Business Models in Telemedicine PDF

Business Models In
Telemedicine
Improving Last Mile Health Delivery
December 2017
Disclaimer: The opinions, ideas, statements, and interpretations in this report do not offer warranties; make representations, assurances, or undertakings
of any kind, expressed or implied. The information provided in the report is constrained by the credibility of the primary and secondary research
sources. IPE Global Limited and PAHAL assume no liability for any loss or damage that may result from any reliance on the information, ideas, analyses,
projections or discussions of any kind that is presented in the report.
Business Models in Telemedicine 3
Contents
Executive Summary 4
Background 6
Introduction 12
Objective and Methodology 12
Telemedicine Business Models 13

Neurosynaptic Communication 14
Apollo Tele Health Services 16
Glocal Digital Dispensaries 18
Yolo Health 20
Medongo 22
eVaidya 24
World Health Partners 26
Welcare 28
Hello Health 30
Doctor Insta 32
The Opportunities 34
The Challenges 35
The Way Forward 37
Conclusion 38
4 Business Models in Telemedicine
Executive Summary
D
espite rapid economic progress, India is home to some of the world's poorest health
indicators. There are reportedly only 7 physicians for 10,000 people (WHO Statistics
2014), and public health infrastructure is absent in remote locations. Moreover, there
is a clear disparity in the distribution of healthcare infrastructure and resources in rural and
urban areas. While 66% of India’s population lives in rural areas, they have access to only 33%
of the doctors (PwC Report).
Availability of Health Infrastructure in India as Compared to WHO Standards

Doctors per
0.65
1,000 1.0
population
Nurses per
1.3
1,000 2.5
population
Hospital Beds per
1,000
Source : PwC Report

1.3 3.5
population
India WHO
This indicates that the existing public healthcare infrastructure in India is not sufficient
to meet the needs of the burgeoning population. The central and state governments do
offer universal healthcare services, free treatment and essential drugs at government
hospitals, but the hospitals are understaffed and under-financed, forcing patients to visit
private medical practitioners and hospitals, consequently leading to high out of pocket
expenditure.
PAHAL
Partnerships for Affordable Healthcare Access and Longevity
(PAHAL or “Pahal”) is a joint initiative of United States Agency Reach
10 Million
for International Development (USAID) and IPE Global, which Urban Poor in India
aims to provide catalytic support to growth stage and scalable

social enterprises in developing affordable & quality healthcare
Reduce out of pocket
solutions for the urban poor. Pahal is a collaborative platform expenditure on healthcare
for underserved urban
which seeks to connect, capacitate and catalyze innovative social communities by 30%
in coverage
enterprises focused on improving health outcomes. areas
Currently, Pahal is evaluating innovative solutions with the dual goal of

improving access to healthcare and reducing out of pocket expenditure for the poor. Pahal
platform has also launched the Pahal Health Fund to invest in growth stage, scalable social
enterprises improving health outcomes.
PAHAL Platform
The project has collaborated with healthcare provider networks consisting of 700+ hospitals,
3,000+ doctors and over 15,000 community workers and owning an exclusive health care
delivery model, with the objective of reaching out to 10 million urban poor and reducing out
of pocket expenditure by 30%.
700+
Health Facilities
3,000+
Doctors
15,000+
Health Workers
10 Million
Urban Beneficiaries
STRATEGIC FRAMEWORK
PAHAL has adopted an ecosystem approach to strengthen and scale market based healthcare
solutions to improve access to quality healthcare for underserved urban communities. The
project focus is to identify innovative business models, provide them with Technical Assistance,
Market Access and Access to Capital in order to help maximize their capacities by keeping
the cost of delivery low, increasing the reach and ensuring quality delivery protocols and
improved patient experience.
Some of the Strategic Interventions

of the Project Are
Technical Assistance
• Strengthening Business Models
• Strengthening Outreach
• Enabling Technology
• Positioning Brand Equity
Access to Market
Social • Demand for Health Services
Enterprises • Affordable Health Insurance
• Expanding Last Mile Reach
Access to Capital
• Grants
• Debt
• Equity
PAHAL's review of business models in telemedicine

Telemedicine enables healthcare professionals to evaluate, diagnose and treat patients situated
remotely using telecommunications technology. A comprehensive telemedicine solution has the
potential to bridge the disparity in the distribution of doctors and health infrastructure, reduce
cost of primary care and improve delivery of quality healthcare to the last mile. Therefore,
telemedicine is one of the key focus areas for Pahal. In order to develop a comprehensive
understanding of the telemedicine landscape in India, Pahal took up the review of ten business
models in telemedicine for identifying challenges and opportunities, using secondary review
and informal discussions. A brief summary of the models assessed is given below.
MODEL Brief PROFILE

Neuosynaptics Provides hardware and software solutions for remote
Bengaluru diagnosis and consultation. Products equipped to work in
low resource conditions.They only provide technology &
depend on service providers for execution.
Apollo Tele- Promoted by Apollo chain of hospitals, focused on

health Services specialized care like tele-radiology, tele-cardiology etc.
Hyderabad Have run primary care models in partnership with the
government.
Glocal Digital G1 Digital Dispensary delivers healthcare solutions –

Dispensary consultation, medication and basic diagnostics. Glocal has
Kolkata a proprietary decision support system and a web-based
tele-consultation platform supported by its hospitals;
management has experience of scaling-up.
Yolo Health Health ATMs perform health check-up, connect to

ATMs a doctor and maintain records.Yolo is a technology
Mumbai solutions provider and depends on implementation
agencies/service providers for expansion and execution.
MedOnGo Provides telemedicine services through its kiosks and

Bengaluru medicine dispensers; only technology provider; depends
on implementation agencies/service providers for
expansion and execution.
eVaidya Leverages different platforms including voice, video chat,

Telangana email, instant messaging, discussion forums and social
media. Also runs ePHCs in partnership with government
of Andhra Pradesh. Focus shifting towards corporate
wellness programs.
World Health Not for profit organization working on Social Franchising

Partners model for providing healthcare in remote areas. Focus on
New Delhi reproductive health services; dependent on donor funding.
Welcare Remote Ophthalmology services, operating out of

Chennai established hospitals and clinics (revenue sharing);
scalability depends of finding suitable local partner.
Hello Health A company initially focused on homecare and tele-cancer

Mumbai care, now setting up digital clinics which provide affordable
tests and intend to enable tele-consultation as well.
Doctor Insta Providing patients video consultations from enrolled

Gurgaon doctors through an app. Focusing on middle class
urban population.
In the following sections, the report aims to present an in-depth analysis of the ten telemedicine
models selected, and subsequently list down the opportunities and challenges facing the
telemedicine industry in India. The report concludes with suggestions on the possible next
steps that could help in scaling-up of existing telemedicine solutions in the country.
Background
The Indian Healthcare Challenge
I
ndia has made significant economic progress, sharply reducing extreme poverty. However,
its achievement on human development is far from satisfactory. India has one of the poorest
health indicators globally. A new health index launched at the UN General Assembly ranks
India 143 out of 188 countries. India's total healthcare spending is less than 5% of its GDP,
significantly lower than the world average of ~10%. Public expenditure on health has been
historically low in India, barely over 1% of GDP, one of the lowest globally.
Consequently, the existing public healthcare infrastructure in India is not sufficient to meet
the needs of the burgeoning population. The central and state governments do offer universal
healthcare services, free treatment and essential drugs at government hospitals, but the
hospitals are understaffed and under-financed and suffer from inadequate infrastructure,
shortfall in trained manpower, massive absenteeism and poor quality of care.
The availability of health infrastructure and health professionals in India is inadequate in

proportion to its population, with less than 8 qualified doctors per 10,000 people1 against
global average of 15 doctors per 10,000 population and 7 available hospital beds per
10,000 population as opposed to 29 beds per 10,000 globally. (WHO Statistics and World
Bank Data).
Shortfall of Specialist Doctors in CHCs in 2015 (%)

100
90
83 83 82
80 76 81
70
60
50
40
30
20
10
0
Surgeon Obs & Gyn Physician Paediatrician Overall
Source : PwC Report
1 Allopathic Doctors registered with MCI, 2017

Nearly 75% of dispensaries, 60% of hospitals and 80% of doctors are located in urban areas,
where only 23% of the population resides2. Most of the medical practitioners are concentrated in
metros/tier-1 cities, especially in the prosperous areas. Rural, peri-urban areas and urban slums
lack adequate access to quality primary healthcare. Much of the care delivered in underserved
areas is through private unlicensed providers commonly called Registered Medical Practitioners
(RMPs) or “quacks” or through the public sector primary or community health centers.
The convergence of technology and healthcare has opened up a whole new world of possibilities.
Telemedicine models using cloud computing, wireless technologies, electronic health records,
hospital management information systems, and tele-care services are best positioned to bring
in cost-efficiency, reduce consultation time, improve accuracy of treatment and diagnosis, cater
to a large number of customers remotely, and maintain high standards of service delivery by
providing access to quality care on a real time basis.
What is Telemedicine?
Telemedicine helps individuals to access
healthcare services by the usage of Overcome
telecommunication and information Geographical Provide
technology and is completely independent of
Barriers Clinical
the distance between the health care expert
and patients. Telemedicine is primarily
Support
used to overcome distance barriers and
improve access to medical services that
would often not be consistently available Telemedicine
in distant rural or urban communities.
Residents of these areas often have
substandard access to specialty healthcare, Use of
primarily because specialist physicians Improve
ICT
are more likely to be located in areas of Health
concentrated urban population. Recently, Outcomes
telemedicine has widely taken assistance
in handling critical care procedures as well.
2 Rural Health Statistics Government of India Ministry of Health and Family Welfare Statistics Division, 2014-15
In India, the telemedicine services are majorly classified under the following areas:
Tele-consultation Tele-radiology Tele-ophthalmology Tele-ICU
Tele-dermatology Tele-surgery Tele-pathology Tele-psychiatry
The telemedicine market has been largely dominated by Tele-radiology. Tele-radiology

involves the electronic transmission of patient’s radiographic images such as x-ray, CT scan
or MRI from one location to radiologist sitting at another location for interpretation. Tele-
consultancy is the second largest contributor to the revenue earned by Indian telemedicine
industry during FY’2015. Tele-consultancy is defined as audio and video communication link
between the patient and the doctor or between doctors of different disciplines. Tele-ICU has
been regarded as the third largest category in the telemedicine market of India according to
a report by Ken Research.
“The delivery of health care services, where distance is a critical factor,

by all health care professionals using information and communication
technologies for the exchange of valid information for diagnosis,
treatment and prevention of disease and injuries, research and evaluation,
and for the continuing education of health care providers, all in the
interests of advancing the health of individuals and their communities”
— WHO
Benefits of Telemedicine
Access to Primary Access to Regular Reduced Cost of

Healthcare Specialists Monitoring Healthcare
Telemedicine has the potential to revolutionize healthcare in India and make universal healthcare
access, a reality. Telemedicine solutions can help in bringing down provider and patient costs
as well as improving the accessibility to quality medical professionals. With the coming of
telemedicine, regular and timely monitoring is possible, eventually leading to improved health
outcomes among patients.
Growth of Telemedicine
The growth of telemedicine is a result of numerous developments taking place in the technology
and digital landscape in India. India is witnessing a digital revolution, aided by its growing
smartphone and internet penetration. The usage of smartphones and the internet continues
to increase YoY in India, currently at a 20%-30% CAGR, and it has been predicted that India’s
smartphone population will surpass that of the US in the next few years3. Digital adoption offers
greater connectivity and collaboration, increased accessibility to information and services and
personalization of products and services.
Internet Users (per 100 people)

300
292.53
270
240
210
180
150
120
90
60
28.65
30 2.81 10.07
0
2006 2011 2016 2026
Source: World Bank, PwC analysis
Growing awareness, particularly with the younger and middle age of Indian demographics,
has resulted in a huge demand for online consultations and second medical opinion as it
helps patients get medical advice from experts from anywhere in the world. With the advent
of e-health platforms, assisted by telemedicine, physical distance is no more a barrier. Due
to easy accessibility, convenience, reduced travel time, and affordability several patients are
opting for telemedicine and online healthcare services.
The telemedicine landscape is further enhanced as a result of India’s thriving entrepreneurial

and start-up culture. India is ranked 3rd among middle-income economies in the Global
Innovation Index4. The public sector’s investment in this culture, through the Startup India
initiative, is adding to this interest. The stage is set for a more disruptive, engaged and digitized
India. While these digital drivers are fairly recent, India has had other more long-standing
indicators, such as a growing economy, that are conducive to the growth of telemedicine
in India. Moreover, healthcare is one of the fastest growing industries and is expected to
expand at a CAGR of 18.3% during 2012–20 to reach $280 billion.
Pillars of Transformation
Improving Higher Mobile and Increasing Investor

Technologies Internet Penetration Government Focus Interest
3 PwC Report
4 https://www.globalinnovationindex.org/userfiles/file/reportpdf/GII-2015-v5.pdf
Innovators are increasingly capitalizing on the technological and digital revolution to manage
disparity and inequity in healthcare. This focus on technology is driving a CAGR of 14.02%5 from
2014-2019 in the Healthcare Technology Market in India. India is increasingly being identified as
a global playground for latest and innovative trends in healthcare deliveries. India’s telemedicine
market was valued at $100 million in 2011 and has reportedly grown to four times by the end of 2016.
The Ministry of Health and Family Welfare, India Telemedicine Market

(million USD)
Ministry of Communications and Information
Technology, state governments, and ISRO have
all taken on significant roles in improving the IT
infrastructure for health facilities in India. 35%
450
Thus, the pillars enabling this transformation in
India are: improving technologies, higher mobile 100
and internet penetration, increasing government 2011 2016
focus and investor interest.
Source : PwC Report
5 Technavio Analysis
Introduction
I
n line with Pahal’s objective of supporting scalable and sustainable business models
improving health outcomes amongst Indian poor, below is an in-depth analysis of ten
business models in the telemedicine space that have the potential to increase access to
affordable healthcare in the remotest of areas, thereby generating significant social impact.
Objective & Methodology

Ten telemedicine models in India were reviewed in order to identify opportunities and
challenges and understand requisites for achieving scale. These models do not represent an
exhaustive list. They are a sample of the different types of models operating in the market.
These were the most prominent models at the time, and have been selected keeping in mind
the variety of technology interfaces used – mobile apps, telephony, video consultations, and
kiosks among other technologies to offer generalized as well as specialized care to different
demographic segments.
The review of models was based on available secondary information, supplemented by one
to one discussions with the management team of few of the models. Each telemedicine
model was analyzed on the following parameters:
Focus of Care Business Model Technology Affordability Management Team
Primary data from implementation was used to analyze early trends.

Telemedicine
Business Models
Neurosynaptic Communications
Founded Year 2002
Headquarters Bengaluru
Current Investors Axilor Ventures, Health Quad, Indian Angel Network,Ventureast, Currae
HealthTech Fund, Grand Challenges; total disclosed funding: $1.04M
Promoters/Founders Sameer Sawarkar (Founder & CEO): Graduated from Indian Institute of
Science, Bangalore. Over 16 Years of experience in key technical, engineering
and management roles.
Rajeev Kumar (Founder & COO): Graduated from Indian Institute of
Science, Bangalore. Over 15 years of experience in technical, operational
and management roles.
Outreach Deployed its ReMeDi solution in over 2,000 villages across 10 states of
India largely through WHP/NGO partnerships. Presence in nine other
countries in South-Southeast Asia and Africa
Overview
Neurosynaptic Communications Pvt. Ltd. (NCPL) provides integrated hardware and
software solutions for primary diagnostics and telemedicine and also provides turnkey
project management to healthcare delivery companies and other implementation partners.
NCPL’s offerings include:

ReMeDi® Solution: Integrates end to end
healthcare ecosystem. The solution provides
real time measurement of vital parameters
and is easy to operate for paramedics or even
non medicos. Solution is compliant with IEC
60601 and validated by some of the most
prestigious Medical Institutes of India.
ReMeDi® Nova: Android based portable

solution which can perform ECG, BP, Heart
Rate, Auscultation, Oxygen Saturation &
Temperature; point of care (PoC) diagnostic
tests like Fetal Doppler, Blood and Urine
tests. The ReMeDi® – NOVA is a portable
solution with multiple diagnostic working on
Bluetooth with low energy connectivity to
the tablet mobile.
ReMeDi® Platform: Solution for screening, primary diagnostics & triaging that connects Doctors,
Tele Medicine Center, Pharmacy, Hospital, Diagnostic Lab and can be operated by non-medicos.
NCPL sells its remote e-Healthcare delivery platform and enterprise solution to governments
(India and abroad), private sector hospitals and NGOs to create an ecosystem for rural
healthcare through end-to-end linkages for delivering care. NCPL provides products which
are suitable to perform in the challenging environment of rural areas, providing primary care
to the most vulnerable section of society.
Review of the Model

Parameters Description
Focus of Care omprehensive telemedicine solution, captures most of the vital diagnostics, and
•C
enables remote consultation
• Diagnosis and test on 35 parameters
Affordability •T he cost of services is dependent on the partner, which implements the solution on
the ground
ost of device is reasonable, around `2.5-3 lakh, which can translate into lower
•C
pricing
Business Model nly a technology provider (B2B)
•O
hey have provided equipment to most of the large telemedicine networks,
•T
including government of India, Sky Clinics and Glocal
• S cale-up is dependent on implementers
Technology • P roprietary product, but uses some third party devices
•C overs most of the vital parameters and is internet enabled
•U ses 32 Kbps of bandwidth and 2 watts power which can be charged with the help
of USB port
eMeDi® – NOVA is a portable solution with multiple diagnostic tests and works
•R
on Bluetooth with low energy consumption
Team • Founders have a sound expertise in building technology solutions
• Progress on innovation front but challenges in scale up
Apollo TeleHealth Services

Founded Year 1999
Headquarters Hyderabad
Vikram Thaploo (CEO): 15 years of experience across

companies such as Barista Coffee, Pattisier’s Gallery, Express
Promoters/Founders retail and Steeplejack
Prathap C Reddy (Founder): Indian entrepreneur and
cardiologist, who founded the Apollo Hospitals Group
Outreach 115 telemedicine units across 13 countries including India,

Sri Lanka, Nigeria, Oman, UAE, Uganda,Yemen among others
Overview
Apollo TeleHealth Services (ATHS) is the telemedicine arm of Apollo which provides a host
of services and solutions through various programs. Apollo leverages its existing human
resources to provide tele-healthcare services to the people. It launched PPP models with state
governments to serve local communities. Apollo also provides tele-consultation services in
CSCs (Common Service Centers). Apollo provides a large set of services including niche
services such as tele-cardiology, coupled with extensive range of programs for its patients.
The Apollo TeleHealth solution uses high speed VSAT enabled

connectivity, Mobile Medical units designed by Phillips. An
in house team of experts in Apollo is involved in software
development & maintenance for the purpose of tele-
consultation.
• Services include tele-consulting, tele-radiology, tele-

cardiology, tele-emergency, condition management,
tele-home care and tele-ICU.
• Solutions include kiosks, mobile medical

units for disaster management and
mHealth. Kiosks are equipped with
medical instruments such as digital
ECG, body scale, computer with
Medeintegra enabled & printer, digital
BP monitor, digital stethoscope, video
conference and patient couch.
Review of the Model

Focus of Care
lthough running eUPHCs, the focus is on enabling access to specialist and super-
•A
specialist care e.g., tele-cardiology, tele-radiology etc.
ost of consultation for primary care in CSC is `100. However, the specialist
•C
Affordability
consultation costs are higher, ranging between `1,000 to `2,000
• P PP with State Government (government pays)
Business Model • Partnered with CSC to provide tele-consultation (franchise model)
• Specialization telemedicine centers in its existing facilities
• High Speed Technology,VSAT enabled
Technology • Tie ups with ISRO and Phillips
• Has its own software division for managing the IT infrastructure
Team • Able management with experience in successfully running hospitals
• Programs undertaken by company

include – eUPHCs with Government &
Telemedicine centers.
• Common Service Centers: Provide

primary & preventive healthcare services
to rural communities and also promote
social health education.
•Corporate Care: Telemedicine setup is

made available at the workplace and
staff can consult Apollo doctors.
Glocal Digital Dispensaries

Founded 2010
Headquarters Kolkata (West Bengal)
Dr. Sabahat Azim (Founder & CEO):

Promoters/Founders A trained Medical Doctor and ex-IAS; founded SREI Sahaj
e-Village Ltd, a pan India rural ICT Venture and Glocal’s
affordable hospital chain.
Outreach 100+ digital dispensaries in Rajasthan, Odisha, West Bengal and

Jharkhand
Overview
Glocal Healthcare Systems Private Limited, which has successfully launched low cost
hospitals in underserved cities, intends to setup a chain of ‘Digital Dispensaries’ called G1
Dispensaries to deliver comprehensive primary care including consultation, medication, and
investigation in the underserved parts of India. Glocal has developed a proprietary software
solution, Hellolyf which is used for tele-consultation and works on 2Mbps connectivity. It has
also developed an intelligent clinical decision support system tool called LitmusDx. Services
include tests & diagnosis for primary healthcare, consultation with the doctor, prescription
for the treatment and dispensation of drugs as per prescriptions. The digital dispensary
has a mini-lab which can test for Malaria, Dengue, Typhoid, HB, Blood Sugar
& urine analysis and a pharmacy. Each of the dispensaries is linked to Medical
KPO through STUN & TURN servers. G1 digital dispensary currently operates
in three models:
Public-Private Partnership Model: Glocal enters into a PPP with state

governments wherein the government pays for the setup and operating cost
(salary of staff and other running costs).
Self-owned Model: In this model all the expenses are

undertaken by Glocal and the customer is charged directly.
The average pricing for a complete consultation is aimed
at around `120 (consultation inclusive of medication) and
tests are charged separately.
Franchised Model: A local entrepreneur invests in the

equipment and Glocal provides the backend support (including
doctors for consultation). The patients are charged as above
and the revenues are shared. Glocal is looking to scale up using
this model and has tied up with financial institutions for loans
to franchisees for the set up investment.
Review of Model
Focus of Care • Comprehensive primary healthcare, with referrals to Glocal and government
hospitals
• Dispensaries operated for the government are free for the public
(Government pays)
Affordability
• Consultations with basic medication priced at `120, with separate charges
for tests
• Owned, franchised and PPP models with state governments
• Owned models charge the patient directly
Business Model • In PPP models, government bears the set up as well as operating costs
• Utilizing capacity of in-house doctors from its hospitals
• Referral to Glocal and government hospitals for higher level treatment
• Glocal’s telemedicine framework uses webRTC, a browser based communication
between patients and doctors.
• Uses LitmusDx – end to end Clinical Decision Support System, developed by Glocal
Technology • Electronic medical record and prescription
• Sources hardware from other vendors and integrates it into a kiosk (has earlier
used Yolo and Neurosynaptic hardware)
• Offering also includes a remotely controlled medicine dispenser
Team • Able management team, which has scaled up hospitals and previously CSCs
(computer kiosks in rural India).
Yolo Health
Founded Year 2015
Headquarters Mumbai
Current Investors Chandigarh Angel Network, Fund Tonic, GrayCell Ventures; total disclosed
funding: $235,000
Dhilly Babu (Founder& Director): B.Tech and M.Tech, founded a Fintech

Promoters/Founders company, which has been acquired by Miles Software Solution.
Shreyas Gandhi (Founder & Director): Ph.D in Biomedical engineering, IIT B,
worked in R&D.
Currently 44 ATMs deployed across Karnataka, Chhattisgarh, Kolkata and

Outreach Mumbai; struck a deal with a consortium of NGOs which have potential to
deploy 2,000 units in 3 yrs.
Overview
YOLO Health builds Health ATMs which can perform health check-ups, connect to a doctor
and maintain patient records. The Health ATM caters to multiple diagnostic tests including
BMI & Body Composition, Pulse rate, Oxygen Saturation, Blood Pressure, Lipid Profile, Blood
Glucose, Hemoglobin, etc. It has a 12 Lead ECG, IR Thermometer, Derma scope, Digital
Stethoscope, HD Video Conferencing, finger print authentication, printer & scanner and a
capacity to instantly deliver health reports.
A patient can walk into a YOLO Health ATM, get a health check-up done while consulting
a doctor through telemedicine, get a prescription and even have mobile health access in
the future. The ATM has a tele-consultation module for remote consultation and can share
patient vitals with the doctors. The communication is done over a 1 Mbps bandwidth using
cellular network (2G/3G). The ATM offers both online and offline consultancy.
Review of the Model

Focus of Care • Provides technology for primary care and diagnostic services
• Enables remote consultation
• YOLO is largely a technology provider and the cost of services depend on
Affordability the implementer
TMs are priced between `2-5 lakhs, which is comparable to other similar products
•A
echnology solution provider that sells product to service providers – hospital
•T
chain, NGO, government etc.
Business Model
• Gets revenues from maintenance and replacement of consumables
• Dependent on orders from implementers for scale up
• Works on 2G/3G bandwidth (1 mbps)
• Online/offline consulting
Technology • Integrated with mobile platform and other HMIS solutions
• Includes several parameters of diagnostics; can integrate other diagnostic devices
and card based tests
Team • B oth the founders are serial entrepreneurs, and have been successful in scaling up
technology businesses in the past.
The ATM can also be easily integrated with other diagnostic devices and
HMIS applications. The YOLO health solution has the following features:
• Live video consultation

• Instant diagnostics
• Preventive health check-up
• Digital health record
• Option of continued mobile consultation
YOLO has the following two revenue models:

1. Selling the Health ATM unit to other health service providers, i.e.,
hospitals who want to open rural health clinics or implementation
agencies funded by Govt./NGOs.
2. Pay-per-use ATM – installed such ATMs at railway stations.
The Yolo device provides both diagnosis and consultation with a

good list of features. The technology is a platform which integrates
existing point of care solutions.
Medongo
Founded Year 2015
Headquarters Bengaluru
Nikhil Kariappa (CEO & Co Founder): Computer science engineer also

Promoters/Founders the director of Holkoi Technologies
Puneet Gurnani (CFO): Electronic engineer, Puneet has held the position
of manager with Grupo Kaybee and is also CEO at EHRscribe Inc.
Currently operational in 100 Mohalla clinics in Delhi and managing

Outreach 10,000 consultations per day; claims 25 lakh consultations completed
within 1 year of its establishment
Overview
Medongo is a healthcare delivery company, which not only provides telemedicine services
through its own kiosks but also provides technology solutions to other hospitals and clinics.
Their clinic management systems are being used in 100+ Mohalla clinics across Delhi.
Medongo also provides online consultation through remote care options, where people can
consult doctors from their homes. They have also ventured into services such as provisioning
doorstep sample collection, e-pharmacies, ordering home care services, thus creating a
complete health ecosystem.
MedonGo claims to have a unique cognitive, artificial intelligence interface to record, analyze,
and diagnose illness to support the health care systems. Some of the services offered by the
company are as follows:
Health Kiosks: Company has set up 20 kiosks which

provide instant doctor consultation through telemedicine,
remote diagnostics and medicines through a vending
machine. Telemedicine kiosks are equipped with Digital
thermometer, Stethoscope, ENT scope, BP Monitor,
Glucometer, HB monitor, Urine analyzer, Pulse reader,
ECG and body weight analyzer.
Inic Management Systems are loaded with features

such as OPD management, appointments management,
clinical decision support system, pharmacy inventory
management and billing systems.
The Kiosks are installed at strategic locations to assist

patients at hospitals, and primary care centers.
In rural locations, Kiosks are a key interface that
assist access to e-consults for users who may not
have access to personal computers or smart phones.
Review of the Model

• P rovides technology solution for telemedicine, currently covers vital
Focus of Care diagnostics only
as a medicine dispenser controlled remotely
•H
Affordability • Product priced around `5 lakh for ATMs & dispenser
• P rimarily technology providers with limited focus on managing service
Business Model provision to patients
•M edonGo depends on various partners to develop a healthcare delivery system
• Integrated with mobile platform
Technology • B oth online/offline consulting
•M anaged to reduce diagnosis time by 2-3 minutes per patient due to digital
records of patient history
Team • E xperienced founding team with serial entrepreneurs
The Medongo team is looking for government partnerships and NGOs to support setting
up health kiosks in rural areas where they integrate the rural demand with the urban supply.
They have also started to manage their own kiosks, however this is in experimental stage.
24 PAHAL Healthcare Innovations Report
eVaidya
Founded Year 2011
Headquarters Hyderabad
Srinivasa Rao Paturi (Founder & CEO): 20 yrs. experience in power sector in
various positions including COO and CEO
Dr. PBN Choudhary (COO): He has an experience of over 14 years in
Promoters/Founders Healthcare and Healthcare IT industry. He worked earlier for UnitedHealth
Group, Napier Healthcare Solutions Pvt. Ltd, MedRC Edu Tech and Cecilia
Healthcare Services Pvt. Ltd. He has MBBS from NTR University and MS in
General Surgery from Manipal Hospital
Outreach 500-700 remote consultations through Dial ur Doctor as of 2016.
Overview
eVaidya runs a dedicated medical helpline wherein doctors are available 24/7 for advice. The
company provides help in non-emergency conditions, working on primary and preventive
healthcare. It also provides customized healthcare plans for individuals, families and corporate.
It offers medical consultation over the phone, email, video chat, instant messaging, discussion
forums and VoIP. In PPP model eVaidya, with the state governments, sets up and operates ePHCs.
eVaidya offers following services:

Dial ur Doctor: Helps patients connect with specialist doctors from their home on a per
consultation basis or Monthly/Yearly subscriptions.
ublic Q&A: People can post queries on a public platform, which are answered by doctors,
P
free of cost.
ePHC: In a PPP model with Andhra

Pradesh government, company
sets up healthcare centers which
provide physical/virtual access to
physicians, lab (63 lab investiga-
tions), virtual access to specialists,
pharmacy and imaging services .
Corporate Wellness: Company

offers comprehensive healthcare
packages including Digital Clinics.
Review of the Model

• Primary care as well as specialist consultation. Customized healthcare plans for
individuals, families & corporates
Focus of Care
• ePHCs in PPP model only in Andhra Pradesh
• Increasing focus on wellness programs
Affordability • Subscription prices for ‘dial ur doctor’ range from `199 for General Practitioner
to `2,500 for specialist unlimited annual package
• Online consultancy is targeted towards urban educated consumer
Business Model • ePHCs in PPP with State Government
• Moving towards higher ticket size per customer and aggregated services like
corporate wellness programs
• Medical consultation over the phone, email, video chat, instant messaging,
Technology discussion forums and VoIP.
• Works on 2G/3G bandwidth
• The retail model only offers consultations, while they have installed diagnostics
capacity at the ePHCs
Team • Founders have two decades of experience in various corporate roles to

entrepreneurship.
eVaidya provides virtual general as well as specialist Doctor consultation to patients on

subscription basis apart from providing free personal health record storage for all the customers.
eVaidya, in PPP models with the Government of Andhra Pradesh has set up primary care
centers. It also offers corporate wellness program in which it partners with corporate
organizations and offers healthcare packages to its employees.
WHP - Sky Program

Founded Year 2008
Headquarters New Delhi
Promoters/Founders Gopi Gopalakrishnan: Over 20 years of experience in implementing large-scale

service-delivery programs in low-resource settings.
Over 210,000 teleconsultations, largely for primary care in underserved com-

Outreach munities through their 6,000 rural Sky franchisees (as of 2014); presence in India
(Bihar, Uttar Pradesh, West Bengal, Jharkhand, Gujarat and Rajasthan), Kenya
Overview
World Health Partners (WHP) is an international not for profit organization
that provides health and reproductive health services in developing
countries by harnessing local market forces to work for the poor.
In the telemedicine segment, WHP launched “Sky Clinics” that
use a social franchise model with local entrepreneurs.
The Sky Clinics aim to provide healthcare by supporting local

providers with additional training, connect them to a reliable
supply chain for medication and build telemedicine connections
with other providers. Initially, the Sky Clinics used to source the
telemedicine devices from Neurosynaptics. WHP has now come
up with its Althea products and a central medical facility to
enable tele-consultation solutions.
Review of the Model

Focus of Care • Primary health services

Affordability • Sky clinics charge between `50-`300 per consultation
• Social franchisee model with trained local entrepreneurs
•T he franchisee pays an upfront fee for joining the network (training and the
Business Model equipment). The patient is charged for the consultation, while WHP charges a
fixed fee from the entrepreneurs for each consultation
he initiative has been mostly grant financed
•T
lthea Plus works on 30 kbps Bandwidth. The other variant Althea works on
•A
Technology less than 30 kbps
• Web based algorithm solution for tele-consultation
Team • Experienced and dedicated Management
The products offered by WHP are:

Althea Plus: A range of plug and play devices,
integrated into a technology platform
housed in a tablet. The devices can be used
offline to conduct screening patients and
online to communicate with distant doctors.
Althea: Lower version for situations where

the bandwidth strength is lower than 30 kbps.
This captures only still images, and audio
can be transmitted for these consultations.
Central Medical Facility: Based in Delhi with qualified physicians which are connected
through a software solution for remote consultation at Sky Clinics.
Welcare Health Systems

Founded Year 2013
Headquarters Chennai (Tamil Nadu)
Dr. Tamilarasan Senthil (Founder& CEO): Ophthalmologist and Healthcare

Promoters/Founders Entrepreneur with 10 years of experience in Healthcare Businesses
Dr. Malathi (Director): Experience working in top Corporate Eye Hospitals in
India and teaching in Sri Rama Chandra Medical College Chennai
Welcare’s Tele-ophthalmology solution has reached out to over 350,000

Outreach patients through 275 centers in across Delhi, Rajasthan, Kolkata, Odisha,
Telangana, Karnataka, Kerala, Tamil Nadu & Andhra Pradesh
Overview
Welcare Health Systems targets the fragmented ophthalmology market with special focus
on diabetic eye care. Welcare sets up an affordable eye screening service inside existing
Diabetes centers, General hospitals, Clinics and other health centers.
The company provides:

• Pediatric Vision Screening
• Diabetic Retinopathy Screening
Welcare installs an internet-connected retinal screening device in existing health centers and
trains staff to take the subject images which are then uploaded via internet onto a cloud
based server. The back-end team of Ophthalmologists then reviews the images and sends
the reports back within half an hour.
Review of the Model

Focus of Care • Provide partial solution to ophthalmology

• Focus on vision screening and Retinopathy
Affordability • Retinopathy screening costs between `100-`200
• Pricing is significantly lower (half) than the market price
• F ocuses on B2B partnerships. Unit is set-up in existing clinics and hospitals
which already have patient footfall
Business Model • Integrated with the host clinic/hospital, with easy referral
• P ricing is variable based on a minimum volume commitment
•T ie-up with individual doctors, Apollo and Government Andhra Pradesh
• Currently use the equipment from Forus Health
Technology • Key features – EMR, patient management, referral, billing, Cloud integrated
• Works on low bandwidth
Team • Promoters combine medical and managerial expertise
• Have experience of managing medical businesses
Patient information is securely transferred online to Welcare’s certified Ophthalmologists for

review and diagnosis. The results and recommendations for follow-up are then shared with
the patient via staff at the facility of their registration. The solution’s bandwidth utilization is
low and communication can be performed on a telephonic network.
The company operates two revenue models:

Reporting Model (Software & Ophthalmologist Reports): Partner Centre/health facility invests
in the Equipment and Welcare provides the software and Ophthalmologist reporting solution.
Telemedicine Package Model (Equipment, Software &

Ophthalmologists Reports): Welcare invests in setting
up the Equipment and works on a revenue sharing
model with partner centers.
Hello Health
Founded Year 2009
Headquarters Mumbai
Promoters/Founders Suvanjay Kr Sharma (CEO): Ex Vice President at Yes Bank, has also
worked with Morgan Stanley and UBS
Outreach Piloted in CSCs in West Bengal, Tamil Nadu, Punjab & Haryana and
8 Digital Clinics across New Delhi
Overview
Hello Health is a healthcare delivery company which provides Home Care, Corporate Health
Care and Cancer Services and has started telemedicine services through its Digital Clinics
recently. Hello Health also deploys “Remote Patient Monitoring” technology which is used to
continuously track conditions of critical and Cancer patients.
Its main business is on-demand home care services for nursing, caregivers, pre & post-surgical
care, mother & baby care, Parkinson’s and Alzheimer’s care etc. Additionally, Hello Health has
set up Medical Rooms in corporate centers and Health camps in association with various
organizations. Hello Health has also set up Smart Cancer Care Centers for comprehensive
cancer care at smaller locations.
Hello Health has integrated technologies

such as remote health monitoring,
personalized portals, portable medical
equipment across its services. Some of
the services offered by the company are
as follows:
Home Care Services: Services include

bringing of medical equipment at
home, specialized care unit at home,
Remote Health Monitoring devices and
personalized health monitoring portal.
Smart Cancer Care: Cancer Diagnosis,

Pathology, Chemotherapy, Remote
Monitoring and virtual doctor consultation
provided through Smart Cancer Care
Centers.
Digital Clinics: Providing diagnostic tests,

pathology and tele-consultation (currently
tele-consultations not enabled).
Review of the Model

Focus of Care • Major focus is Home Care and Smart Cancer Care
• Digital clinics for offering primary care is a new initiative
Affordability • B asic diagnostics/tests in the digital clinics cost between `10-100, which is
very affordable
igital Clinics have been set up in partnership with the government (CSCs
•D
& NDMC). NDMC or CSCs provide the space, while Hello Health invests
Business Model
in the setup and training. Customers pay for the services availed, which is
shared between Hello Health and the operator
Technology
ele-consultation, remote monitoring devices and portable medical
•T
equipment. The equipment is sourced from third party vendors
Team • E xperienced management team has successfully run the homecare

business earlier
The Digital Clinics have been started in association with the government (Common Service
Centres (CSC) and New Delhi Municipal Corporation (NDMC)). In this model the government
provides the space for the Clinic, while Hello Health sets up the equipment and trains the per-
son running it.
The revenue is split between Hello Health and NDMC or clinic operators in CSCs. People
can walk into the clinic and get tests like Blood glucose, BP, ECG, BMI, Spyrometry, Pulse
oximetry and Body temperature etc. at a fraction of the market cost.
Doctor Insta
Founded Year 2015
Headquarters Gurgaon
Amit Munjal (Founder & CEO): CFA, Harvard and Kelly Graduate, Amit
has worked with Deloitte, BAML, Citi Bank, BrahmaX Ventures
Promoters/Founders Dr Amarjeet Bhatia (CMO): Has more than 15 years of experience in
General medicine field and has worked with hospitals such as Apollo,
Batra and Fortis
Outreach Approximately 1,000 consultations per day; covered more than

3,00,000 families
Overview
Doctor Insta Private Limited is a video-medicine platform that provides online consultation
through an online application – Doctor Insta. It offers telemedicine, online video consultation,
and online doctor service, online medical consultation for pediatrics, psychology, Gynaecology,
Dermatology, Psychiatry, Sexology, Homeopathy, diet and nutrition. It also offers facilities for
online appointment booking.
The company enrolls doctors on the app and provides them the backend App through
which they can see patients and provide consultations. Doctor Insta has apps on iOS,
Google Play Store and web platforms which enable online consultation through inbuilt video
calling functionality. The app also maintains health
records of the patients and diagnostic reports
based on historical data. It is also used to book
appointments for doctors.
Doctor Insta also provides an option of second

opinion from doctors based out of the US.
Additionally, the company also has tie ups with
corporates where employees can consult the
doctor over the apps and the company pays for
the services to Doctor Insta.
Review of the Model

• Primary care
Focus of Care •D octor consultation through video for general as well as specialist physicians
(such as in the field of pediatrics, psychology, Gynaecology, Dermatology,
Psychiatry, Sexology etc.)
Affordability
octor Insta charges `400 per consultation catering largely to the middle
•D
class population
• E nables video-consultation with empaneled doctors and gets a fixed fee
for each consultation
Business Model • B eing an asset light model, it is highly scalable, but will require huge
marketing expenses
nly provides technology and quality is dependent on the service provider,
•O
therefore quality control is a challenge
Technology
obile App with patient record maintenance, video consultation feature
•M
and also appointment booking feature
Team he management is experienced and well-networked
•T
The Opportunities
A
s is evident from the reviewed models, Telemedicine is not a new concept and some
of the models have been in existence for more than 15 years. With an improving
ecosystem and growing acceptance by the government, Telemedicine, today, holds
greater promise than ever before. Good Telemedicine models can solve the challenge of
universal primary care in India.
opportunities that Telemedicine can unlock
Access to Primary Healthcare: Telemedicine can take the doctor services to

underserved areas without their physical presence. It solves the issue of unavailability
of qualified doctors and basic diagnostics in such areas.
Reducing Cost of Healthcare: Telemedicine can provide cost effective medical

care and convenience bringing down cost for the providers as well as out of pocket
expenditure of the poor by precluding travel for primary care. Early diagnosis and
cure can prevent catastrophic expenditure on healthcare.
Access to Specialists: By establishing a network of e-diagnosis and referral,

specialized care and second opinions can be made accessible to the people in
remote areas as well as for the urban middle class in the convenience of their homes.
Regular Monitoring: Remote monitoring for chronic ailments, critical, cancer and
post-operative patients can improve convenience, reduce travel requirements and
bring down cost.
Operationalizing PHCs: Government has a huge number of PHCs, which struggle

to function due to unavailability of manpower. Telemedicine can provide a viable
alternative for making these PHCs functional.
The Challenges
T
elemedicine players can broadly be categorized into (1) technology providers and
(2) healthcare service providers or implementers. Technology providers are companies
focused on designing technology modules for healthcare services. Examples include
– Yolo, Neurosynaptics, Medongo, etc. Service Providers/Implementers are companies
operationalizing telemedicine solutions and providing last mile access to the patients.
Examples include – Glocal Digital Dispensaries, Apollo Telehealth, WHP & eVaidya. Both
technology as well as service providers face challenges in scaling up these models.
Challenges faced by Technology Providers
Market Access: Technology providers depend on implementers/service providers

for their business. Most of them lack the capability of managing a network, inventory,
manpower, including doctors, at scale. They struggle to create market for their
products. Presently, they have been selling solutions mostly to donor funded NGOs,
which is not scalable.
Technology Differentiation: Most technology providers offer similar solutions

with very little differentiation in the offering. Building intellectual property and getting
clinical validation will create entry barriers and help deepen market penetration.
The Challenges
Challenges faced by Service Providers/Implementers
Competition: Existing medical practitioners in areas of operation have an

established patient base and goodwill in the community. This is a barrier for new
entrants. In addition, provision of free primary healthcare services by the government
means that, customers will pay only if they perceive real value in the services.
Connectivity: Uninterrupted power and seamless internet connectivity with

sufficient bandwidth is a pre-requisite for telemedicine. In remote locations, both
inputs are unreliable and back-up in the form of battery/generator may increase
operational cost substantially.
Technology Adoption: Technology adoption challenges exist both for patients

as well as doctors. Customers still prefer a certain amount of human touch/face to
face interaction with the care provider. Telemedicine players need time and effort to
build trust in the community to overcome this challenge.
Human Resource: Providers not only need to enroll doctors to use technology,
but recruit and train frontline (nursing or paramedic) staff. Availability of such
human resource is a challenge in remote locations.
Volume of Profitabiity: Building patient volume requires upfront investment in

awareness generation and marketing. Most providers have been unable to generate
volumes of paying customers to achieve profitability across their network.
Access to Capital: Both technology as well as service providers need access

to patient capital for investment in technology, manpower, capacity building and
marketing for expansion.
The Way Forward
I
n order to achieve scale, the models will need to create a comprehensive offering and better
customer experience. There is scope for innovations to bring further efficiency and offer a
good combination of technology and execution capability, required to scale up telemedicine.
Success Factors for Scale-up of Telemedicine
Technology: Most of the technology solution providers are using an assembly of

existing point of care diagnostic devices to build an integrated platform for delivering
telemedicine. There is little differentiation and low barriers to entry on the hardware. The
value add is mostly on the software or integration platform. There is a need for technology to
be differentiated to build a competitive advantage and further innovate to improve functionality,
affordability and adoption. Simple to use devices which can be operated by low skill human
resource, protocol based decision support system or intelligent systems for quicker diagnosis
and management will improve efficiency and standardize the quality of care across the network.
Service Offering: Although, telemedicine can facilitate virtual interaction with

doctors and specialists and remote monitoring of patients, its defining disruption is
ensuring universal primary healthcare for the underserved. From this perspective,
a telemedicine model should offer a one stop solution for primary health needs – including
doctor consultation, basic diagnostic, medication and referral if required. This will require
a network with physical touch points (nodes or centers) through which offerings can be
promoted and patients can access them conveniently.
Sustainability: Majority of telemedicine business models have been funded by

donors or the government. Providers have to strike a balance between affordability and
sustainability while pricing their services. Since, telemedicine is a new concept, there is
need for significant investment in marketing, customer education and behavior change to build
receptivity and acceptance towards remote health solutions. Most models will need regular flow
of 15-20 paying patients per day at each center to achieve sustainability. The centers need to
be located in areas lacking quality healthcare, with sufficient catchment population and at a
prominent and accessible place in order to generate adequate footfall.
Financing: The telemedicine enterprises require significant patient capital for

upfront cost of setting up telemedicine networks and customer outreach as well as
to cover initial operating losses. Due to lack of models with proven sustainability,
investors shy away from investing large amounts in telemedicine solutions. Hence, softer
funding leveraging CSR, donors and Public-Private-Partnerships to build volumes and
demonstrate viability is the way forward in the short/medium term.
For succeeding at scale, providers have to build a value proposition through technology/
process innovation and/or service package which is hard to replicate by local players. In the
fast evolving technology context, providers will switch to the most convenient and affordable
technology. Execution capability of creating and managing a large network of telemedicine
nodes will be the differentiating factor for any model, which will ultimately drive the demand.
Conclusion
I
ndia has had a history of poor health indicators. While health outcomes are improving
gradually, trends show a wide disparity in the way progress is taking place. The lack of
quality care in government facilities and the unaffordability of private care have created a
vacuum of quality affordable care for the most vulnerable sections of society. This is being
manifested by a lack of adequate healthcare infrastructure and medical professionals in low
income pockets of India, eventually resulting in premature deaths, and high out of pocket
expenditure on healthcare pushing 39 million people into poverty each year.
The first step in overcoming the challenge is making universal primary care accessible and
affordable. With the advent of telemedicine based models, geographical barriers can be
overcome and quality medical help can reach the remotest of areas in a timely manner. The
use of ICT to deliver care can reduce cost for the patients substantially and the emphasis on
regular monitoring can significantly bring down the chances of late diagnosis and increase in
severity of illness, indirectly leading to a reduction in medical expenses.
Several models have emerged that are leveraging technology to enhance access to
healthcare. However, market based sustainability is yet to be proven. Telemedicine models
must strive for superior technology that is simple to use, operate and is tailored to meet the
requirements in remote areas. They should focus on creating a better customer experience
by offering comprehensive care and long term sustainability. Simultaneously, patient capital
is required for supporting these models in their scale-up phase.
Today, with high mobile prevalence, infrastructure for reliable electricity and internet,
reducing data costs, recognition by the government and changing customer behavior,
telemedicine is at an inflexion point in India. The IT industry is taking giant strides towards
futuristic technologies and the start-up culture is aiding the growth of innovative tech-
enabled models. The application of these concepts for affordable and accessible healthcare
solutions, for the large magnitude of needy population, is becoming increasingly hopeful.
This is evident as India’s telemedicine market, which was valued at $100 million in 2011, has
reportedly grown to four times by the end of 2016.
Thus, the ecosystem is ripe for the growth of telemedicine models, and increasing government
focus and investor interest means that this sector is poised to grow in the years to come.
Urban Health (USAID) Project
For more information contact:
LM Singh
Project Director – PAHAL, IPE Global Limited
IPE Global House

B-84, Defence Colony
New Delhi-110024, India
Ph: +91 1140755900

Email: [email protected]
http: www.ipeglobal.com/pahal
Disclaimer: This publication is made possible by the support of the American People through the United States Agency for International Development
(USAID), under the terms of Cooperative Agreement No.AID-386-A-15-00014. The contents of this report are the sole responsibility of IPE Global and do
not necessarily reflect the views of USAID or the United States Government.
Design: PealiDezine, [email protected]

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Business Models In

Telemedicine Business Models 13

The Way Forward 37

Availability of Health Infrastructure in India as Compared to WHO Standards

Hospital Beds per

Source : PwC Report

aims to provide catalytic support to growth stage and scalable

Currently, Pahal is evaluating innovative solutions with the dual goal of

Some of the Strategic Interventions

PAHAL's review of business models in telemedicine

MODEL Brief PROFILE

Apollo Tele- Promoted by Apollo chain of hospitals, focused on

Glocal Digital G1 Digital Dispensary delivers healthcare solutions –

Yolo Health Health ATMs perform health check-up, connect to

MedOnGo Provides telemedicine services through its kiosks and

eVaidya Leverages different platforms including voice, video chat,

World Health Not for profit organization working on Social Franchising

Welcare Remote Ophthalmology services, operating out of

Hello Health A company initially focused on homecare and tele-cancer

Doctor Insta Providing patients video consultations from enrolled

The availability of health infrastructure and health professionals in India is inadequate in

Shortfall of Specialist Doctors in CHCs in 2015 (%)

Source : PwC Report

1 Allopathic Doctors registered with MCI, 2017

Tele-consultation Tele-radiology Tele-ophthalmology Tele-ICU

Tele-dermatology Tele-surgery Tele-pathology Tele-psychiatry

The telemedicine market has been largely dominated by Tele-radiology. Tele-radiology

“The delivery of health care services, where distance is a critical factor,

Access to Primary Access to Regular Reduced Cost of

Internet Users (per 100 people)

The telemedicine landscape is further enhanced as a result of India’s thriving entrepreneurial

Improving Higher Mobile and Increasing Investor

The Ministry of Health and Family Welfare, India Telemedicine Market

Objective & Methodology

Focus of Care Business Model Technology Affordability Management Team

Primary data from implementation was used to analyze early trends.

NCPL’s offerings include:

ReMeDi® Nova: Android based portable

Review of the Model

Apollo TeleHealth Services

Vikram Thaploo (CEO): 15 years of experience across

Outreach 115 telemedicine units across 13 countries including India,

The Apollo TeleHealth solution uses high speed VSAT enabled

• Services include tele-consulting, tele-radiology, tele-

• Solutions include kiosks, mobile medical

Review of the Model

• Programs undertaken by company

• Common Service Centers: Provide

•Corporate Care: Telemedicine setup is

Glocal Digital Dispensaries

Headquarters Kolkata (West Bengal)

Dr. Sabahat Azim (Founder & CEO):

Outreach 100+ digital dispensaries in Rajasthan, Odisha, West Bengal and

Public-Private Partnership Model: Glocal enters into a PPP with state

Self-owned Model: In this model all the expenses are

Franchised Model: A local entrepreneur invests in the

Dhilly Babu (Founder& Director): B.Tech and M.Tech, founded a Fintech

Currently 44 ATMs deployed across Karnataka, Chhattisgarh, Kolkata and

Review of the Model

1 Allopathic Doctors registered with MCI, 2017

• Services include tele-consulting, tele-radiology, tele-

• Solutions include kiosks, mobile medical

• Programs undertaken by company

• Common Service Centers: Provide

•Corporate Care: Telemedicine setup is

Team • Founders have two decades of experience in various corporate roles to

Digital Clinics: Providing diagnostic tests,

Team • E xperienced management team has successfully run the homecare