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.