This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
This document provides an agenda for Day 5 of an advanced entrepreneurship course. It lists the order and timing of student team presentations. It also includes announcements about seating arrangements, name cards, and signing in. A total of 14 new interviews were conducted. The document concludes by noting there are now 59 total interviews.
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
The document summarizes the progress and plans of a team developing an AI-powered smartphone app for COVID-19 screening. It discusses improving the cough-based machine learning models on clinical data to achieve 80%+ accuracy. The team built an MVP and collected over 300 clinical samples and 500 crowdsourced samples to test their hypothesis and gather data. Their next steps are to gather more diverse data through crowdsourcing and clinical studies, refine the technology, and solidify partnerships with organizations to expand testing and access globally.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
This document provides an agenda for Day 5 of an advanced entrepreneurship course. It lists the order and timing of student team presentations. It also includes announcements about seating arrangements, name cards, and signing in. A total of 14 new interviews were conducted. The document concludes by noting there are now 59 total interviews.
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
The document summarizes the progress and plans of a team developing an AI-powered smartphone app for COVID-19 screening. It discusses improving the cough-based machine learning models on clinical data to achieve 80%+ accuracy. The team built an MVP and collected over 300 clinical samples and 500 crowdsourced samples to test their hypothesis and gather data. Their next steps are to gather more diverse data through crowdsourcing and clinical studies, refine the technology, and solidify partnerships with organizations to expand testing and access globally.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
This document provides information on the marketing communications services of HealthFlash, including:
- An overview of the creative communications services they provide such as public relations campaigns, press kits, articles, brochures, and video presentations.
- Bios of the account leadership including their experience in public relations and medical industries.
- Bios of the account team members and their public relations and marketing communications backgrounds.
QoC Health - Hacking Health presentation - Sarah SharpeJenna Blumenthal
QoC Health is a mobile technology company that develops patient engagement solutions to address healthcare challenges like high readmission rates and costs. Their solutions engage patients through the transition from hospital to home using mobile monitoring designed with patient input. QoC Health's platform connects the circle of care including patients, providers, and caregivers to securely share health information and continuous feedback.
Affinity Therapeutics is developing drug-coated vascular grafts and drug-eluting wraps to reduce stenosis rates and failure in hemodialysis patients. They interviewed 128 potential customers including nephrologists, surgeons, and patients, and identified two minimum viable products - a coated graft and a drug-eluting wrap that could be used with fistulas or grafts. Based on further interviews and analysis, they determined the wrap has potential for a larger market. Affinity plans to submit a Phase II SBIR grant to further develop the wrap MVP and continue cultivating relationships with key opinion leaders and medical centers.
The team conducted over 100 interviews to validate treating atrial fibrillation using vagus nerve stimulation. Early interviews focused on advanced AF patients but later showed a need to treat early-stage AF patients. The team received funding to develop the approach and acquired a CE marked implantable pulse generator. They completed a feasibility study and are seeking funds for a larger trial to further prove clinical outcomes.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
The document outlines the journey of a startup called Pesticide.ID in developing a product to provide consumers transparency about pesticide residues in food. It describes 5 phases of customer research conducted with over 100 interviews. Phase 1 involved interviews with health conscious consumers. Phase 2 involved retailers. Phase 3 involved farmers, distributors and suppliers. Phase 4 scouted other market opportunities. Phase 5 pivoted the focus to new parents based on research findings. The journey continues to test and validate the business model through an MVP and generating social media traction.
Accelerated Medical Diagnostics is developing PlatinDx, a diagnostic test that predicts sensitivity to platinum-based chemotherapy drugs. The company was founded in 2008 and is led by CEO Paul Henderson along with CTO George Cimino and CSO William Hope. PlatinDx works by microdosing patients with chemotherapeutics and using accelerator mass spectrometry to analyze DNA samples to determine resistance or sensitivity. The total addressable market is $5 billion for solid cancers treated with chemotherapy worldwide, with the served available market of $1 billion in the US and a target market of $250 million for bladder cancer in the US. AMD conducted customer interviews and market testing through the UCSF LLP program to refine their value proposition and focus
Guidance to physicians providing expert services in the medicolegal arena, e.g. workers' compensation and disability systems, of how to perform this work in a virtual environment.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Earlyvangelists and the Metrics that Matter in HealthcareOrthogonal
Earlyvangelists are a special breed of customer that are a combination of early adopter and internal evangelist. They are critical to a startup success because they first buy the vision and then the product, and spread the news of the product. They are even more important in healthcare, a complex and risk averse sector of the economy where change and innovation can be very challenging.
Learn how to identify and find earlyvangelists and how to engage with them, what metrics they care about and how they can help you get the metrics that you need for the rest of the market.
Frost & Sullivan 2016 Innovation Award Research Summary for New Product Innov...Carestream
Frost and Sullivan’s 10-step process for evaluating candidates for the award.
Frost & Sullivan has awarded Carestream Health its 2016 North America Frost & Sullivan Award for New Product Innovation Leadership for innovation focused on value-based imaging that solves real-life problems and addresses unmet customer needs. This document summarizes the research and processes used by F&S for naming the winner.
Learn more about Carestream Health's medical imaging products at http://www.carestream.com/medical
#Innovation
#Aim2innovate
#winner
The document summarizes a team's Lean Launch Pad presentation for their startup called MIRA Medicine. The team aims to develop a software tool that uses algorithms and data analytics to help clinicians make complex treatment decisions for neurological diseases like multiple sclerosis. They have identified key challenges in MS treatment that their tool could address. Through customer interviews, they validated interest from potential clients like clinical researchers and gathered feedback to refine their product. The document outlines their business model, target customers, marketing strategy and plans for future development.
Authentic Asia Tea is conducting customer interviews and market research to develop an MVP for selling specialty Indian and Chinese teas. They are considering different business models like a tea cafe or kiosks located in high foot traffic areas. The document outlines initial market validation efforts including testing a concept kiosk location and collecting customer feedback.
The document provides information on a diagnostics team working on a project called Diagnosly. It lists the team members and their backgrounds. It then outlines the key aspects of the project, including potential customers and their needs, as well as the features and benefits the product will provide by allowing diagnostic tests to be conducted remotely.
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
This document provides information on the marketing communications services of HealthFlash, including:
- An overview of the creative communications services they provide such as public relations campaigns, press kits, articles, brochures, and video presentations.
- Bios of the account leadership including their experience in public relations and medical industries.
- Bios of the account team members and their public relations and marketing communications backgrounds.
QoC Health - Hacking Health presentation - Sarah SharpeJenna Blumenthal
QoC Health is a mobile technology company that develops patient engagement solutions to address healthcare challenges like high readmission rates and costs. Their solutions engage patients through the transition from hospital to home using mobile monitoring designed with patient input. QoC Health's platform connects the circle of care including patients, providers, and caregivers to securely share health information and continuous feedback.
Affinity Therapeutics is developing drug-coated vascular grafts and drug-eluting wraps to reduce stenosis rates and failure in hemodialysis patients. They interviewed 128 potential customers including nephrologists, surgeons, and patients, and identified two minimum viable products - a coated graft and a drug-eluting wrap that could be used with fistulas or grafts. Based on further interviews and analysis, they determined the wrap has potential for a larger market. Affinity plans to submit a Phase II SBIR grant to further develop the wrap MVP and continue cultivating relationships with key opinion leaders and medical centers.
The team conducted over 100 interviews to validate treating atrial fibrillation using vagus nerve stimulation. Early interviews focused on advanced AF patients but later showed a need to treat early-stage AF patients. The team received funding to develop the approach and acquired a CE marked implantable pulse generator. They completed a feasibility study and are seeking funds for a larger trial to further prove clinical outcomes.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
The document outlines the journey of a startup called Pesticide.ID in developing a product to provide consumers transparency about pesticide residues in food. It describes 5 phases of customer research conducted with over 100 interviews. Phase 1 involved interviews with health conscious consumers. Phase 2 involved retailers. Phase 3 involved farmers, distributors and suppliers. Phase 4 scouted other market opportunities. Phase 5 pivoted the focus to new parents based on research findings. The journey continues to test and validate the business model through an MVP and generating social media traction.
Accelerated Medical Diagnostics is developing PlatinDx, a diagnostic test that predicts sensitivity to platinum-based chemotherapy drugs. The company was founded in 2008 and is led by CEO Paul Henderson along with CTO George Cimino and CSO William Hope. PlatinDx works by microdosing patients with chemotherapeutics and using accelerator mass spectrometry to analyze DNA samples to determine resistance or sensitivity. The total addressable market is $5 billion for solid cancers treated with chemotherapy worldwide, with the served available market of $1 billion in the US and a target market of $250 million for bladder cancer in the US. AMD conducted customer interviews and market testing through the UCSF LLP program to refine their value proposition and focus
Guidance to physicians providing expert services in the medicolegal arena, e.g. workers' compensation and disability systems, of how to perform this work in a virtual environment.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Earlyvangelists and the Metrics that Matter in HealthcareOrthogonal
Earlyvangelists are a special breed of customer that are a combination of early adopter and internal evangelist. They are critical to a startup success because they first buy the vision and then the product, and spread the news of the product. They are even more important in healthcare, a complex and risk averse sector of the economy where change and innovation can be very challenging.
Learn how to identify and find earlyvangelists and how to engage with them, what metrics they care about and how they can help you get the metrics that you need for the rest of the market.
Frost & Sullivan 2016 Innovation Award Research Summary for New Product Innov...Carestream
Frost and Sullivan’s 10-step process for evaluating candidates for the award.
Frost & Sullivan has awarded Carestream Health its 2016 North America Frost & Sullivan Award for New Product Innovation Leadership for innovation focused on value-based imaging that solves real-life problems and addresses unmet customer needs. This document summarizes the research and processes used by F&S for naming the winner.
Learn more about Carestream Health's medical imaging products at http://www.carestream.com/medical
#Innovation
#Aim2innovate
#winner
The document summarizes a team's Lean Launch Pad presentation for their startup called MIRA Medicine. The team aims to develop a software tool that uses algorithms and data analytics to help clinicians make complex treatment decisions for neurological diseases like multiple sclerosis. They have identified key challenges in MS treatment that their tool could address. Through customer interviews, they validated interest from potential clients like clinical researchers and gathered feedback to refine their product. The document outlines their business model, target customers, marketing strategy and plans for future development.
Authentic Asia Tea is conducting customer interviews and market research to develop an MVP for selling specialty Indian and Chinese teas. They are considering different business models like a tea cafe or kiosks located in high foot traffic areas. The document outlines initial market validation efforts including testing a concept kiosk location and collecting customer feedback.
The document provides information on a diagnostics team working on a project called Diagnosly. It lists the team members and their backgrounds. It then outlines the key aspects of the project, including potential customers and their needs, as well as the features and benefits the product will provide by allowing diagnostic tests to be conducted remotely.
This document outlines a business plan for a tea company called Kadak. It lists the team members and their degrees and LinkedIn profiles. It then has the team members select roles they would play on the team such as designer, picker, hacker, or hustler. Brief backgrounds are provided for each team member. The document then fills out a business model canvas covering key partners, activities, customer segments, channels, relationships, revenue streams, costs, and more.
The document describes the original idea for a customized workout platform for athletes. It then summarizes customer interactions and market research conducted, including directly speaking with 64 coaches. A key learning was that coaches are the gateway to accessing the target adolescent athlete market, and the product needs to be built with the coaches' needs in mind.
The document summarizes a final presentation for a class. It includes:
- Information on the team members and their roles in developing the SYNC product.
- An overview of the product development journey, including testing different business models and platforms.
- Details on the initial business model canvas, including key partners, activities, value propositions, customer relationships/segments, and the cost and revenue structures.
- Insights into the problems faced by long distance relationships and the needs SYNC aims to address, such as providing a private space for sharing media and messages.
The document provides an overview of a startup called Mi Casa that aims to revolutionize the home rental market. It summarizes the team's background and experience. It then outlines different versions of the business model as they tested various customer segments and value propositions. Through customer interviews and MVP testing, they focused on improving the rental search experience and providing a trusted social community for tenants. Their updated model focuses on aggregating listings and user reviews to become the top player across key dimensions of search.
An interview and survey process gathered information from 100 end users, 50+ manufacturers, 25 partners, and 22 domain experts. The document discusses building an adjustable kite that can be folded to decrease surface area and serve multiple wind conditions. Testing validated the value proposition for prospective kite surfers focused on cost and learning barriers. Partnerships with hotels and a direct-to-consumer website strategy are discussed to generate customer reach. The presentation outlines the company's journey in defining the scope through customer and industry canvases to build the business.
The document proposes three ideas for a renren app in China's college market:
1. An app that facilitates event meetings between college students. With a potential market of 20 million college students and $100 million in revenue. Customer interviews and surveys were conducted.
2. A website that helps organize events in China. It would provide value to event hosts.
3. A renren app that ranks and reviews all aspects of college campus life. It would provide value to users.
The document summarizes the team's idea evolution from week 1 to week 2 of their project. In week 1, they proposed a Middle East travel booking portal but received feedback that the value propositions and customer segments were too broad. In week 2, they pivoted to a social travel planning platform focused on group travel and influential customers seeking easy trip planning. However, further research found the market to be crowded and hypercompetitive.
The document outlines a business plan for Colorwheels, a company creating an interactive building set for girls. It provides details on the founders, customer discovery process involving interviews with parents and kids, and iterations made to the product and business model based on learnings. The business model canvas shown evolves over three phases as the company refines its value proposition, customer segments, channels, and revenue streams.
The document discusses the development of a temporary prosthetic device called FlexLeg for lower leg injuries. It provides an overview of the founders and the strengths and weaknesses of existing mobility options. Market research indicates a large potential customer base, and prototypes were tested with positive feedback. The document outlines the business model, revenue potential, manufacturing costs, and next steps which include further validation, partnerships, and registrations to bring FlexLeg to market.
AutoBid Plus provides estimates for auto body repairs by having customers upload photos of damage. Technicians then provide estimates in 15-90 minutes. The company has interviewed auto body shop owners and insurance adjusters to understand their needs. AutoBid Plus allows shops to bid on repair jobs and insurance companies to quickly get estimates. However, the business model is currently not profitable due to high costs of technicians' time to assess damage from photos.
The document outlines the genesis and validation of an idea for an online parking reservation business. Customer surveys found that people are willing to pay more for guaranteed parking spots and will reserve spots online. An MVP was launched with one parking lot partner which generated over 50 reservations in a few months without marketing. Based on this initial validation and industry expert feedback, revenue projections estimate the business can generate millions in revenue within a few years.
The document summarizes the progress of Team TRACE over 10 weeks in developing a solution to address forced labor in global supply chains. They initially thought brands just needed more data, but learned remediation is complex, brands lack resources and expertise. They then developed an idea for a platform connecting brands to NGOs for help, but received negative feedback. In weeks 7-10, they partnered with the Sustainable Apparel Coalition to create a platform for brands to pool resources and collaborate on remediating problematic factories, helping workers and saving brands money.
The document discusses how integrating diverse patient datasets from across delivery units, including demographic, clinical, financial, and physician data, allows healthcare providers to gain a more comprehensive view of the total patient experience. This transparency enables informed decision making around issues like staffing, spending, quality improvement, and physician performance metrics. By "following the facts" in the data, providers can better articulate their vision and priorities regarding areas such as ACO infrastructure, technology investments, and clinical pathways.
The Kingstree Group is a disability management firm founded to deliver better service than competitors and save customers money. They focus on achieving positive outcomes and significant savings for employer-customers through a proprietary medical management platform. Kingstree's staff delivers an unmatched service model through triage, predictive modeling, telephonic disability management, field case management, network management, FMLA management, short/long term disability management, and at-risk claims identification. Their internal K-Biz application increases information sharing and reporting capabilities. Kingstree aims to reduce indemnity costs up to 50%, medical costs up to 50%, benefit delivery costs up to 20%, and increase claims closure rates up to 20% through early intervention strategies.
Overview of the only cloud based application that allows healthcare organizations to leverage smartphone push notification, voice, text and email for both patient and employee communication.
The document describes a proposed Patient-Centered Research Management Group (PCRMG) which would integrate pharmaceutical companies, healthcare facilities, and patients by having patients directly involved in decision making for comparative effectiveness research trials and using a shared patient registry, with the goals of improving patient outcomes, controlling costs, and maximizing clinical utility for all stakeholders. Some risks addressed include ensuring patient privacy protections and preventing collusion between groups to maximize profits over patient care.
The webinar discussed measuring client value from microinsurance using the PACE framework to assess the product, access, cost, and experience of offerings, identifying opportunities to improve value through case studies from India, Kenya, and the Philippines, and analyzing microinsurance products in relation to informal alternatives and social security programs.
Generali provides comprehensive global health insurance with a focus on service. It has over 85,000 employees serving over 70 million clients in over 90 countries. Generali values innovation, flexibility, reliability, and professionalism. It offers worldwide health coverage with benefits like maternity care, medical evacuation, and optional dental and vision coverage. Generali simplifies processes and provides 24/7 customer service and claims management through online tools and multilingual support.
Findhealth.com aims to provide consumers with information on optimal healthcare services based on cost, time, distance, and risk. It connects customers with hospitals, insurers, and manufacturers via its online platform and API's. Key offerings include disease diagnosis, treatment cost comparisons, clinical trial information, and reviews/ratings of services. The business model relies on advertising, donations, and pro bono work from medical professionals to provide free services to customers while protecting their privacy and personal health information. Findhealth.com sees opportunities to expand through mobile/social media and raising its profile, but risks include regulation, retention of volunteer clinicians, and competition from larger tech companies.
A mobile health idea exchange and collaboration hub facilitating all healthcare stakeholders (e.g. providers, payers, physicians, therapist, caregivers) to develop applications and systems to care for their patients no matter where in the world they are when they need the care.
Improving Outcomes And Efficiencies Of Managing Patients In The Community - A...healthcareisi
This document discusses improving patient care and efficiencies through community-based care and remote monitoring technologies. It describes how telehealth, mobile apps, and remote patient monitoring devices can help manage patients with long-term conditions at home, reducing hospital visits and healthcare costs. Case studies show these technologies lowering emergency visits and hospital admissions while improving outcomes for patients and caregivers.
Verbeterjezorg.be is a
(Self) Assessment tool (Web2.0)
developed by both patients and care providers
to measure (patient) experiences in an innovative way
aimed at enhancing dialog between stakeholders
provide stakeholders with relevant information and create transparency
and a base for decision making, improvement and innovation.
ERA is an expense reduction consulting firm that has helped over 14,000 clients globally reduce expenses by an average of 19.7%. They work on a contingent fee basis, only earning a fee if they achieve measurable savings for the client. Their process involves analyzing a client's expenses over 6-8 weeks, defining options to reduce expenses over another 6-8 weeks, and then implementing solutions and monitoring for 24 months. ERA has expertise across many expense categories and a proven track record of success with many large clients across diverse industries. Their goal is to help clients reduce expenses through more cost-effective suppliers and processes, with no fee charged if no savings are achieved.
A Partnership in Innovation - Platinum Health & XL Axiata PresentationJoe Corrigan
Presented by Platinum Health's CEO Joe Corrigan
Platinum Health & XL Axiata launch event:
"A Partnership in Innovation" - Jakarta, Indonesia
September 30th, 2014.
Using structured analytics and big data can help reduce false positives and increase the efficiency of fraud detection efforts. Developing statistical models to identify outlier provider behavior patterns compared to accurate peer groups can incrementally reduce false positive rates by 3-5x compared to random selection. Combining multiple statistical models into a single scoring system and reviewing random samples from score tiers allows identification of true positives while limiting review of lower-risk false positives. Leveraging large, multi-payer datasets and refining peer groups improves model accuracy and effectiveness at identifying abnormal billing patterns.
The document discusses issues and opportunities in the pharmaceutical industry from the perspectives of patients, physicians, and payers. It then summarizes Proteus's approach to developing an "intelligent pharmaceutical system" called Raisin, which incorporates sensors into pills to monitor drug ingestion and effects on patients. Raisin combines data from the ingestible sensors with physiological and activity data to enable truly personalized medicine through a mobile app and collaboration with care providers.
Making the Right Technology Investments for Your PracticeWebley MD
In this presentation, two industry experts will discuss how automated appointment reminders and automated lab results can have an immediate, measurable impact in key areas of your practice. These affordable, subscriber based medical communication technologies improve the efficiency and profitability of all practices, whether large or small. You’ll learn how to avoid making the costly mistake of failing to invest in technology in order to “save money” in the short run, while harming the long term viability of your practice by continuing to rely on costly, time consuming methods of communication.
This webinar discusses defining a universal viewer that would allow radiologists to view medical images from multiple picture archiving and communication systems (PACS) from a single workstation. Presenters describe trends toward centralizing PACS and moving away from separate department-level systems. Challenges of current multiple PACS implementations include a lack of integration, specialized workstations not co-located with physicians, and user interface inefficiencies. A universal viewer is proposed as a thin client solution that could provide radiologists access to images and tools from various PACS from anywhere through separation of the viewer, storage, and application components. This would help standardize workflows and improve productivity.
KGC is a qualitative healthcare marketing research firm led by Kendall Gay with over 20 years of experience. They specialize in qualitative research for the pharmaceutical, biotech, medical devices, and healthcare industries. Their services include moderating focus groups and interviews, interpreting data, and providing reports to help clients with new product development, marketing strategies, and other areas. They utilize various technologies like video diaries and virtual focus groups to capture customer insights globally.
Connecting healthcare providers and public health departmentsCureMD
Designed to optimize healthcare outcomes, CureMD intuitively collects standardized data & seamlessly connects it with public health departments for care quality, disease prevention & cost control.
With CureMD, clinicians can easily contribute surveillance data to Public Health Departments without changing workflows or incurring extra work. Our built-in business intelligence consolidates information with intuitive dashboards to make public health management more effective and timely.
Data is only useful when it is effectively turned into information, which is then used by people to take action. An example of profitable and measurable ROI is shown by MD Anderson's use of a dashboard to act upon data generated by their call center to increase patient conversion.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
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Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
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Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
3. DIAGNOSLY - Yesterday
• Provider Automated, Optional Consumers
engagement • Convenience of time 24x7 Support Families (primarily
• Device mfg and place subsequent mothers)
• Diagnostic and relationships • Reduced cost for Automated, Optional in the pregnancy and
uninsured or high SDK Support early childhood
monitoring • R&D deductible plan phase + traveling
device OEMs • Customer subscribers Corporate families
support
• Insurance • Payer Approval • Reduced cost and • Indirect, trusted Device Makers
networks increased quality of supplier Small/med, at-home
Process
software monitors and
diagnostic devices
• Independent • Lower costs due to
sales reps reduced visits, less • Physician / Clinics
Payers
Insurance, Medicare,
• Engineers and fraud and • Online
• Healthcare consistent, comprehe Medicaid
designers nsive data
Professional • Independent Sales Providers
• Legal/Regulatory Reps
Staffed Remote • Improved patient
General
Knowledge
Centers outcomes Practitioners, Midwiv
(IP, FDA, HIPPA, es, Nurses, Office
• Earn more money via
etc) focus on higher value Manager, Specialists
procedures (Pediatricians, OB/G
YNs, vets etc)
• People (R&D)
• Regulatory & Liability • Testing fees (per test/kit)
• Customer acquisition
• 15% Commission • Testing fees (per test/kit)
• Free Beyond Provider Acquisition • Subscription
• Pay Per Click 3
4. DIAGNOSLY - Thursday
• Provider Automated, Optional Consumers
engagement • Convenience of time 24x7 Support Families (primarily
• Device mfg and place subsequent mothers)
• Diagnostic and relationships • Reduced cost for Automated, Optional in the pregnancy and
uninsured or high SDK Support early childhood
monitoring • R&D deductible plan phase + traveling
device OEMs • Customer subscribers Corporate families
support
• Insurance • Payer Approval • Reduced cost and Indirect, trusted Device Makers
networks increased quality of supplier Small/med, at-home
Process
software monitors and
diagnostic devices
• Independent • Lower costs due to
sales reps Payers
reduced visits, less
Self Insured
• Engineers and fraud and • Physician / Clinics Companies, Insuran
• Healthcare designers
consistent, comprehe • Self-insured co’s ce, Medicare, Medica
nsive data
Professional • Legal/Regulatory id
• Independent Sales
Staffed Remote Knowledge • Improved patient Providers
Reps
Centers (IP, FDA, HIPPA, outcomes General
• Earn more money via
etc) Practitioners, Midwiv
focus on higher value
procedures
es, Nurses, Office
Manager, Specialists
• People (R&D) • Testing fees (per test/kit)
• Regulatory & Liability
• Customer acquisition • Testing fees (per test/kit)
• 15% Commission and SPIFs • Subscription
• Marketing support for interest
generation • Data acquisition fee 4
5. Payer Discussions
OTC: FSA & Insurance cannot
reimburse OTC
CPT: Review indicates that some home
diagnostics have data acquisition codes
A major reason companies self insure is
that they can include this type of items
in plan
- Also likely to provide ready third party
MD/Nurse Hotline
5
6. Diagnosly Ecosystem
Pharmacy Medical Devices (OEMs)
Remote
Payers MD/Nurseline
Patients
Online Health Services
(3rd Party)
DIAGNOSLY
PLATFORM
Cloud & Data
Phone, Tablet Services
, and Web
PrimaryPh Independent Applications
ysicians Representatives
CONFIDENTIAL 6
7. Primary Archetype – Day in the life
Before Diagnosly
Heather, 36: • 10pm: Noah (5 yrs) comes out to say that his throat hurts
3rd time expectant mom • Mom uses artery thermometer
• Temperature is 101
• Mom gives him Tylenol and lozenge, puts him back to bed
• 7am: Noah still complaining of sore throat, looks pale, swollen
glands, fever still at 101
• 8am: Mom calls dr office as soon as it opens, makes appt for
11am
• Noah gets popsicle and watches TV with Ryan (3 yrs)
• Mom calls school to let them know Noah won’t be there, calls
Ryan’s jujitsu class to cancel for the day
• 10:30am: Mom, Noah and Ryan go to drs office, wait 20 min in
waiting room, 20 min in exam room, take strep test, wait for
results, get prescription called in (Noah and Ryan are VERY
bored)
• Noon: Mom, Noah, and Ryan go to Walgreen’s to pick up
prescription
• 12:30: Arrive home and give Noah antibiotic, take a Valium
CONFIDENTIAL 7
10. My Devices
Ear Infection Detector
Last Used: 4/20/12
WheezOmeter (Asthma)
Last Used: 4/15/12
Strep Throat Test
Last Used: 3/25/12
Thermometer
Last Used: 2/18/12
3
Home Reports Inbox My Devices
CONFIDENTIAL 10
11. My Devices
Connect a New Device
Start
3
Home Reports Inbox My Devices
CONFIDENTIAL 11
12. My Devices
Searching for Devices…
3
Home Reports Inbox My Devices
CONFIDENTIAL 12
13. My Devices
2 Devices Found
Select Device to Connect:
Ear Infection Detector
Strep Throat Test
3
Home Reports Inbox My Devices
CONFIDENTIAL 13
14. My Devices
Connecting…
3
Home Reports Inbox My Devices
CONFIDENTIAL 14
15. My Devices
Ready to Begin Test
Start
Strep Throat Test
Last Used: 3/25/12
3
Home Reports Inbox My Devices
CONFIDENTIAL 15
16. My Devices
Test in Progress…
3
Home Reports Inbox My Devices
CONFIDENTIAL 16
17. My Devices
Analyzing Data…
3
Home Reports Inbox My Devices
CONFIDENTIAL 17
18. My Devices
Test Complete
Your Results are Ready
View
Share
3
Home Reports Inbox My Devices
CONFIDENTIAL 18
19. Reports
Strep Test Results
4/20/12 11:05 AM EST
White Blood Cell 103 mcL
Red Blood Cell 32 mcL
Hemoglobin 1343 c/
Hierocratic 1535 c/
Platelets 10
Strep 342 mg/
Live
Consult
3
Home Reports Inbox My Devices
CONFIDENTIAL 19
20. My Physicians
Dr. Steve Blank, MD
Entrepreneurology
Last Contact: 4/20/12
Dr. Mike Johnson, MD
Pediatrician
Last Contact: 4/14/12
Dr. Anne Miller, MD
OB/GYN
Last Contact: 3/29/12
3
Home Reports Inbox My Devices
CONFIDENTIAL 20
21. Primary Archetype – Day in the life
After Diagnosly
• 10pm: Noah (5 yrs) comes out to say that his throat hurts
• Mom uses artery thermometer
• Temperature is 101
• Mom swabs his throat and does a Diagnosly Strep Test which
comes back positive
• Diagnosly sends results to central server, runs confirmation
scan and calls in prescription to 24 hour pharmacy
• Noah takes Tylenol and lozenge
• 10:30: Jason (dad) goes to pharmacy to pick up prescription
• 11pm: Noah takes antibiotic
• Everyone goes to sleep
• 8am: Mom calls Noah in sick to his school
• 11am: Noah goes with Mom to watch Ryan’s jujitsu class
CONFIDENTIAL 21
22. Adword Campaign • Signs of market
demandamong
target segment.
(young parents)
• Signs of broader
demand for home
diagnostic tests.
CONFIDENTIAL 22
23. Sales Funnel
Consideration
Unbundling
Awareness
Cross-Sell
Purchase
Referrals
Interest
Up-Sell
Keep
Consumers
• Physician Recommendation (Partnerships)
• Self-Insured Company Health Plan Recommendations
(Partnerships)
• Viral in online mother’s groups (Earlyvangelists)
Providers
• Independent Sales Force (Existing Relationships & Cold Calls)
• Trade Journal Marketing
• Professional Conferences
CONFIDENTIAL 23
24. Sales Funnel
Consideration
Unbundling
Awareness
Cross-Sell
Purchase
Referrals
Interest
Up-Sell
Keep
Consumers
• Recommendations from physician groups
• Recommendations from other mothers
• Targeted marketing campaign
Providers
• Sponsored research and articles regarding improved outcomes
• Diagnosly forwards leads to independent reps
CONFIDENTIAL 24
25. Sales Funnel
Consideration
Unbundling
Awareness
Cross-Sell
Purchase
Referrals
Interest
Up-Sell
Keep
Consumers
• Ask physician for validation
Providers
• Speak to independent reps
• Review materials for medical validity
• Provide free samples
CONFIDENTIAL 25
26. Sales Funnel
Consideration
Unbundling
Awareness
Cross-Sell
Purchase
Referrals
Interest
Up-Sell
Keep
Consumers
• Subscription or One Time Purchase
• From physician, online, pharmacy
Providers
• Indirect Sales Force
CONFIDENTIAL 26
28. DIAGNOSLY - Monday
• Diagnostic and
Problem / Need –
1. Medical diagnostic
monitoring device Get customers:
• R&D tests cannot be Patients
OEMs • Partnerships
• Lab-on-chip OEMs • Tech support conducted effectively Device Makers
outside of a hospital or • Online marketing
• Health networks • Partner sales & Physicians
clinic. Keep + Grow:
• Testing labs support Payers
• Clinical research • Quality service and
• Customer support 2. Developing and Researchers
companies • user experience
maintaining proprietary
• Online health service software for each device
providers What they want:
is expensive
• Fewer hospital
Getting from them: 3. Integrating patient visits (spend less
• Hardware to conduct data is hard time, and money)
diagnostic tests • On-demand testing
• Access to customers
Payment process
Key Features – • Online (direct) • Frequent testing
Provide an easy way for • Physicians • Access to test data
• Industry experts
Giving them: diagnostic devices to
• Hospitals • Integration with
• Engineers and connect to the
• A platform other health data
designers internet, so that patients • Clinics
• Mobile connectivity • Privacy, security
• Data mgmt • IP experts and physicians can run • Health
• Integration with online • Privacy experts tests and access their networks
health ecosystem • Lawyers data from anywhere.
• People (R&D)
• Tech infrastructure • Testing fees (per test)
• Customer acquisition • Monthly subscriptions (freemium model)
28
29. DIAGNOSLY - Tuesday
• Convenience of time
• Diagnostic and Consumers
monitoring device
and place Get customers:
Families (primarily
OEMs • R&D • Reduced cost for • Partnerships
mothers) in the fertility
• Lab-on-chip OEMs • Tech support uninsured or high • Online marketing testing, pregnancy, and
• Health networks • Partner sales & deductible plan Keep + Grow: early childhood phase
• Testing labs support subscribers • Quality service and
• Clinical research • user experience
• Customer support
companies • Reduced cost and Device Makers
• Online health service increased quality of Makers of at-home
providers software monitors and
diagnostic devices
Getting from them: • Lower costs due to
• Hardware to conduct reduced visits, less Payers
diagnostic tests fraudand Insurance, Medicare, M
• Access to customers
Payment process
consistent, comprehe • Online (direct) edicaid
nsive data
• Industry experts • Physicians Providers
Giving them: • Engineers and • Improved patient • Hospitals General
• A platform outcomes Practitioners, Midwives,
•
designers • Clinics
Mobile connectivity • Earn more money via Nurses
• Data mgmt • IP experts
focus on higher value • Health
• Integration with online • Privacy experts procedures networks
health ecosystem • Lawyers
• People (R&D)
• Tech infrastructure • Testing fees (per test)
• Customer acquisition • Monthly subscriptions (freemium model)
29
30. DIAGNOSLY - Wednesday
Automated, Optional Consumers
• Convenience of time 24x7 Support
• Provider and place Families (primarily
subsequent mothers) in
engagement • Reduced cost for
Automated, Optional the fertility
• Device mfg uninsured or high
SDK Support testing, pregnancy, and
deductible plan early childhood phase
relationships subscribers
• R&D Indirect, trusted
Device Makers
• Diagnostic and supplier
• Customer • Reduced cost and
Small to medium makers
monitoring of at-home monitors and
support increased quality of diagnostic devices
device OEMs software
Payers
Insurance, Medicare, Med
• Insurance • Lower costs due to
icaid
reduced visits, less Providers
networks
• Engineers and fraud and General
consistent, comprehe Practitioners, Midwives, N
• Independent designers nsive data • Online urses, Office
sales reps • Legal/Regulator • Independent
Manager, Specialists
• Improved patient (Pediatricians, OB/GYNs
y Knowledge sales reps , vets etc)
(IP, FDA, HIPPA, outcomes
• Earn more money via • Physicians / Livestock Managers
Cattle ranchers, horse
etc) focus on higher value Clinics farmers
procedures Drug Developers
Big Pharma, Biotechs
• Testing fees (per test/kit)
• People (R&D)
• Customer acquisition
• Regulatory & Liability
30
31. DIAGNOSLY - Thursday
• Provider Automated, Optional Consumers
engagement • Convenience of time 24x7 Support Families (primarily
• Device mfg and place subsequent mothers)
• Diagnostic and relationships • Reduced cost for Automated, Optional in the pregnancy and
uninsured or high SDK Support early childhood
monitoring • R&D deductible plan phase + traveling
device OEMs • Customer subscribers Corporate
support
families $$$
• Insurance • Payer Approval • Reduced cost and Indirect, trusted Device Makers
networks increased quality of supplier Small/med, at-home
Process
software monitors and
diagnostic devices
• Independent • Lower costs due to
sales reps reduced visits, less • Physician / Clinics
Payers
Insurance, Medicare,
• Engineers and fraud and • Online
• Healthcare consistent, comprehe Medicaid
designers nsive data
Professional • Independent Sales Providers
• Legal/Regulatory Reps
Staffed Remote • Improved patient
General
Knowledge
Centers outcomes Practitioners, Midwiv
(IP, FDA, HIPPA, es, Nurses, Office
• Earn more money via
etc) focus on higher value Manager, Specialists
procedures (Pediatricians, OB/G
YNs, vets etc)
• People (R&D)
• Regulatory & Liability • Testing fees (per test/kit)
• Customer acquisition
• 15% Commission • Testing fees (per test/kit)
• Free Beyond Provider Acquisition • Subscription
• Pay Per Click 31
32. DIAGNOSLY - Friday
• Provider Automated, Optional Consumers
engagement • Convenience of time 24x7 Support Families (primarily
• Device mfg and place subsequent mothers)
• Diagnostic and relationships • Reduced cost for Automated, Optional in the pregnancy and
uninsured or high SDK Support early childhood
monitoring • R&D deductible plan phase + traveling
device OEMs • Customer subscribers Corporate families
support
• Insurance • Payer Approval • Reduced cost and Indirect, trusted Device Makers
networks increased quality of supplier Small/med, at-home
Process
software monitors and
diagnostic devices
• Independent • Lower costs due to
sales reps Payers
reduced visits, less
Self Insured
• Engineers and fraud and • Physician / Clinics Companies, Insuran
• Healthcare designers
consistent, comprehe • Self-insured co’s ce, Medicare, Medica
nsive data
Professional • Legal/Regulatory id
• Independent Sales
Staffed Remote Knowledge • Improved patient Providers
Reps
Centers (IP, FDA, HIPPA, outcomes General
• Earn more money via
etc) Practitioners, Midwiv
focus on higher value
procedures
es, Nurses, Office
Manager, Specialists
• People (R&D) • Testing fees (per test/kit)
• Regulatory & Liability
• Customer acquisition • Testing fees (per test/kit)
• 15% Commission and SPIFs • Subscription
• Marketing support for interest
generation • Data acquisition fee 32