This document summarizes Rubix Health's progress over 5 days of customer interviews and business model development. On day 5, they conducted 10 interviews for a total of 54. Their product aims to automatically translate physician diagnoses into billable codes. Through interviews, they identified 4 key customer segments and learned coding takes significant physician time. Their MVP and future plans focus on demonstrating value through partnerships with hospitals and physicians to test their natural language processing engine.
Easy Serve, an Online Services Marketplace Startup in IndiaUpamanyu Acharya
How do you start an online services marketplace in India? What are the challenges one faces as an online service aggregator and payment portal? How do you start the Flipkart of Services? These are questions we strived to answer in this presentation.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed media providers to transition from physical to digital formats. This led to new opportunities for internet movie rentals and the decline of physical rental stores. Netflix capitalized on this transition by offering online streaming and digital rental through mail delivery, which eventually replaced their DVD rental business model.
Factors Impacting NIRMA Marketing : A Success and Failure StoryDr. Mukunda S Medari
Nirma was initially very successful due to its low pricing compared to competitors like HLL. It established a large distribution network across India and used simple effective advertising. However, Nirma now faces challenges as the detergent and soap markets decline and competitors engage in aggressive pricing. To combat this, Nirma has expanded its product portfolio to include foods like edible salt, but continuing innovation will be needed to adapt to shifting customer preferences toward more aspirational brands.
This Excel capstone project analyzes Netflix's growth in subscribers, revenue, and stock price from 2018-2020 using four datasets. The analysis finds that while Netflix grew exponentially in the past, growth has slowed in Asia-Pacific regions due to high prices, language barriers, and lack of local content. The dashboard visuals and conclusions recommend Netflix lower initial prices, increase localized content, and close the gap with competitors to better capture the large untapped Asian market.
Dettol is a leading antiseptic brand owned by Reckitt Benckiser that provides various antiseptic products like liquid, soap, and handwash. It has established itself as a trusted brand for family health and hygiene over the years through effective advertising focusing on a mother's role in protecting her family from germs. Dettol remains the market leader in the antiseptic liquid category in India with 84% market share as of 2008 due to its competitive pricing and versatile product portfolio appealing to consumers' need for germ protection.
CavinKare was founded in 1983 by CK Ranganathan with an initial investment of Rs. 15,000. It started by identifying consumer needs for affordable yet high-quality personal care products. CavinKare launched successful brands like Chik shampoo and Nyle herbal shampoo to meet these needs. The company gained insights into new consumer segments and launched products like Fairever fairness cream and Meera herbal hair oil. CavinKare pursued a low-cost business model through outsourcing, packaging innovations like sachets, and wide distribution reach. Going forward, the company aims to increase market share in current categories and expand into new businesses like foods, soaps, and retail
This document summarizes Aravind Eye Care, an eye hospital system in India. It discusses Aravind's services which include eye hospitals, Aurolab research, an eye bank, and training. It also describes Aravind's service design process, staff, weaknesses, recommendations to address weaknesses, fee structure, and vision center model which provides primary eye care in communities. Overall, the document provides an overview of Aravind Eye Care's model for providing high quality and affordable eye care services in India.
Easy Serve, an Online Services Marketplace Startup in IndiaUpamanyu Acharya
How do you start an online services marketplace in India? What are the challenges one faces as an online service aggregator and payment portal? How do you start the Flipkart of Services? These are questions we strived to answer in this presentation.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed media providers to transition from physical to digital formats. This led to new opportunities for internet movie rentals and the decline of physical rental stores. Netflix capitalized on this transition by offering online streaming and digital rental through mail delivery, which eventually replaced their DVD rental business model.
Factors Impacting NIRMA Marketing : A Success and Failure StoryDr. Mukunda S Medari
Nirma was initially very successful due to its low pricing compared to competitors like HLL. It established a large distribution network across India and used simple effective advertising. However, Nirma now faces challenges as the detergent and soap markets decline and competitors engage in aggressive pricing. To combat this, Nirma has expanded its product portfolio to include foods like edible salt, but continuing innovation will be needed to adapt to shifting customer preferences toward more aspirational brands.
This Excel capstone project analyzes Netflix's growth in subscribers, revenue, and stock price from 2018-2020 using four datasets. The analysis finds that while Netflix grew exponentially in the past, growth has slowed in Asia-Pacific regions due to high prices, language barriers, and lack of local content. The dashboard visuals and conclusions recommend Netflix lower initial prices, increase localized content, and close the gap with competitors to better capture the large untapped Asian market.
Dettol is a leading antiseptic brand owned by Reckitt Benckiser that provides various antiseptic products like liquid, soap, and handwash. It has established itself as a trusted brand for family health and hygiene over the years through effective advertising focusing on a mother's role in protecting her family from germs. Dettol remains the market leader in the antiseptic liquid category in India with 84% market share as of 2008 due to its competitive pricing and versatile product portfolio appealing to consumers' need for germ protection.
CavinKare was founded in 1983 by CK Ranganathan with an initial investment of Rs. 15,000. It started by identifying consumer needs for affordable yet high-quality personal care products. CavinKare launched successful brands like Chik shampoo and Nyle herbal shampoo to meet these needs. The company gained insights into new consumer segments and launched products like Fairever fairness cream and Meera herbal hair oil. CavinKare pursued a low-cost business model through outsourcing, packaging innovations like sachets, and wide distribution reach. Going forward, the company aims to increase market share in current categories and expand into new businesses like foods, soaps, and retail
This document summarizes Aravind Eye Care, an eye hospital system in India. It discusses Aravind's services which include eye hospitals, Aurolab research, an eye bank, and training. It also describes Aravind's service design process, staff, weaknesses, recommendations to address weaknesses, fee structure, and vision center model which provides primary eye care in communities. Overall, the document provides an overview of Aravind Eye Care's model for providing high quality and affordable eye care services in India.
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
INDUSTRY SIZE / CONTRIBUTION TO GDP,
MARKET OVERVIEW,
PORTERS FIVE FORCE MODEL,
COMPANY INFORMATION,
SWOT ANALYSIS OF ITC LTD.
PRODUCT PORTFOLI OF ITC LTD.
COMPETITOR ANALYSIS,
MARKETING MIX,
STP OF ITC SAVLON
PRODUCT LIFE CYCLE OF ITC SAVLON HANDWASH
SALES FORCASTING
DISTRIBUTION CHANNEL
DIGITAL MARKETING STRATEGY OF ITC SAVLON
DATA REPRESENTATION( using SSPS)
FINDING
CONCLUSION
THANKY YOU
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
A presentation that analyzes the current marketing strategy for Smart USA and offers several recommendations. Created for a Marketing 300 project at the University of Michigan's Ross School of Business.
Netflix aims to grow its market share by targeting "complete series seekers" with a new marketing strategy. It will address this segment's need for both past and current episodes by adding next-day access to popular TV shows. Netflix will implement social media, online video, and TV advertisements over six months to promote this new offering. The goal is for Netflix to position itself as better able to serve complete series seekers than competitors like Hulu and expand its total revenues and subscriber base.
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
American Express is a multinational financial services corporation best known for its credit card business. It was founded in 1850 and issues several card types catering to different customer segments. Amex innovated plastic cards and magnetic strips. It aims to ensure massive customer rewards and be a life partner beyond transactions. Amex uses traditional and social media to engage customers, merchants, and businesses. It promotes cards, services, and small businesses through impactful campaigns.
SELCO is a social enterprise established in 1995 in India to provide solar electricity to rural areas lacking access to the electricity grid. It aims to disprove myths that the poor cannot afford or maintain sustainable technologies and that social ventures cannot be run commercially. SELCO designs customized solar home systems and provides financing and maintenance services using an innovative business model. Over time it has installed systems for over 160,000 families while remaining financially sustainable through matching technologies, financing options, and after-sales service to customers' needs. The founder emphasizes principles of empowering the poor through tailored solutions, partnership with local institutions, and an open-source approach focused on community-led replication over centralized scale.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
In-depth research for Industry Analysis of the brand Too Yum!
Includes topics like -
Size of the Industry
Size of Product Category
Market share of the chosen brand
Business Trends in the Industry
New product launches in the industry
SWOT
Competition
Sales Channels used in the Industry
Customer Segmentation
Broad Sales Plan
Integrated Marketing Strategy used
Direct Sales force- Roles & Responsibilities
Netflix - Globalization and business expansion case studyBenoît Prentout
Case study I did in 2017 for my business school's english class.
English is not my mothertongue, hence the simplicity of these slides.
I have no affiliation with Netflix whatsoever. Any material created by Netflix is used here on educative purpose only.
Marketing Plan for Multi Diagnostic CenterSameer Shinde
Hi Tech Diagnostic Center plans to expand its network of diagnostic laboratories in Navi Mumbai. It currently has a main branch in Vashi that offers various testing facilities. The document discusses Hi Tech's mission and services. It then analyzes the demographic data and growth in population in Navi Mumbai zones. The rest of the document outlines Hi Tech's marketing strategy, which includes identifying customer needs, researching competitors, conducting SWOT analysis, and using various promotional techniques. The goal is to provide quality healthcare services and establish a wider presence in Navi Mumbai.
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. Netflix uses a functional organizational structure and faces competition from services like Hotstar, Amazon Prime Video, and Hulu. To continue its growth, Netflix's strategies include increasing original content, partnerships, expanding into new markets, and optimizing its pricing and marketing.
Uber for business imc final presentationJorge Tatto
Despite the advantages offered by Uber for Business, it has faltered in its adoption. Uber approached us to help them with the following specific problems that are addressed in this report:
• Low awareness of Uber for Business service amongst business community
• Adoption resistance due to constant media attention
• Dormant accounts, low activity after signup
• Incomplete employee account activation
In terms of results, we were given a few objectives to cover by Uber that will be addressed with our integrated marketing communications strategy:
• Improve signups of businesses on a per week basis
• Encourage dormant accounts to be active and increase the average rides per active account per week
Vicco Laboratories was founded in 1952 in Mumbai, India and produces Ayurvedic personal care products. It has production facilities in India and exports products to over 50 countries worldwide. Some of its key oral care products include Vajradanti powder, paste, and sugar free versions. It also produces skin care creams containing turmeric that are marketed for their antiseptic properties. Vicco Vajradanti paste is an Ayurvedic toothpaste containing extracts from 20 herbs and barks. It is targeted towards lower and middle income consumers in rural India and is positioned as strengthening gums and teeth.
This presentation proposed implementing Microsoft Lync to address communication problems following Anheuser-Busch InBev's merger. It identified issues like rigid structures, multiple platforms, and lost informal relationships. Social network analysis was discussed to map relationships and identify solutions. Microsoft Lync was introduced as a solution to improve communication through features like instant messaging, video calling, and collaboration tools. Potential benefits included increased productivity, innovation, and cost savings. Implementation costs were estimated along with projected financial benefits over three years. Testimonials from other companies highlighted benefits like increased efficiency and faster problem resolution times.
L'oréal case - Globalisation of AMerican Beautyashwinkumarc100
L'Oréal has grown to become the largest beauty company in the world through a strategy of strategic acquisitions of companies that expand its brand portfolio and global reach. It started with acquisitions of companies in core beauty categories and has expanded over the decades to acquire brands like Redken, Maybelline, Ralph Lauren Fragrances, Helena Rubinstein, and Kiehl's. L'Oréal analyzes the strengths and weaknesses of acquisition targets to identify those with global potential to strengthen its presence in various beauty product divisions worldwide. The company's scale and decentralized structure allow it to maintain entrepreneurial agility while efficiently managing its large portfolio of brands globally.
The document summarizes a launch plan for a new children's soap brand called "kiddoz". It discusses the market opportunity for a children's soap, introduces the kiddoz product, and outlines marketing strategies including promotional activities, pricing, distribution channels, and financial projections. The plan is to create a new market for 6-12 year olds and gain market share from competitors through an engaging avatar-shaped soap at a slightly premium price point.
An Insight into Alternative Medication Method (for Breast Cancer Treatment). Afflicted patients are advised to seek professional advice prior to using any recommended cancer treatment.
Este documento resume el mercado de carne de cerdo en República Checa. La importación de carne de cerdo ha aumentado un 43% desde 2008, llegando a USD 670 millones en 2012. Alemania es el principal proveedor, abasteciendo el 42% del mercado. La carne de cerdo fresca y refrigerada es la opción más popular, representando el 87% de las importaciones. Chile ha aumentado sus exportaciones cárnicas a República Checa en un 214% desde 2008, enviando principalmente carne de cerdo congelada o fresca/refrigerada.
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
INDUSTRY SIZE / CONTRIBUTION TO GDP,
MARKET OVERVIEW,
PORTERS FIVE FORCE MODEL,
COMPANY INFORMATION,
SWOT ANALYSIS OF ITC LTD.
PRODUCT PORTFOLI OF ITC LTD.
COMPETITOR ANALYSIS,
MARKETING MIX,
STP OF ITC SAVLON
PRODUCT LIFE CYCLE OF ITC SAVLON HANDWASH
SALES FORCASTING
DISTRIBUTION CHANNEL
DIGITAL MARKETING STRATEGY OF ITC SAVLON
DATA REPRESENTATION( using SSPS)
FINDING
CONCLUSION
THANKY YOU
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
A presentation that analyzes the current marketing strategy for Smart USA and offers several recommendations. Created for a Marketing 300 project at the University of Michigan's Ross School of Business.
Netflix aims to grow its market share by targeting "complete series seekers" with a new marketing strategy. It will address this segment's need for both past and current episodes by adding next-day access to popular TV shows. Netflix will implement social media, online video, and TV advertisements over six months to promote this new offering. The goal is for Netflix to position itself as better able to serve complete series seekers than competitors like Hulu and expand its total revenues and subscriber base.
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
American Express is a multinational financial services corporation best known for its credit card business. It was founded in 1850 and issues several card types catering to different customer segments. Amex innovated plastic cards and magnetic strips. It aims to ensure massive customer rewards and be a life partner beyond transactions. Amex uses traditional and social media to engage customers, merchants, and businesses. It promotes cards, services, and small businesses through impactful campaigns.
SELCO is a social enterprise established in 1995 in India to provide solar electricity to rural areas lacking access to the electricity grid. It aims to disprove myths that the poor cannot afford or maintain sustainable technologies and that social ventures cannot be run commercially. SELCO designs customized solar home systems and provides financing and maintenance services using an innovative business model. Over time it has installed systems for over 160,000 families while remaining financially sustainable through matching technologies, financing options, and after-sales service to customers' needs. The founder emphasizes principles of empowering the poor through tailored solutions, partnership with local institutions, and an open-source approach focused on community-led replication over centralized scale.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
In-depth research for Industry Analysis of the brand Too Yum!
Includes topics like -
Size of the Industry
Size of Product Category
Market share of the chosen brand
Business Trends in the Industry
New product launches in the industry
SWOT
Competition
Sales Channels used in the Industry
Customer Segmentation
Broad Sales Plan
Integrated Marketing Strategy used
Direct Sales force- Roles & Responsibilities
Netflix - Globalization and business expansion case studyBenoît Prentout
Case study I did in 2017 for my business school's english class.
English is not my mothertongue, hence the simplicity of these slides.
I have no affiliation with Netflix whatsoever. Any material created by Netflix is used here on educative purpose only.
Marketing Plan for Multi Diagnostic CenterSameer Shinde
Hi Tech Diagnostic Center plans to expand its network of diagnostic laboratories in Navi Mumbai. It currently has a main branch in Vashi that offers various testing facilities. The document discusses Hi Tech's mission and services. It then analyzes the demographic data and growth in population in Navi Mumbai zones. The rest of the document outlines Hi Tech's marketing strategy, which includes identifying customer needs, researching competitors, conducting SWOT analysis, and using various promotional techniques. The goal is to provide quality healthcare services and establish a wider presence in Navi Mumbai.
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. Netflix uses a functional organizational structure and faces competition from services like Hotstar, Amazon Prime Video, and Hulu. To continue its growth, Netflix's strategies include increasing original content, partnerships, expanding into new markets, and optimizing its pricing and marketing.
Uber for business imc final presentationJorge Tatto
Despite the advantages offered by Uber for Business, it has faltered in its adoption. Uber approached us to help them with the following specific problems that are addressed in this report:
• Low awareness of Uber for Business service amongst business community
• Adoption resistance due to constant media attention
• Dormant accounts, low activity after signup
• Incomplete employee account activation
In terms of results, we were given a few objectives to cover by Uber that will be addressed with our integrated marketing communications strategy:
• Improve signups of businesses on a per week basis
• Encourage dormant accounts to be active and increase the average rides per active account per week
Vicco Laboratories was founded in 1952 in Mumbai, India and produces Ayurvedic personal care products. It has production facilities in India and exports products to over 50 countries worldwide. Some of its key oral care products include Vajradanti powder, paste, and sugar free versions. It also produces skin care creams containing turmeric that are marketed for their antiseptic properties. Vicco Vajradanti paste is an Ayurvedic toothpaste containing extracts from 20 herbs and barks. It is targeted towards lower and middle income consumers in rural India and is positioned as strengthening gums and teeth.
This presentation proposed implementing Microsoft Lync to address communication problems following Anheuser-Busch InBev's merger. It identified issues like rigid structures, multiple platforms, and lost informal relationships. Social network analysis was discussed to map relationships and identify solutions. Microsoft Lync was introduced as a solution to improve communication through features like instant messaging, video calling, and collaboration tools. Potential benefits included increased productivity, innovation, and cost savings. Implementation costs were estimated along with projected financial benefits over three years. Testimonials from other companies highlighted benefits like increased efficiency and faster problem resolution times.
L'oréal case - Globalisation of AMerican Beautyashwinkumarc100
L'Oréal has grown to become the largest beauty company in the world through a strategy of strategic acquisitions of companies that expand its brand portfolio and global reach. It started with acquisitions of companies in core beauty categories and has expanded over the decades to acquire brands like Redken, Maybelline, Ralph Lauren Fragrances, Helena Rubinstein, and Kiehl's. L'Oréal analyzes the strengths and weaknesses of acquisition targets to identify those with global potential to strengthen its presence in various beauty product divisions worldwide. The company's scale and decentralized structure allow it to maintain entrepreneurial agility while efficiently managing its large portfolio of brands globally.
The document summarizes a launch plan for a new children's soap brand called "kiddoz". It discusses the market opportunity for a children's soap, introduces the kiddoz product, and outlines marketing strategies including promotional activities, pricing, distribution channels, and financial projections. The plan is to create a new market for 6-12 year olds and gain market share from competitors through an engaging avatar-shaped soap at a slightly premium price point.
An Insight into Alternative Medication Method (for Breast Cancer Treatment). Afflicted patients are advised to seek professional advice prior to using any recommended cancer treatment.
Este documento resume el mercado de carne de cerdo en República Checa. La importación de carne de cerdo ha aumentado un 43% desde 2008, llegando a USD 670 millones en 2012. Alemania es el principal proveedor, abasteciendo el 42% del mercado. La carne de cerdo fresca y refrigerada es la opción más popular, representando el 87% de las importaciones. Chile ha aumentado sus exportaciones cárnicas a República Checa en un 214% desde 2008, enviando principalmente carne de cerdo congelada o fresca/refrigerada.
Este documento describe la parálisis cerebral y discapacidad intelectual. Define la parálisis cerebral como un trastorno global permanente del tono muscular, la postura y el movimiento debido a una lesión cerebral antes de que el cerebro termine su desarrollo. Explica las diferentes causas, tipos y niveles de afectación de la parálisis cerebral, así como su incidencia. También señala que además de las manifestaciones motoras, pueden existir alteraciones sensoriales, de percepción, lenguaje y retraso mental.
Forging a New Social Contract - SXSW 2011deb schultz
This is the talk i gave at this year's SXSW to describe the new and emergent social contract we are crafting in a hyper connected world - i.e how is all this new tech impacting how we behave culturally, socially and in business.
Note: I included the "notes" inside each slide - for some reason they were not showing up as a transcript
The document provides an overview of the International Education and Resource Network (iEARN). It discusses iEARN's history, goals, and methods. Specifically, it notes that iEARN was founded in 1988 and connects over 2 million K-12 students and educators from 130 countries through online collaborative projects. It aims to facilitate student-directed projects, support structures for this work, and demonstrate how online education can enhance learning globally. Key aspects include online courses for educators, professional development workshops, and annual international conferences.
Five Super Ways to Profit from Business-class and Channel-ready Cloud File SyncDropbox
This is eFolder's breakout session content from Autotask Community Live 2013 in Scottsdale, AZ. eFolder shares five different ways partners can profit from deploying cloud file sync services to their clients.
Este documento resume brevemente la historia de los medios y materiales de enseñanza desde las primeras pinturas rupestres hasta la era digital. Explica que las primeras tecnologías de información y comunicación incluyeron iconos en piedras y manuscritos en monasterios, mientras que la imprenta y luego la radio, la fotografía y el cine permitieron la independización de los medios de su soporte físico. Finalmente, señala que la creación de la computadora ENIAC en 1946 abrió la evolución de la informática moderna
El documento habla sobre la importancia del deporte en el desarrollo humano. Explica que el deporte une a las personas y enseña habilidades como el trabajo en equipo y el liderazgo. Un objetivo del deporte es enseñar disciplinas deportivas y habilidades de la vida como el esfuerzo y el liderazgo. Finalmente, concluye que el deporte es vital para el ser humano desde lo físico y mental.
SeHF 2013 | Standardisierte Prozess-Unterstützung mithilfe IHE XDW Profil (Sa...Swiss eHealth Forum
Swiss eHealth Forum | 8. März 2013 | Referat Dr. Sang-Il Kim
Die Präsentation erläutert das neue IHE Integrationsprofil IHE XDW (Cross Enterprise Document Workflow) und zeigt die möglichen Anwendungsfelder und Use Cases. Der Bezug zur eHealth Strategie Schweiz und die Integration in ein elektronisches Patientendossiers werden aufgezeigt. Beispiele von automatisierter Prozessunterstützung entlang von Behandlungspfaden konkretisieren die möglichen Nutzeneffekte.
Martin Alejandro Gazal es un estafador que se dedica a emitir cheques sin fondos, pagarle a la gente en negro y robarles cosas personales. Actualmente está usurpando una casa en Villa Sarmiento, Haedo. Gazal es descrito como un ladrón que comete delitos diariamente con impunidad. La persona que publicó la información quiere advertir a posibles empleadores y acreedores sobre los engaños de Gazal para que no caigan en sus trucos.
Este documento define los conceptos clave relacionados con los peritos y las pericias. Explica que un perito es una persona experta que provee su conocimiento especializado a un juez. Detalla los requisitos para ser perito, como la posesión de un título y estar inscrito en una lista judicial. También describe los pasos del proceso de pericia, incluyendo la aceptación del cargo, el análisis, el informe y los honorarios. Resalta que aunque los jueces consideran el dictamen pericial, no están obligados a seguirlo.
http://www.fiestasconglamour.com/
Organización Eventos Madrid | Fiestas con Glamour
organizacion,eventos,madrid,evento,fiesta,fiestas,despedida soltero,despedida soltera
Agencia de organización de eventos integral para empresas y particulares
Este documento provee antecedentes sobre los diferentes sistemas de señalización que han existido para redes telefónicas, desde el SSNo1 en 1934 hasta el actual SS7. Explica la importancia del SS7, el cual es el estándar más utilizado actualmente para soportar servicios telefónicos analógicos y digitales. También justifica la necesidad de mejorar la infraestructura de señalización en un país para apoyar el desarrollo de nuevos servicios de telecomunicaciones según la demanda de los usuarios.
This document provides information about a call for chapters for a book on digital identity and social media. The book will examine how social media and online spaces impact contemporary understandings of digital identity from technical and socio-cultural perspectives. Researchers and practitioners are invited to submit chapter proposals by November 30, 2009 on topics related to digital identity, social media, and their implications. Accepted chapters will be published in early 2011 by IGI Global.
El documento describe el trastorno específico del lenguaje (TEL), un trastorno del desarrollo del lenguaje que afecta a los niños desde sus inicios. El TEL tiene causas genéticas y puede tener impactos duraderos. Se evalúa el lenguaje del niño, y es importante descartar otras causas. El TEL afecta la capacidad del niño para comunicarse y puede causar estrés. Es importante que la escuela, la familia y la sociedad brinden apoyo al niño con TEL.
WordPress Meetup Karlsruhe Plesk 2016 - Die Veränderung der Web Entwicklung -...Jan Löffler
Viele Webseiten basieren noch auf shared hosting, dedizierten oder virtuellen Server Infrastrukturen und bedienen somit die Komfortzone von KMUs und Web Professionals. Die Frage ist nur, wie lange noch? Neue Technologien wie Docker in Verbindung mit Architekturen für verteilte Systeme wie Microservices stellen traditionelle Hosting Infrastrukturen in Frage und sind bei startup Unternehmen in der ständig wachsenden Web Szene äußerst beliebt. In diesem Talk gibt Jan Löffler, CTO des beliebten Server Management Tools Plesk, einen Einblick wie Startup Unternehmen und Marktführer wie z.B. Zalando ihre Webseiten entwickeln und warum immer öfter AWS der bevorzugte Cloud Service Provider ist.
YOTG Hamburg - Anders-Sundt Jensen Volkswagen AG - How to manage consumer exp...Year of the X
This document discusses how consumer expectations have changed rapidly due to new technologies and how companies must adapt to remain relevant. It notes that consumers are now "Always On" due to digitalization and companies must shift from a product-centric focus to being consumer-centric by understanding each consumer's individual needs. It advocates for an "Always On" brand relationship through constant two-way interaction across various contexts using ubiquitous customer data and analytics to deliver optimal personalized experiences.
DataArt is a global software engineering firm that takes a uniquely human approach to solving problems. With over 20 years of experience, teams of highly-trained engineers around the world, deep industry sector knowledge, and ongoing technology research, we help clients create custom software that improves their operations and opens new markets. Powered by our People First principle, we work with clients at any scale and on any platform, and adapt alongside them as they evolve.
Enhance Patient Care With Enterprise Healthcare Software Development ServicesTaction Software LLC
Taction’s Healthcare IT experts help you create compliance based value-driven healthcare software solutions to accelerate innovation in cutting-edge healthcare technology projects. Our Healthcare IT solutions follow the robust delivery model that enable businesses to leverage the latest technology to enhance wellness and improve patient care. With our customized solutions, we have the capacity and competence to match your technology needs to automate Healthcare Clinical processes, Billing Reconciliation, CCD / ICD / CPT coding and mapping, Appointment Scheduling and Reminder Management, Lab Integration, Pharmacy Integration, Hospital and Clinics Integration sharing real-time appointment, clinical and billing information. Whether you are in need of healthcare software solution or just looking to augment a team of skilled developers, our experts help you to drive business performance throughout your organization.
The document outlines a marketing plan for a mobile application called Med-360 that allows users to find doctors, book appointments, order medications, and access other healthcare services in one place. The application aims to save users' time and money. Key points of the marketing plan include highlighting how the app is more convenient than traditional methods of accessing healthcare, a pricing strategy to attract both free and paid users, and collaboration with hospitals, pharmacies and other providers to offer services through the app. The plan also discusses competitors, opportunities in the growing healthcare industry, and an implementation schedule to introduce the app and monitor its performance.
Obii | Medical Transcription and Coding Powered By Artificial IntelligenceBrian Bagdasarian
The American Medical Association estimates that if all health insurers were able to eliminate all claim payment errors, the health care system would save $17 billion per year.
Obii is a mobile, cloud-based and “provider-first” Computer Assisted Coding platform for the medical industry.
Obii increases the accuracy and consistency of the medical transcription and coding process by applying artificial intelligence and a streamlined interview-style user experience on demand.
Obii is designed to integrate easily with existing EHR software and legacy billing processes, resulting in increased revenue and efficiency.
We generate revenue by charging the medical provider a monthly subscription fee, and through deployment consulting fees.
This document provides an overview of Entrada, a healthcare technology platform designed to help medical facilities streamline clinical documentation workflows. It describes Entrada's core functions like automatically routing clinical information between scheduling, medical records, and other systems. The document also outlines Entrada's models for ambulatory and acute care, explaining how it generates work lists, routes dictations for processing, and returns completed documentation to electronic health records.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
The document outlines user personas for a cardiology practice considering an EHR system. It describes the key interests, goals, and concerns for four persona types:
1. The practice administrator is interested in EHR, PM, and patient portal solutions and their goals include easy implementation and intuitive workflow. Their main concerns are cost, usability, and interface issues.
2. The IT persona is focused on EHR, PM, and other solutions and their goals center around implementation impact and physician/C-suite satisfaction. Their concerns include uptime, security, and compatibility.
3. The physician persona's interests include EHR and mobile solutions and their goals relate to easy navigation and appropriate clinical workflow. Their concerns
This document provides an overview of Tony Fanelli's career in health information technology leadership. It summarizes his 20+ years of experience in various roles within healthcare organizations, implementing electronic medical record systems. It also outlines some common issues and needs expressed by key stakeholders in healthcare such as primary care physicians, administrators, and C-suite executives regarding EMR systems like ensuring data quality, interoperability, and support for value-based care initiatives.
An innovation team at Southcoast Health developed several technical solutions to address unique issues that arose during their enterprise EMR implementation over 21 months. These included a provider management system, patient movement matrix, position control verification tool, and integrated ambulance rotation requests. The innovation team's work helped streamline workflows and provide end users access to necessary information directly within the EMR. Their projects have generated over $12 million in ROI from an investment of $1.5 million.
Solutions targeted to patients, doctors, pharmaceuticals, hospitals and healthcare authorities. All of them strategically packaged to improve service delivery and enhance customer experience.
Engage Patients, Reduce Manual Processes and Drive Key Insights with Interope...Perficient, Inc.
This document discusses healthcare interoperability and integration best practices. It provides examples of Perficient implementing interoperability solutions for clients using IBM Integration Bus and the Healthcare Connectivity Pack. These solutions helped migrate interfaces, improve data sharing and application integration, and increase visibility into data flows. The document also outlines trends in healthcare driving the need for interoperability.
This document discusses a centralized outpatient initiative to enhance the Indian patient experience. It outlines the current challenges including long wait times, lack of guidance for patients, and inefficient processes. The proposed solution involves building a patient relationship layer through a call center CRM integrated with the hospital systems. This will provide omni-channel support for patients through various touchpoints and allow for proactive communication and follow up. The goals are to improve efficiency, reduce costs, and transform the overall patient experience.
Strategic Application of IT for Performance Improvement in hospital industry_...DrDevTaneja1
Hospital industry has been laggard in using IT tools to improve Performance Management.
The hospital industry must move beyond Transaction Reporting HMIS to Performance Improvement Tools like Visual Analysis Business Intelligence
Hospital industry must use IT spending as a Strategic Resource to optimize business outcomes & productivity
Shirley Sarker & Tero Väänänen: Implementing service design at NHS Digital fo...Service Design Network
NHS Digital is the national information and technology partner to the health and social care system using digital technology to transform the NHS and social care. At NHS Digital, service design is currently in its infancy, but we believe that here—more than anywhere else—service design can really make an impact, and now is the time to do so. However, setting up and building service design capability within an organisation the size and structure of NHS Digital is far from easy. In our talk we’ll discuss the challenges we face in building service design capability and turning it into a recognised discipline within NHS Digital
EHR Transitions Webinar: Legacy Support & Staff AugmentationJulie Champagne
Whether it’s a massive enterprise-wide EHR transition or the smaller affair of sunsetting a departmental system, the devil of making such projects work is not only in the details, it’s in the people. By that, we mean figuring out who moves, who stays, and how to execute the transition without having a corrupt end product is paramount. But fear not, there are established best practices for navigating every leg of this journey. In this webinar, you’ll hear from one executive who’s made this type of EHR transition odyssey so your trip can be that much smoother.
Align Patient Outcomes with Financial Data: a Formula for Correlating Cost an...Perficient, Inc.
Perficient is an IT consulting firm that helps clients implement business technology solutions. The document discusses Perficient's healthcare solutions and services, including business intelligence, ERP, mobile platforms, and its Oracle partnership. It then provides biographies of two speakers, Lesli Adams and William Bercik, before outlining a presentation on using data and analytics to understand healthcare costs and their relationship to quality of care.
This document discusses the implementation of electronic medical records (EMRs) in healthcare as mandated by 2014. It notes that current EMR vendors do not meet federal requirements and standards are still being developed. The costs of implementation are high and there are barriers like funding, IT resources, and provider resistance. It provides answers to questions about costs, funding sources like grants and loans, and the long-term benefits of EMRs like reduced errors and improved care coordination.
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
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, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...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, Army Venture capital
Team Catena - 2021 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, unmanned, autonomy, economic coercion,
Team Apollo - 2021 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, unmanned, autonomy, space force
Team Drone - 2021 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, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 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, unmanned, autonomy, semiconductors
Team Aurora - 2021 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, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...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, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
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
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
1. RUBIX HEALTH
Chaitanya Kanitkar (ck2565)
Abhinav Mishra (anm2147)
Day 5: 10 Interviews
Total Number: 54 Interviews
A Fully-automated Web Platform for transforming a physician’s
diagnosis into billable codes
2. Here’s what we thought
Direct Distribution Channel is what makes most sense to sell
our product to physicians in hospitals and in private practice.
SquareSpace
&Website
Domain
HIPPA Cloud
Platform for
NLP Engine
and WebApp
3. Customer Segments
Private Practice Physicians
• Much less patients/record to deal with
• Are more willing to use new EMR/EHR
systems with coding inbuilt
• Still spend around half an hour each
day on medical coding
• Less Important
Physicians in Hospitals/ITAdmins
• Many patients to deal with
• Hospitals have spend 30-50 million dollars in
EMR systems (~4-5 years ago)
• Spend around 30mins-1 hr a day on coding
even though they have billers-> priority
• Physicians are required to hire billers and
pay 5-12% of the total payment
• Most Important
4. Here’s what we thought (cont’d)
Our only channel was the web application running on a
HIPPA Compliant cloud.
Primarily physicians would buy our product. Billing
departments in hospitals and billing outsourcing companies
were much less of a concern.
The NLP Engine to translate billable codes would be hard but
with some knowledge is doable in a few months.
That the main value propositions were simply efficiency/time
and money saved.
6. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tr
ueVault
Hospital
Systems
• Wayne
State/Detr
oit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
KEEP
• offer consistent and high quality
service
• continually reach out to customers
for feedback
GROW
• Increase involvement in hospital
networks
• Government/larger hospitals
• Expand Services to include EMR and
extended billing service
Customer
Segments
• Private
practice
physicians
• Physician
groups
• Hospital IT
Admins
• Governmen
t
(Medicare/
Medicaid)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintainence/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
7. Here’s what we learned:Confirming the Problem
• 5-12% of total collections going to billers-> lot of money!!!
• Doctors spending 30 mins-1 hour looking up codes every day
• It’s a big headache for doctors, especially for those who are at hospitals as
depending on their dept., they tend to have less control over the billing process
9. Here’s what we learned:OEM
SalesTeam to
Partner with
Billing
Outsourcing
and EMR
Companies
NLP Engine
gets built and
becomes part
of software
package or
billing
consulting
service
Software is
sold by
distributor
companies
10. Here’s where we Ended: Customer Archetypes
Day 1Start Day 3Day 2 Day 5Day 4
1 Physicians
in hospitals
Value Prop: PlatformAgnostic,Cost Savings, Efficiency
2 Private
Practice
Value Prop: Smarter billing, small monthly cost, easier to test
EMR/
Billing
Companies
3
Competitors Value Prop: Use our NLP Engine as part of
their product, less billing experts needed
4
Hospital Bill
Dept./Informa
tics
Value Prop: Makes dept’s life a lot easier
when teaching new codes to doctors
12. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/T
rueVault
Hospital
Systems
• Wayne
State/Det
roit
Medical
Center
Hospital
System
• Hospital
Billing
Depts for
testing
Key Activities
MVP
• Prototype the User Interface/Web Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University School
of Medicine)
• Website consolidation
• Prototype sign-up list
• Generate interest in research circles +
community forums-> crowdfunding
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to see
what these diagnoses look like
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks hospital
billing depts, interest groups
for interest in testing
• Website to gauge & generate
interest in platform, website:
get early access
• have community forum for
billing
• commit to one or two
practices for dedicated
support
• generate research interest
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment, Angel
Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
• Website/Forum/Blog
Cost Structure (above and below)
• HIPPA-Compliant Cloud
Revenue Streams (above and below)
***Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
Hospital IT Admins and
billing departments at
major hospitals
• Government
(Medicare/Medicaid
)
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars),
less than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
• Billing outsourcing
companies
• EMR Companies
EMR Companies: Dr.
Chrono, CareCloud,
EPIC, CureMD,
• ask private practices for alpha testing using EMR
• Human Resources (Developers, Designers,
Marketers)
• Website Maintenance/Domain
13. Why you should invest in us
significant interest and need has been seen form multiple
customer segments
minimally invasive and no IT infrastructure overhaul
huge economic potential in terms of cost and time savings
for all customer segments
opportunities to partner with smaller EMR startups as a
distribution channel (estimated 9 billion dollar market)
NLP engine research can be catalyzed by initial funding and
testing at smaller practices and hospitals
14. What we need to do next
develop functioning and detailed MVP to demonstrate basic
features
generate significant interest in research communities through
website, blog, early access button
shadow billers and coders to learn extensively the entire process
get physicians directly involved as stakeholders in company
NLP research: figure out details of algorithm
partner with 1 or 2 hospital departments for testing purposes
19. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tr
ueVault
Hospital
Systems
• Wayne
State/Detr
oit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
KEEP
• offer consistent and high quality
service
• continually reach out to customers
for feedback
GROW
• Increase involvement in hospital
networks
• Government/larger hospitals
• Expand Services to include EMR and
extended billing service
Customer
Segments
• Private
practice
physicians
• Physician
groups
• Hospital IT
Admins
• Governmen
t
(Medicare/
Medicaid)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintanence/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
21. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tru
eVault
Hospital
Systems
• Wayne
State/Detro
it Medical
Center
Hospital
System
EMR
Companies
• Examples
include:
• Dr. Chronos
• CareCloud
• Cerner
• EPIC
• CureMD
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems
and physicians (ex. Wayne State
University School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview
stakeholders
• Figure out how much physician groups
are actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Platform Agnostic
• web application
that requires no
extra installation
and is
independent of
EMR System used
Analytics
• Practice insights
obtained and
analyzed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
• Showcase MVP to physicians
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
• Expand Services to include
EMR and extended billing
service the whole revenue
life cycle management
(future)
Customer Segments
• Private practice
physicians -> extend
SaaS into full
revenue life cycle
management
• Physician groups in
larger hospitals
(these hospitals
usually have
separate
departments)
• Hospital IT Admins
and billing
departments at
major hospitals
• Government
(Medicare/Medicaid
)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-
Compliant Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
23. Key
Partners
HIPPA-
Compliant
Cloud Platform
• Aptible/Tru
eVault
Hospital
Systems
• Wayne
State/Detroi
t Medical
Center
Hospital
System
EMR
Companies
• Examples
include:
• Dr. Chronos
• CareCloud
• Cerner
• EPIC
• CureMD
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to
see what these diagnoses look like and
how are the codes are inputted to doc
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform, website:
get early access
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
SAAS
Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
• Hospital IT Admins
and billing
departments at
major hospitals
• Government
(Medicare/Medicaid
)
Showcase MVP
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
• Government/ Larger Hospitals
• Expand Services to include
EMR and extended billing
service the whole revenue life
cycle management (future)
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars), less
than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
25. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/T
rueVault
Hospital
Systems
• Wayne
State/Det
roit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University School
of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to see
what these diagnoses look like and how are
the codes are inputted to doc
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform, website:
get early access
• have community forum for
billing
• commit to one or two
practices for dedicated
support
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment, Angel
Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
***Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
Hospital IT Admins and
billing departments at
major hospitals
• Government
(Medicare/Medicaid
)
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars), less
than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
• Billing outsourcing
companies
• EMR Companies
EMR Companies: Dr.
Chrono, CareCloud,
EPIC, CureMD,
• ask private practices for alpha testing using EMR
26. Market Opportunity
Total Available Healthcare IT Market:
$53.8 bn/year
• Growing at an annual rate of 16%
(MarketResearch.com)
ServedAvailable Market for Medical
Records and Health Info IT: $7.8bn/year
• Number of jobs * average salary
=205,000*$38,000 (U.S. Bureau of Labor
Statistics)
• Number of jobs projected to increase 22%
from 2012-2022. Higher demand for coders
due to increasingly aging population expected
to increase salaries as well.
Target Market : $4.8bn/year
• Medical/surgical hospitals, physicians’ offices,
outpatient facilities
• Number of jobs * average salary per category
• (http://www.medicalbillingandcoding.org/jobs
/)
TAM:
$53.8 bn
SAM:
$7.8 bn
Target:
$4.8 bn
27. Value Proposition for Hospitals/IT Admin
Problem:
The medical coding and
billing reimbursement
process is
• costly
• inefficient,
• time-consuming.
Solution:
• Platform agnostic
software
• Fully automated
technology
• Reduce cost by
lowering billing staff or
saving physicians’ time
spent in coding
Value Proposition:
• Cloud-based/web app
that automates coding
process using NLP
engine.
• Translates doctor’s
diagnoses into billable
codes
• Increases flexibility
for current EMR
software
• No infrastructure
overhaul
• Analytics for practice
28. Value Proposition for Private Practices
Problem:
The medical coding and
billing reimbursement
process is
• costly (5-12% cut)
• inefficient,
• time-consuming (30-45
days).
Solution:
• Platform agnostic
software
• Fully automated
technology
• Reduce cost by
lowering billing staff
Value Proposition:
• Cloud-based/web app
that automates coding
process using NLP
engine.
• Translates doctor’s
diagnoses into billable
codes
• Increases flexibility
for current EMR
software
• Allows private
practices to transition
to other EMR software
without having to pay
for billing part
• replace human coders
• Analytics for practice
31. Distribution Channels
Direct Channel : Website
MVP and Get Early Access Email Popup
Community Forum for discussing billing
Web Application Portal
OEM: EMR Companies
Examples include EPIC, CureMD, or
billing oursourcing company such as
Empire
Provide NLP Billing engine built into EMR
Product
NoWeb Portal
32. Direct Distribution Channel
SquareSpace
&Website
Domain
HIPPA Cloud
Platform for
NLP Engine
andWebApp
~$110/year ~$150/month
Using our predicted monthly subscription cost of around 200-300 dollars
per month this leaves us with around 100 dollars per customer
33. OEM Distribution Channel
SalesTeam to
Partner with
Billing
Outsourcing
and EMR
Companies
NLP Engine
gets built and
becomes part
of software
package or
billing
consulting
service
Software is
sold by
distributor
companies
5-10% of each
payment goes to us
~9 billion dollar market for EMR
Software and 31.6% market share for
billing outsourcing
35. CustomerWorkflow
Patient EMR
• contains written diagnosis by
doctors
• doctors will not need to add
any codes by looking it up
online or in software
Rubix Health
•upload EMR as PDF/Word
document to portal
•NLP Engine will scan through
document and generate codes
•EMRs sorted by date/patient on
portal for easy use
Reimbursement
• biller/coder does not have to do
anything except look at codes and
write form
•less billers/coders needed
• send form to insurance companies
36. Customer Relationships: GET (Direct)
Website: Put more relevant terms that are searched for when
searching for medical billing (track through Google)
Get Early Access popup right at the top of website for easy way to
get customers to sign up (similar to Robinhood)
Community Forum: Empowers physicians and other experts in the
field to discuss and share problems in medical billing
Blog:To tell our insights and provide a social forum
Continue to talking to physicians in private practices and hospitals
Commit to one-two groups for actually developing and testing the
product
37. Customer Relationships: GET (OEM)
Can only be done after development and testing of product
(through partnering with hospitals such asWayne State or
private practices)
Start with billing consulting companies-> ask how much they
could save through our product.This might be the best place
to start with because they have to hire actual experts
Get demos from EMR/EHR companies to see where exactly
their products could be lacking (IT invasive?, not as smart?)
Partner with larger tech companies who are interested in the
healthcare IT sector such as Citrix,VMware, Flatiron
38.
39.
40. Hypothesis & Experiment 1
Hypothesis: Medical billing is a cumbersome, costly, and time-
consuming process for everyday physicians.
Experiment:Ask physicians how much time they spend in learning
about CPT, ICD-9, and ICD-10 codes.
Can they be spending that time elsewhere?
How much money does a physician/group of physicians spend on
coders/billers?
Compare responses between doctors in private practice and those
working in hospital groups to see where demand is greatest and how
specifics vary.
If doctors spend a lot of time (~30 mins/hr per day) and money with
coding and reimbursement-> success
41. Learning from Hypothesis/Experiment 1
Hypothesis: Medical billing is a cumbersome, costly, and time-consuming process for everyday
physicians.
Experiment: Ask physicians how much time they spend in learning about CPT, ICD-9, and ICD-10 codes.
Result: Most physicians, especially those in larger hospitals, are spending on average 20-30 minutes
writing codes themselves
Around 5-8% of the total payment goes to billers (12% for academic hospitals)
About 60% of the doctors expressed that the billing process was extremely inefficient (one even said it
was laughable)
Iteration: Keep collecting insights from other doctors. Also ask more details about why the coding
process itself is cumbersome (for example: does it involve looking up a lot of codes)?
Iteration Result: It is a cumbersome process because of the details involved in the diagnosis, especially if
a patient has a lot of history (more time with patient-> more reimbursement). Moreover, billing
outsourcing companies are expensive and not preferred by hospitals.
Second Iteration: Shadow doctors, billers, and coders to be able to visualize the problem.This will help
when it comes to creating the product and the NLP engine itself.
42. Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not
eradicate the problem of medical coding for physicians.
They’re only a temporary fix. Doctors and their IT departments
are still not satisfied with these technologies.
Experiment: Meet current physicians using these new
technologies and ask about whether they like using these new
all-in-one software solutions or not.
Ask IT admins about the effort required to integrate this new
product into the practice.
If a majority of physicians and IT admins are using/willing to
change to new EMR technologies-> fail, else-> pass
43. Learning from Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not eradicate the problem of
medical coding for physicians.They’re only a temporary fix. Doctors and their IT
departments are still not satisfied with these technologies.
Experiment: Meet current physicians using these new technologies and ask
about whether they like using these new all-in-one software solutions or not.
Results: Around 30% of the doctors we spoke to have transitioned to using newer
software systems. However, all of these doctors were in private practice.
Most Physicians in large hospitals such as NewYork Presbyterian said that the
hospital has already spent 30-50 million dollars in EMR systems. Changing to a
new EMR system is just simply an hassle. More open to using platform with drag
and drop or upload of EMRs.
Iteration: Show physicians our MVP/Website. Ask if anything needs to be added
or changed to the MVP.Talk to IT departments about our solution and see if it
follows the IT guidelines for the hospital.
44. Learning from Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not eradicate the problem of medical coding for
physicians.They’re only a temporary fix. Doctors and their IT departments are still not satisfied with these
technologies.
Experiment: Meet current physicians using these new technologies and ask about whether they like using
these new all-in-one software solutions or not.
Results: Around 30% of the doctors we spoke to have transitioned to using newer software systems. However,
all of these doctors were in private practice.
Most Physicians in large hospitals such as NewYork Presbyterian said that the hospital has already spent 30-50
million dollars in EMR systems. Changing to a new EMR system is just simply an hassle. More open to using
platform with drag and drop or upload of EMRs.
Iteration: Show physicians our MVP/Website. Ask if anything needs to be added or changed to the MVP.Talk
to IT departments about our solution and see if it follows the IT guidelines for the hospital.
Results: MVP is not detailed enough. Need more in terms of showing an example demo, even if it’s not a real
example. However the UI is simple like Dropbox and that was approved.Website looks nice but it is very wordy.
Needs to be more organized.
Second Iteration: Change website, make it more organized and appealing.Add stuff to blog and finish get
early access feature.
45. Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is
the most appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to
other companies and services that the provider utilizes. Do they
want to see any changes?
Would they rather go with another route (such as percentage cut) ?
Pass/Fail: Propose the monthly model with a reasonable price (~200
dollars/a month which is on the low end of medical software
companies). If the doctors/providers approve of the number then
pass, else->fail
46. Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is
the most appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to
other companies and services that the provider utilizes. Do they
want to see any changes?
Would they rather go with another route (such as percentage cut) ?
Pass/Fail: Propose the monthly model with a reasonable price (~200
dollars/a month which is on the low end of medical software
companies). If the doctors/providers approve of the number then
pass, else->fail
47. Learning from Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is the most
appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to other companies
and services that the provider utilizes. Do they want to see any changes?
Results: Private practices who are using EMR/HER software approve of the
monthly subscription model. However, there are some extra hidden costs that
come into play when extra features are needed.
Larger hospitals use the percentage of the total payment to pay billers and
doctors aren’t pleased with this method. It leads to extra money going to
coders/billers, especially when many of the doctors are doing a lot of the coding
themselves.
Iteration: Start with monthly model and come up a more concrete number by
taking important factors into account (such as number of EMRs processed, length
of documents, etc.). Ask doctors if that number is reasonable and repeat if it is
not. Also ask doctors what factors should be considered in payment itself.
48. Hypothesis & Experiment 4
Hypothesis: We believe that billing outsourcing companies and possibly
EMR/EHR companies would be willing to partner with us if the NLP Engine
is truly accurate and intelligent.The payment method that would work best
would be a percentage of the total payment.
Experiment: Reach out to these companies and present our solution.Ask
how much money it could save them to get an idea whether they could be
possible partners or not?
Ask how they currently get revenue to get an idea of which payment
method is preferable (might depend on scenario).
Pass/Fail: If companies say yes or show signs of interest and approval then
pass, else->fail
49. Hypothesis & Experiment 4
Hypothesis: We believe that aside from visiting customers, our
website will be a major channel for reaching customers, especially if
has social media features (such as forum/blog).
Experiment: Ask physicians if/how they communicate the pains
they have in the current medical billing process. Ask if they would
like the forum and blog features and whether they would generate
more social awareness on the problems in medical billing.
Set up analytics engine to see how many people are currently
visiting website.
Pass/Fail: If doctors say yes and are eager to use the feature->pass,
else->fail