join as it goes on.

In the long term we hope to have a cookbook published, or on the verge of being publshed. This cookbook will be filled with healthy recipes that are delicious. We also hope that by one year, we can have a newletter that goes out once a month or every two months. It will let girls know what is happening with Girls with Heart. I hope it can turn into a magazine.

We will measure the success by how many goals we complete. Like I mentioned in the top question, we will make goals for Girls with Heart. As each goal is completed, it will be a success. This is how we will measure our success: By goals.

Experiencing a sexual assault can leave a survivor with a long list of acute and chronic physical and mental health effects that can impact a lifetime. Some of the more common effects include anxiety, depression, eating disorders, sleep disorders, and substance use. By providing a survivor with the tools to care for themselves in a discreet and accessible way some of these long-term effects can be mitigated. We also know that as budgets continue to be cut for local sexual assault service providers wait times and durations between appointments are extended. For some survivors the app can be a first step while for others this app can help reinforce the tools taught in behavioral therapy, allowing the survivor to take more control and ownership over their recovery process.

We are hoping to create a version of the DoD Safe Helpline app that is repurposed for the general population. The basic features of the app have been developed and deployed, we are looking to enhance the language, design and resources to better meet the needs of those not in the military. The four sections of the app (LEARN, PLAN, EXERCISES, and SEARCH) will all be altered to meet civilian needs. For example, in the LEARN section - there is language about what to do if you have been sexually assaulted. This language differs greatly from military to civilian circumstances. We would also like to adapt the search functionality and allow users to search for their nearest sexual assault service provider. Ideally, we would also like to enhance the app by adding content and exercises in spanish.

We hope to make basic behavioral therapy tools and resources available to survivors who have limited access to support and counseling options whether it is due to geography, local resources, personal finances, etc. Providing mobile tools allows us to meet the survivor where they are and connect them to both long-term and short-term resources and services.

By adapting the current Safe Helpline app for the general, non-military, population we will be expanding the benefits of a tool that has already proven to be successful. The app has the ability to support survivors of sexual assault no matter their geographic location, age, financial background, etc. There are no qualifications to download and use the app (we also intend on making the civilian app free) and a survivor can access it discreetly and privately at anytime - whether it be before a business meeting, on the bus or at 3am.

Our target demographic is sexual assault survivors. We believe the app is beneficial to all survivors, whether the assault is recent and the app download is their first step in reaching out to find resources, or a survivor has already entered the mental healthcare system and needs a tool that will assist them in coping with the chronic effects of their trauma and needs a resource to help reinforce their therapy gains.

We know that the majority of our audience is between 13 and 35 years old. Based on this, we are dedicated to having a strong online presence through social media platforms (Facebook and Twitter) as well as online ads and search engines - Google in particular. In addition, RAINN has worked with all the major networks in the airing of PSAs as well as consultation on program scripts. The app will be incorporated into our outreach and marketing efforts as well as prominently placed on rainn.org - which averages over 142000 visits a month.

RAINN (Rape, Abuse & Incest National Network) is the nation's largest anti-sexual violence organization and was named one of "America's 100 Best Charities" by Worth magazine. RAINN created and operates the National Sexual Assault Hotline (800.656.HOPE and online.rainn.org) in partnership with more than 1,100 local rape crisis centers across the country and operates the DoD Safe Helpline for the Department of Defense. RAINN also carries out programs to prevent sexual violence, help victims and ensure that rapists are brought to justice.

Currently, RAINN is the only national anti-sexual assault organization that provides direct services to all victims of sexual assault (Note that there are organizations that serve specific demographics of survivors ex: victims in prisons, etc.).

At this point the only limitation we foresee is keeping up with demand for our services. The online hotline usage has increased over 40% in the past two years. We work hard to ensure a high quality service and have recruited and extensively trained unpaid staff to assist us in keeping up with the demand - keeping wait times low.

Looking forward we are working to repurpose some of our innovative technology platforms for different audiences, including the licensing of the platforms to direct service providers outside of our issue area. All RAINN programs (technology and service delivery) undergo annual and ongoing evaluations/reviews.

Through the use of mobile technology we can reach survivors that a decade ago were un-reacheable. Creating an application or technology-based service allows us serve survivors in an effective, relatively low-cost manner. Expanding our current suite of survivors services is a natural progression for RAINN.

We are committed to expanding services for victims and are currently working on several projects that would reach different demographics as well as expand service delivery as a whole.

We are currently expanding our suite of services for the Department of Defense and are looking to continue to enhance our current civilian platforms (direct service, education/outreach, policy). We are pursuing several projects related to crisis intervention services and intermediate support both domestically and abroad.

ADCEM is trying to make AKI interventions possible for under-served residents of Ogun State Nigeria, a known region for low availability for AKI care.

With about 4 million people in Ogun state, there is only 1 dialysis centre owned by Ogun state government and 1 by the Federal Government.There are a couple of other privately owned Centres that are not fully functional.
Sufferers of AKI can benefit from the following components of the MHS:
1. Availability
2. Capacity building for Healthcare personnel in Diagnosis and Treatment
3. Timely intervention
4. Awareness of the causes and treatment by the general public
5. Lower cost
6. Local capacity building (recipient health facilities)
7. Community outreach and enlightenment activities

First component

Acquire WTU’s (Water Treatment Units) and install appropriate Water Pre-treatment System
Provide continuous medical education in Nephrology
Encourage and enhance hands-on training for technical and nursing personnel
Solicit support from relevant international organisations
Strengthen research capabilities
Commence Peritoneal Dialysis for Acute Kidney Injury especially in children.

Second component,

Dialysis centre in OOUTH should commence a Mobile Haemodialysis Service (MHS) which will be used to reach out to all other remote areas in the state.

Third component,

Private dialysis centres in the state be co-opted and a profit sharing relationship be negotiated.

To bring stakeholders together to pilot, study, and escalate processes that will make affordable care available for AKI sufferers in mostly non-urban and under-served regions of Ogun State of Nigeria. Lessons learned should hopefully be used in expanding treatment to similar regions across the country.

Partnership development and capacity building will form key components of this effort.

ADCEM HEALTHCARE LIMITED (ADCEM), an affiliate of ADCEM PHARMACEUTICALS LIMITED, is the sole representative of FRESENIUS MEDICAL CARE (FRESENIUS) of Germany, the world’s largest integrated provider of products and services for individuals undergoing dialysis due to chronic kidney failure. The company, ADCEM, has been in business for over 20 years, delivering quality services and providing solutions in renal care across the country. Our customers are the tertiary institutions - Teaching Hospitals, Federal Medical Centres, General Hospitals, Private Hospitals and Private Organisations who through their CSR (Corporate Social Responsibility), have partnered with ADCEM to provide Renal care to their immediate communities.

children and young adults, particularly women in labour. These represent the higher population group at risk of AKI in Nigeria

- a central and well equipped (both equipment and personnel) center (identified here as OOUTH) to serve as the planning and logistics unit where the MHS infrastructure will be supported
- an outreach program that serves the dual purpose of needs-assessment and heath education and awareness-building for the intervention recipient communities (e.g., screening campaigns)
- capacity building and training for local recipient institutions (e.g., local clinics and hospitals)
- continuous advocacy (bringing together private, public and non-governmental groups) aimed at finding ways to drive down cost

-Acute Kidney Injury (AKI) care through the use of environmentally and technologically appropriate dialysis equipment.
- Design and deployment of efficient logistics to facilitate timely intervention.
- Screening of the beneficiary communities for risk of Chronic kidney disease
- awareness campaigns to prevent occurrence of AKI

ADCEM actually seek partners and collaborators given the magnitude of challenges.
there is a severe shortage for AKI (and Chronic Kidney Disease (CKD) care in Nigeria, despite the exponential increase demand for care over the last decade. CKD, for example, accounts for about 10% of patients admitted to medical wards in various hospitals in the country while community studies have revealed a prevalence of between 15 and 30%. AT an approximate cost of about $800.00/week for treatment, most sufferers are forced to go without treatment.
Attacking the general problem from the perspective of AKI allows ADCEM to target children and younger adults and thus possibly prevent escalations to chronic stages where treatment typically unavailable, and where available, costs are not affordable to most.

The biggest problem in Nigeria is the overall health care policy environment. Getting the public sector actors to participate in activities that will yield public policies geared at lowering the very high barrier to adequate availability of care and lower costs of treatment remains a challenge.

By piloting the the Mobile Haemodialysis Service (MHS) as a form of intervention for traetment of AKI through collaborations with the Ogun State government of Nigeria (public sector), ADCEM has at the core of its effort a process that "brings stakeholders together to discuss and initiate actions relevant to finding workable solutions to AKI treatment in Ogun State," and eventually across Nigeria.

The pilot project in Ogun State as a case study will yield the necessary outputs that will be studied and expanded to other areas of need in the country. This is why the outreach, advocacy and capacity building components of the MHS effort are critical success factors.

That demand for our work is high is a given. We have been equipped and have experienced growth at every stage of our existence which spans over two decades. This means that we have the experience to deliver on the technology and logistic aspects of the MHS. What we seek are collaborations that will allow for increases in treatment availability, cost reductions, and awareness building.

To expand our customer base by tapping into the Corporate Social Conscience of organisations in diverse industries.
To operate more as a Social Enterprise with clear development goals
To partner with government at all levels in improving the efficiency of dialysis services to the general populace and reducing cost to the patient.
To champion technological innovation in the healthcare sector

Within the year, to start a pilot for substantial government funding of dialysis, thereby greatly expanding the market for products and services. Also start a pilot for mobile dialysis service in Ogun State
In the next 5 years, we should have set up a manufacturing facility for the production of Peritoneal dialysis fluid and similar products. We should also be taking advantage of Government's policy of substantially funding chronic dialysis. This should strengthen the care for all types of kidney care.
We should have a full network of mobile dialysis services in critical need areas across Nigeria.

A patient with a long term condition or conditions needs to self-manage to a far greater extent now than ever before. Unless they have effective information about how to do this, their task is extremely difficult. But it's clear that self-management is the absolute key to the long-term needs of the UK health system and could be adapted to fit other models of care worldwide. We aim to do this by giving patients the most helpful, relevant and practical information, tips and goal setting from the very best doctors, nurses and other health professionals. The intention is to improve the quality of a patient's life, improve their experience of their healthcare and, specifically, to reduce the number of avoidable hospital admissions and the number of GP consultations.

GPs, Practice Nurses and other health professionals give patients a Sound Doctor wallet which contains information about the product and a laminated card with an activation number on it. The patient logs in using that unique code to access The Sound Doctor site appropriate to their condition.
They watch nine core films which are interspersed with action points, goal setting questions and further information. After this a library of 60 further films is available for them to browse whenever they like. The films are 3-5 minutes long, clearly set out and categorised, and can be watched at people's own pace. Patients' stories are included to provide invaluable peer support. There is also a chat room so patients and health professionals can build up local and national communities.

Our vision is to create a library of audio-visual information to help patients get the best out of life with whatever their condition. The objective is to make the information the best available anywhere - accessible, understandable, relevant, practical and helpful. We intend this to be a unique and structured library of films covering a wide range of chronic and other conditions. Longer term we hope to follow on from our initial audio app to create other apps on health giving far flung places access to the best health information in the world. We see this as being potentially transformational in raising awareness of particular health issues and self-managing them.

If we prevent one avoidable hospital admission for a COPD exacerbation, we have saved the NHS over £2000. Prevent one heart attack and we save up to £5,000. The cost of The Sound Doctor to the NHS offers the potential for significant direct savings. We also expect to demonstrate that The Sound Doctor, by creating better-informed and better-motivated patients, will free up GP and practice time, allowing healthcare professionals to concentrate on other needs - for example strategic planning and personal development.
The films are licensed to client organisations on an annual basis with 2-3 year packages preferred.

Our customers are the National Commissioning Board, Clinical Commissioning Groups, and through them, GPs and practice nurses. We also have a market in Public Health through local authorities. Potentially, customers could include large retailers working on innovative initiatives with the Government to improve the nation's health.

We have face to face meetings with National Commissioning Board members, CCG long term conditions leads and public health officials. We also attend conferences either to host a stand or as speakers. We network widely.

As The Sound Doctor is a small company, we are involved in every aspect. We create the strategy and vision. We design and develop the Sound Doctor learning programmes, we research, film, edit and publish all material; we meet potential customers; we meet strategic and visionary thinkers in the health sphere, and we sell. Following sales, we also try to ensure a significant take up amongst patients in each region and we work with healthcare professionals in each area to achieve the best possible outcomes.
We aim to hold a bigger 'conversation' with all those using The Sound Doctor and to communicate with them regularly with updates and other reasons to keep going back to The Sound Doctor site.

There are films on health, of course, but none offer the patient journey with the range and quality of films and editing, with the calibre of experts which we offer. NHS Choices is a large and heavily used site with millions of unique users a month. There is film content but it is incoherent and doesn't lead the patient anywhere except to the end of the film they are watching. There is no structured audio-visual content.
Some US insurers and healthcare providers have created sites like Web MD but in scope and quality these are not at all similar. Our challenge is to be first and best at what we do. Through exceptionally high quality and standards, we will continue to work with the NHS on joint projects (the audio app for example) and build on our reputaiton.

Our challenge is primarily dealing with a 'new look' NHS with newly created CCGs and uncertainty within those new structures. These changes will take time to work through. We work with key strategists at a high level within the NHS to make sure we are addressing the right issues at the right time.
We also need to make sure the Sound Doctor is cost-effective in order that CCGs renew their subscriptions to the films for patients annually. We will achieve this by working closely with all clients and patients to ensure that the site achieves its aims and exceeds expectations.

Our growth strategy is to continue to create new audio and visual information packages on a wide range of conditions and sell those and existing packages to CCGs and to the Commissioning Board in the UK and to adapt these to sell abroad. We are already partnering with a company in India which provides innovations in primary health and wants to use The Sound Doctor to help their pioneering work.

We have developed and refined our product and we have proved the concept through sales. We know that patients like it and we know that health professionals like it. As it is web and app based it can grow easily and quickly. There are no extra manufacturing costs to be factored in and distribution costs are minimal. We have an archive of material and revenue from this will fund further development.

We aim to increase our portfolio of health information products to cover a wide range of conditions affecting the majority of the population. We intend to build a substantial library of material and offer packages of information that will benefit people with co-morbidities. We intend to reach a wider audience by translating material for those for whom English is not the first language.

Within six months we will have created an audio-visual package of information on all aspects of cardiovascular disease including heart disease, stroke, hypertension and cholesterol. Within twelve months we will add extensive coverage of three further conditions. Discussions with key third sector organisations and health care professionals have begun with a view to planning and then filming, editing and posting information on all these conditions by April 2014. Within three years we expect to have a library of up to 500 films giving advice on a full range of long term conditions.

Centro Medico Santagostino supplies medical care services in every primary medical area (specialist examinations, diagnostic tests, therapies for the main medical specialties, dentistry, psychotherapy and physiotherapy) with excellent quality and at affordable prices. It covers the supply gap in the area of health services, which was supposed to be covered by the Health National System (mostly in the area of dental care and psychological assistance), offering services at prices slightly higher than the public sector. Moreover, it offers a new model in which the Centre takes care of its patient in an integrated manner, diminishing his/her costs and increasing his/her satisfaction.

Providing high quality services at an affordable price, even in areas which are not fully covered by the public system or where its waiting lists are excessively long . The project is promoted by Oltre Venture, a company whose remit is to carry out public interest projects, focusing on social rather than financial returns. The investors agreed to forego any financial return: the objective is to preserve the value of the capital invested for a social return designed to benefit society. It thus becomes possible to keep tariffs down: they are 30-50% lower than the rates applied by the private sector.

In the next five years we aim to be the first brand in primary healthcare in Italy. In order to achieve this ambitious goal, we are going to implement a network of medical centers with the same characteristic of pricing, medical offer, and of course quality standards. We want to be the first “quality option” of the city where we will operate.

Our claim is “The choice of value”.
We built up a qualitative offer in every stage of care process, and we did this without transferring costs on the patient, but, on the contrary, making the price itself an element of our value proposition.
Our team, from doctors to desk officers, is committed to offer the best care experience. High medical quality is guaranteed by specialists of proven experience, severe clinical line guides and advanced technical equipments. We offer brief waiting lists, convenient opening hours, an easily accessible and pleasant location, a wide offer of services. We use technologies to improve services, such as the online booking.

Our patients (more than 34.000 in 4 years) is mostly composed by women (70%) and the average is between 30 and 50 years old.
We serve especially middle-class people, with a good scholastic and cultural level.
The majority of our patients claim to be satisfied: we continuously monitor the customer satisfaction through feedback forms that are sent via e-mail after every medical examination.

Our marketing strategy privileges the investment on a careful and innovative management of the Customer Relationship than on massive advertising campaigns. As a matter of fact we believe that in healthcare is far more important to build a good and personal relationship with the patient/customer than to spread the company's brand with publicity. Moreover, as a low profit company we rather invest in the optimization of our resources using creativity and innovative tools, such as flash mob events, web-based client services and so on.

- keeping word of mouth high (almost 70% of new patients) by monitoring the customer satisfaction and intervening promptly in case of complaints;
- web (almost 20% of new patients): in 2012 we launched a brand new website using SEO principles and user-centered design approach, providing visitors with a wide and transparent set of both practical and clinical information (prices, waiting lists, professional profiles, explanations of medical therapies and pathologies). Photographs, videos and texts are all original. We also use social media;
- monthly newsletters;
- events: art exhibitions, open days and educative events with doctors, flash mobs and contests of ideas to innovate health;

Private hospitals that might create a private offer similar to our price range. They have the financial muscles and skills for entering in our market and compete with us. They did not do that until now because of the danger of cannibalization of their high-price private offer, and in general they do not see this area as an enough profitable one to invest on.

HR development. We usually hire young people and train them in-house. Therefore there is an intrinsic maximum speed of development . We train people to be trainer and in this way we evolve our speed of growth.

By the end of 2013 our goal is to open two new medical centers in Milan covering other territorial areas of the city. We would like to replicate our business model in neighbourhoods that are similar to the one we are in today in terms of characteristics of people that live or work there and accessibility. A long-term challenge is to open new locations in other Italian cities, starting from Rome.

We began as a start-up 4 years ago and today our business model has demonstrated to be a sustainable one. Today, in order to expand our business, we need to have more centers. Since now we have been operating in the very centre of Milan and our brand is popular especially in this area. Now we need to be known in other parts of the city, and of Italy as well.

We want to consolidate our healthcare model In Milan by the end of 2013, and then to open new centers in Italy. In the next 5-10 years we aim to be a known brand in at least 3 regions of Italy.

To open 2 new centers in Milano in 2013, a new big center in Rome in 2014 and then 3 or more centers in other big cities in Italy. As a matter of fact, our business is very much related to the national (and even regional) health system, which requires to have a thorough knowledge of it.

We note that prevention of waterborne disease is not in your list of health areas, which is precisely the "health silo" we are trying to break out of. We prevent waterborne disease (both enteric infections that kill many infants and those caused by pesticide residues or high flouride levels). We provide access to vaccination, eye exams for cataracts and glasses, and health commodities such as sanitary pads, condoms, and nutritional supplements for pregnant mothers (aimed at widespread anemia), in communities where such access is lacking. We screen for and then can manage diabetes and hypertension. So what we do is fill gaps well beyond primary care, and without duplicating the primary care from public facilities. In effect, our WaterFirst model does not fit conventional categories.

We provide safe drinking water to eliminate waterborne (infectious and chronic) disease and to establish a community footprint and trust. We provide in the community access to vaccinations, eye exams (and maybe hearing exams), screening for diabetes and hypertension that are often not caught early and follow-on maintenance if desired, advanced nutritional supplements to address maternal anemia and low birth weight, and key health commodities such as condoms and sanitary napkins. We continue to test additional health services deliverable with this model. But the key is that we can deliver these services sustainably and at scale in communities that are now poorly-served.

Our vision is to transform rural healthcare, by demonstrating a sustainable and scalable delivery model that improves patient health and wellness. We sell water via a pre-paid monthly subscription. People pick up the water daily, giving us traffic at the facility to leverage for other health services. We also sell health commodities from the water unit, and we bring in doctors or nurses to provide periodic services in a "camp" mode--vaccination, eye (maybe ear) exams, for which patient pay, We also hire and train village health workers, equip them with tablets and mobile diagnostic devices and patient education materials, to provide screening for diabetes and hypertension to catch these at an early stage, with follow-on monitoring and periodic referral to a specialist when needed.

We bring safe drinking water to communities that have no other source of this vital health/wellness service. We also bring health services that are generally not available in these communities. All of these are priced within the ability to pay of the majority of the community. And because our facilities and our technology are urban quality, they also appeal to the aspirations and pride of the community to have modern services. So the value proposition is modern quality services at an affordable price from a trusted brand and with the convenience of local access.

The emergent middle class in rural villages and small towns--not the weathly landowners (5%-10%); not the below poverty line households (although that is slowly changing as incomes and aspirations grow (20%-25%); but the remaining 65%-75% is the emerging middle class of rural India, and our core market, of which we typically get more than half of the households within a given community as customers.

Sophisticated social marketing, including door-to-door informational campaigns, wall-paintings, events (including inauguration of the water unit, which is a major event attended by regional officials), and branding of products and services. We view our social marketing skills and strategies as our most valuable IP, and we do not share the specific strategies in detail.

please see redundant descriptions above--we build and operate water treatment units and we provide health services and products.

Community-scale water providers do not compete directly--a village or small town can support only one, and the unserved market in huge--20,000 communities at least. But there are 4-5 other pure water companies--one of them run by an NGO, the others investor-backed. Their growth has stalled in recent years, and most have raised pricing and thus focus only on the high end of the market in a given community, with consequent low penetration. None are close to profitability: the best known company has raised over $20 million, but had $5 million in reported losses last year. Only Healthpoint Services is close to profitability. And none of these other water providers have a health strategy. Healthpoint Services, in contrast, is a health company with a WaterFirst strategy. So no problems.

As described above, building a deeper management team is critical to our success. We are intensifying our recruitment efforts, and seeking grant funds to help provide bonuses or other incentives to retain key staff.

We have a well-established growth plan with clear targets and milestones, described in more detail below. We expect to continue our water buildout, reaching 600+ units and profitability within 2 years, and begin rolling out the follow-on health services as each new water unit reaches cashflow breakeven (typically about 6 months after operations begin).

We already operate 140 water units and have secured funding to scale to 600+ units. So the water footprint is already growing and will make the company profitable within 2 years. We are now leveraging that footprint with the 2nd phase of the WaterFirst strategy by bringing a slowly-expanding array of health services that can be delivered in an integrated fashion with the water service.

1) To reach 600+ units and profitability in 2 years, while rolling out health services approximately 6 months behind water unit operation in each community. 2) To expand in India to several thousand units. 3) To expand outside of India with the same WaterFirst model--Africa, Southeast Asia, and parts of rural Latin America.

See previous question. 600+ units or communities served within 2 years; 2000 units in India within 5 years; and operations in at least 3 other countries within 5 years. The key activities are building a management team with sufficient depth to manage rapid expansion, and continuing to raise financing for growth.

a) Patients with DBS need regularly adjustments and oberservation. To get an appointment with the doctor for getting the adjustment is not so easy it normally takes a while. This could be overcome.
b) Only a few patients still work and pay herewith into the state retirement fund and take care themselves of the health care insurance. Real-world-data of patients could help.
c) A pharma company offering a pill might transform also to a company to pamper a chronicly diseased patient fully including all the other necessary helps.
d) The herewith described approach could be the pilot for applying it to other device-driven similar chronic diseases.

Phase one is web-based connectivity for documenting, sharing, monitoring, observing of the disease including the web-based patient-doctor interaction. First disease management components could be trained like drug compliance, diet consultation, fitness, sports. Doctor is only present via web. Establishment of patient-doctor relationship. Example the video monitoring done by Koblenz.
Phase two will be determined by the web-based adjustment of the device electrodes.
Further disease management apps/tools, etc. diagnosis tools for the other disease accompanying illnesses. The next step is to apply this approach/model to the other diseases with a medical device.

For the pilot the DBS patients.
Later it could be extended to similar patient group with a device.

Patients of the doctors listed and of course the patients of the doctoring who is the owner of the idea.

My primary activities as Sybille Genersch are in this context the facilitation and co-ownership of this idea.

Up to 80% of rural Indians rely on unqualified local providers (quacks) for everyday healthcare because while rural areas are home to 72% of India’s population, only 26% of licensed doctors live there. For most families, their everyday healthcare "relationship" is still with the local quack. Sadly, most quacks treat symptoms and not ailments, and often misdiagnose, so patients get temporary relief but do not get cured. After repeated visits to the quack, getting quality advice comes too late and even routine illnesses get worse. Many patients end up spending thousands of rupees to resolve simple illnesses. In 2004, 63 million people slipped below the poverty line due to health spending. MeraDoctor solves this problem my making high quality health advice accessible for all Indians.

MeraDoctor makes high-quality health advice easy and affordable by offering consultations with licensed doctors over the phone 24 hours a day.
Customers buy unlimited doctor advice for as little as Rs 149 ($3) per month at chemists, mobile shops, banking agents, and government service outlets. After giving us a free missed call, the customer immediately receives a call from our staff and is quickly transferred to a trained doctor. The doctor listens to all of the customer’s issues and concerns, asks probing questions, and makes a diagnosis and recommendations with the support of MeraDoctor’s clinical software. After the consultation, a prescription for over-the-counter drugs and summary advice is sent by SMS. When required, the doctor refers the patient to a specialist.

Our overall vision is for MeraDoctor to gain mass recognition in healthcare by delivering a unique value proposition, an easy way to get reliable health advice that embodies four key values that are missing in much of healthcare today: reliability, honesty, simplicity and compassion. To deliver on this vision, we will generate awareness and loyalty, and advance towards our company’s mission of becoming the trusted primary healthcare advisor for one million families in India by 2017. In the next twelve months we will acquire 100,000 new customers and validate a low-cost rural customer acquisition strategy.

Compared to our competitors we are easier-to-use (24x7, free missed-call), more accessible (available for cash purchase at thousands of locations), and higher quality (only trained and licensed doctors supported by clinical software). To start, we offer unlimited consultations for a single price, seeking to build a reliable, trusted relationship with each family that will grow over time. Second, we only employ licensed, carefully selected and trained MBBS doctors to ensure our medical advice is accurate. Third, we believe in face-to-face contact with our customers as best, most simple way to sell our service. This is why we have partnered with companies with physical or financial relationships with our customers. Overall, we believe our product offers value on cost, care, and quality.

Our target customers are the 84 million families in rural India that own a mobile phone and earn over Rs 7,500 ($137) per month, but lack ready access to licensed doctors. They spend Rs 8,000 crore ($1.5bn) annually on out-of-pocket primary care and outpatient fees.
U.P. state is our first target market due to its size (nearly 200 million people), population density, cell phone penetration, poor access to healthcare, and moderate levels of disposable income. Here, we strive to sell to men, ages 25 to 45, who are family decision-makers, have the disposable income and education to want good medical advice, and are comfortable using services on a mobile phone. We seek to become trusted advisors for them and their family members, particularly women who typically get less medical care.

Most rural customers we meet have little faith in local providers, but still find them to be convenient for apparently minor ailments. For MeraDoctor to compete, it must be equally easy to access. We have already begun implementing this strategy by signing up many of India’s largest rural distribution networks in the financial and retail world. With a total of about 17,000 sales points signed up in U.P. alone, these partners (e.g., FINO, Eko, SREI Sahaj, Oxigen, Beam, Vayamtech, etc) allow us to reach our customer quickly and at a low cost. We will add to this reach by leveraging community members such as teachers, ASHA workers and part-time agents who themselves use our service, and can endorse and sell it to neighbors who need quick medical advice.

Our primary activity is to manage and monitor a team of doctors who are serving patients remotely. As part of this activity we operate a call center, create and manage health records, and have built medical decision support software that links patients and doctors easily and seamlessly. Beyond the actual provision of medical advice we also manage a number of marketing and community outreach initiatives, as well as distribution and sales relationships with large channel partners.

In terms of delivering primary care health advice MeraDoctor competes with local doctors and quacks, telemedicine start-ups, and mobile operator hotlines. Our most direct competition is the local quack, since our customers tell us they don't feel comfortable taking health advice from their airtime provider and want to speak to a licensed doctor (which other start-ups don't offer). With regards to the quacks, one might worry that they might malign our service in the community, but experience suggests quacks use and even market our service. Our hypothesis is that MeraDoctor will actually grow the number of doctor consults in a community due to its convenience, and that since customers will still use them for minor ailments, quacks won't suffer so much so at to motivate hostility.

Since 2011 we have steadily identified and resolved key unknowns in our business model. On the revenue side, we have shown that customers will pay to be able to consult with licensed MBBS doctors by phone. We have also demonstrated how to set up large-scale networks of transaction points where customers can purchase our services. On the cost side, we have validated various near-term variable cost levels (e.g., doctors, telecoms, telecallers) and identified those costs that will decline over time or with scale. Our focus now, therefore, is to validate acquisition models that can take us to scale.

To understand customer perceptions and usage we will acquire 100,000 new semi-urban and rural low-income customers in U.P and Maharashtra in the next twelve months. Our strategy is 3 fold:
1. Expand availability of MeraDoctor at retail outlets and community agents
2. Develop additional features that appeal directly to target segments
3. Engage communities with compelling stories/characters

We have an experienced team, a track record of operations, and scalable technology. Also, we have:
- proven demand across segments
- seen strong uptake (60% repeat consultations)
- learned how to manage doctors remotely
- built software to guide consultations and conduct analytics
- recruited a world-class management team
- created distribution partnerships

To acquire 100,000 new customers in U.P. and Maharashtra in the next 12 months, in the course of which we will build our understanding of customer usage and perceptions, and validate a standardized, low cost customer acquisition model for rural India.

By the end of 2013, we anticipate acquiring 25,000 new customers and by March 2014, we will have acquired 100,000 new customers. This will require: 1) building operational capacity (in terms of medical staff) to handle growth, 2) validating a sales and marketing approach across our distribution partnerships, 3) developing more rigorous research and monitoring capacity internally to carefully track MeraDoctor usage and impact, and 4) continuing to develop service features that appeal to specific target segments in our market.