Oct 25, 2026 · 1 hr 20 min · 12 segments
Indian pharma has spent time, money and effort trying to reach more doctors, add more field force and expand distribution. But once that is done, a more consequential part of the deal remains…
Thank you for taking me through a what you call a long answer those kind of answers are what interests me the most because it provides very rich context to to your thinking to the way that your organization has been built and also you've described the problem really well but you know now i i i think it's uh let's do a little deep dive and understand what go active actually does you know the because uh you know there is to define the business in plain language you know it's either it's a partner or a competitor frame right and so like you rightly said this is about partner and competitor both from pharma companies really well but you know now I think it's let's do a little deep dive and understand what go active actually does you know the because you know there is to define the business in plain language you know it's either it's a partner or a competitor frame right and so like you rightly said this is about partner and competitor both from pharma companies point of view from distributors point of view from everybody that stakeholders whenever there's a new entrant there is always a bit of distrust or a bit of trying to wait and watch and and all of that so that's why I want to get a little precise about what happens so you know but what does go up to do let's get specific here who pays you who do you serve What would a chemist in a tier 3 town say that you do for them?
So evolving from this model, of course, we primarily after that SaaS model, what we had pivoted, we moved to outcome delivery model.
Then we have actually told the companies that, okay, you don't pay me for the services for the technology platform.
So for example, if your brands are growing at maybe 1%, 2%, whatever, we believe that these brands can grow at least about 10%.
And whatever number of deployment that needs to happen, my technology, my analytics can tell me.
I would require those many people, which is 20-30% lower than your own deployment currently.
but I would deliver this kind of growth and then that's a value creation that we do and then we take a piece of that value as our revenue.
That model seems to have clicked and worked with healthcare companies because now We take their real problem.
And the conviction for us is that with a digital model, which is a combination of people and my technology platforms, we would be able to build and get better growth for these brands.
That's how the model evolved to after three or four years of GoAptiv's existence.
Then slowly with these tech platforms, we started building an ecosystem in terms of the doctor.
Our reps will, when they go and meet the doctor, they onboard the doctor onto ConnectOD app.
The pharmacist will come to Channel Pay app and the wholesalers and distributors will come to Channel Paisa as an app.
and the distributor also has been connected with these apps so that when a pharmacy takes an order it will actually reflect with the distributor or a wholesaler takes an order it will reflect with the distributor even when the doctor takes an order the distributor will get to see and then they will be able to supply so these are connected the only difference now here is instead of other companies MRs taking my technology platform we have actually put our own MRs trained them on this model and made them to say that their job we have redefined to say that your job is not to just go detail to the doctor and sell.
Your job is to identify these three or four stakeholders who will make healthcare happen and bring them to a digital ecosystem.
The value addition to each of these stakeholders is given through the platform.
Thank you for taking me through a what you call a long answer those kind of answers are what interests me the most because it provides very rich context to to your thinking to the way that your organization has been built and also you've described the problem really well but you know now i i i think it's uh let's do a little deep dive and understand what go active actually does you know the because uh you know there is to define the business in plain language you know it's either it's a partner or a competitor frame right and so like you rightly said this is about partner and competitor both from pharma companies really well but you know now I think it's let's do a little deep dive and understand what go active actually does you know the because you know there is to define the business in plain language you know it's either it's a partner or a competitor frame right and so like you rightly said this is about partner and competitor both from pharma companies point of view from distributors point of view from everybody that stakeholders whenever there's a new entrant there is always a bit of distrust or a bit of trying to wait and watch and and all of that so that's why I want to get a little precise about what happens so you know but what does go up to do let's get specific here who pays you who do you serve What would a chemist in a tier 3 town say that you do for them?
So evolving from this model, of course, we primarily after that SaaS model, what we had pivoted, we moved to outcome delivery model.
Then we have actually told the companies that, okay, you don't pay me for the services for the technology platform.
So for example, if your brands are growing at maybe 1%, 2%, whatever, we believe that these brands can grow at least about 10%.
And whatever number of deployment that needs to happen, my technology, my analytics can tell me.
I would require those many people, which is 20-30% lower than your own deployment currently.
but I would deliver this kind of growth and then that's a value creation that we do and then we take a piece of that value as our revenue.
That model seems to have clicked and worked with healthcare companies because now We take their real problem.
And the conviction for us is that with a digital model, which is a combination of people and my technology platforms, we would be able to build and get better growth for these brands.
That's how the model evolved to after three or four years of GoAptiv's existence.
Then slowly with these tech platforms, we started building an ecosystem in terms of the doctor.
Our reps will, when they go and meet the doctor, they onboard the doctor onto ConnectOD app.
The pharmacist will come to Channel Pay app and the wholesalers and distributors will come to Channel Paisa as an app.
and the distributor also has been connected with these apps so that when a pharmacy takes an order it will actually reflect with the distributor or a wholesaler takes an order it will reflect with the distributor even when the doctor takes an order the distributor will get to see and then they will be able to supply so these are connected the only difference now here is instead of other companies MRs taking my technology platform we have actually put our own MRs trained them on this model and made them to say that their job we have redefined to say that your job is not to just go detail to the doctor and sell.
Your job is to identify these three or four stakeholders who will make healthcare happen and bring them to a digital ecosystem.
The value addition to each of these stakeholders is given through the platform.
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