What factors determine good geographic areas for telehealth implementation?

It sounds like you have a wound care physical product? Is that correct? Who will b the end user? Nurses in home health? Hospital nurses and general and trauma surgeons? Who buys products for these end users? Cmo of large health systems? Ultimately, you may need to consider cardinal health, McKesson for distribution? How will you manufacture this product? Check out alibaba for starters. How much will your customer pay for this product? How is it better than what they are using now? Will this product allow burn victims to be discharged earlier? Will it reduce hospitalization in nursing home residents? You will need to assemble a team, probably an MBA for starters... What is the total addressable market? Start a conversation with the buyers for your local healthcare system and ask them their pain points in wound care? Work with a local physician who might be a champion user and persuade administration to try a pilot with your product. In short get one customer who will pay a certain price for it, consider presales, like tile is doing now. This should get you started! Once you have these answers you may be ready for a grass roots fundraising campaign on medstartr! I am happy to help! Best, dr hodge

great questions - we see this situation with our clients pretty frequently at my firm. based on my own years of SaaS/tech sales, marketing and project management experience, I would say the path most likely to get adoption is actually discovered before the demo is delivered, rather than after. that is to say, your way into the client should start with you thinking back on your initial conversations about their goals and their challenges. just as you likely did during the initial conversations, now is the time to connect what your product can do during the demo with how it addresses or responds to those challenges and goals. Curtail your demo to speak specifically to the things they have (directly or indirectly) expressed. If you're unsure, there are several good leading questions you can ask that will give you indicators as to which problems your product might he able to help them solve. Beyond helping connect the dots, the value proposition you're offering here relates to what exactly you mean by a "beta" product. Beta can mean a lot of things to a lot of people. Are you Beta in phase only (i.e. is your product debugged and more or less v1.0 full launch ready? Or, are you are just testing with a small group? Or, is Beta really a means of you finalizing your testing/debugging on the system prior to a larger launch?) so, how you get them to adopt (and how much or if you charge for this access) is driven by what it is your beta product is capable of doing at that point in time. There is a pretty simple selling strategy that can be developed here - you need to make sure to create the appropriate checklist and evaluate your in-roads to a potential deal based on their stated or passively observed needs, curtail the demo to meet those needs, and then evaluate your own product so that you can build a plan for getting the "close" in from that potential client once you have completed the demo. If you would like some help writing out your 3-phased plan for converting demos into deals I'd be happy to help. Schedule some time to connect and we can talk through the details then.

Focus on apps/devices that make it easier to manage chronic diseases--asthma, COPD, diabetes, or other issues like infertility. Managing these ailments can be cumbersome, and most patients fail at managing them. This is where mobile devices can offer the most benefit.

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I would disagree with Laura's advice about allowing your communication system to operate in-tandem to what you're trying to displace. Hospital staff have very little appetite to learn or adopt new systems, especially for mission-critical work. I also disagree with the idea that your competitors are an ideal partner. They will force you to adopt their processes and live by their rules, severely limiting your upside and will often waste your time with misleading signals of interest. Has this objection cost you any sales yet? If not, don't over-think this. Is it an objection that you've just been given and you're about to close or lose a sale over? If that's the case, call me or someone and talk through this right now. Otherwise, focus on ensuring that the client is totally bought-in to using your software (trial or otherwise). If this issue comes up, you have a number of ways to address this: Generally speaking, even with mission-critical software, the due diligence doesn't include financial analysis of the vendor. So just project the confidence that you *will* be around and you should be fine. If not, there are actual contract-specific language that you could use to address this but you really should avoid that at this stage.