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Meddo's Revenue and Market Strategy

The document discusses Meddo's revenue model of not charging doctors commissions and instead focusing on service margins. It also covers challenges and strategies for scaling operations across different geographies with varying regulations and infrastructure, and whether deepening presence in existing markets or expanding into new ones is preferable. The final section discusses targeting specialist doctors rather than general practitioners for higher patient volumes and billing amounts in specialties involving chronic diseases, diagnostics, or long-term treatment.

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68 views2 pages

Meddo's Revenue and Market Strategy

The document discusses Meddo's revenue model of not charging doctors commissions and instead focusing on service margins. It also covers challenges and strategies for scaling operations across different geographies with varying regulations and infrastructure, and whether deepening presence in existing markets or expanding into new ones is preferable. The final section discusses targeting specialist doctors rather than general practitioners for higher patient volumes and billing amounts in specialties involving chronic diseases, diagnostics, or long-term treatment.

Uploaded by

tobygupta29
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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1.

Revenue Model:

No Commissions to Doctors: Meddo doesn't charge doctors, focusing on service margins.


 Advantages:
o Attracts more doctors
o Reduces the friction during on boarding already being created by the tech involved
o Encourages Doctors to freely use services and provide best in class treatments
o The margin on services is pretty high – 40% on medicines is a great amount
o Reduces dependency on any doctor as revenue model is standardized
o A much bigger market than consultancy fees
 Risks:
o Depends on high transaction volumes
o Potential for over prescription.
o Ethical conflicts might arise for Meddo.
o Big Pharma will fight this change.
o Lots of local resistance in terms of labs and non onboarded doctors.

2. Scaling:

Challenges:

 Geographical Coverage: Expanding into new areas requires understanding local healthcare
needs and preferences, which can vary significantly.

 Infrastructure Variability: Different regions may have varying levels of healthcare


infrastructure, impacting the delivery and quality of services.

 Regulatory Differences: Healthcare regulations can differ widely, necessitating adaptable


strategies to comply with local laws.

Strategies:

 Local Expertise: Hiring or partnering with local healthcare professionals can provide valuable
insights into regional needs and preferences.

 Diagnostics Partnerships: Collaborating with diagnostics labs can ensure consistent service
quality and broaden the range of available tests.

 Technology Investment: Developing robust technology solutions can help navigate


infrastructure challenges and provide scalable services.

Deepening Presence vs. Expansion:

 Pros of Deepening Presence:

 Solidifies market position by enhancing brand recognition and trust.

 Improves service quality through focused improvement and customization.

 Cons of Deepening Presence:

 Limited growth potential if the market becomes saturated.

 Pros of Expansion:
 Increases market share by entering new, untapped markets.

 Diversifies risk by not relying on a single market for revenue.

 Cons of Expansion:

 Strains resources, including financial and human capital, potentially impacting


service quality.

 May dilute quality if rapid expansion outpaces the ability to maintain high service
standards.

3. Go-To-Market Strategy:

 Specialists vs. GPs:


o Favours specialists for higher patient footfall and specialized needs.
o I feel it is better than generalists because of much higher billing in terms of
medicines and tests
o Also the repeat customers of specialists are usually more long term
o Generalists are a much smaller market comparatively
o India there is still a culture of doctors as a luxury, so generalists are not consulted
very often as people wait for problems to get serious.
 Conducive Specialties:
o Chronic disease management.
o High diagnostic demand fields.
o Someone like a skin doctor because tests in that field are expensive and unlimited in
number
o Someone like a cardiologist or Kidney specialist because treatment periods are very
elongated with frequent visits.

These align with India's healthcare trends, the most common problems and allows Meddo to
maximize platform utility.

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