Considering the high customer acquisition costs in the Indian market, what are the core unit economics challenges facing direct-to-consumer digital health platforms, and why is achieving profitability so difficult even at massive scale?

The core unit economics challenge for direct-to-consumer digital health platforms is the severe imbalance between high acquisition costs and low initial transaction values. With CACs ranging from ₹1,500-₹3,500, a single transaction is almost always unprofitable, placing immense pressure on driving repeat purchases quickly. Profitability is not a function of initial conversion but of sustained customer frequency. For example, an e-pharmacy like Tata 1mg might have a CAC of ₹1,200-₹2,000, while the average order value is only ₹450-₹800. This means a customer must transact multiple times just to cover their acquisition cost, let alone platform expenses. The GTM strategy must therefore be engineered to solve this frequency problem by building robust retention mechanics from day one, as scale alone cannot fix a fundamentally broken economic model. Discover how top platforms are structuring their retention systems to overcome this challenge.

When targeting different consumer segments like urban millennials versus elderly demographics, how should a digital health platform strategically adjust its acquisition and retention tactics to effectively address their distinct needs and technology adoption patterns?

You must tailor GTM strategies differently for urban millennials versus elderly demographics because their motivations and technology usage are starkly different. Millennials respond to performance marketing and value app-based convenience, while elderly users require trust-building and simpler, often assisted, ordering channels. A segmented GTM approach is crucial for maximizing reach and retention across diverse user bases. For millennials, your strategy should lean on: Digital Channels: Meta and Instagram ads targeting specific health interests. Influencer Marketing: Partnerships with fitness and wellness experts. App-centric Features: Health trackers to drive habit formation. For elderly demographics, the focus shifts to building trust and reducing friction. While PharmEasy targets youth with app deals, it needs different tactics for seniors, like simplified WhatsApp reordering. Their CAC can exceed ₹3,500 without a tailored plan. Learn more about crafting these nuanced user journeys in the full analysis.

Looking at market leaders like PharmEasy and Tata 1mg, what specific GTM strategies have they employed to achieve massive revenue scale, and what does their continued unprofitability signal about the long-term viability of their current model?

Market leaders like PharmEasy and Tata 1mg achieved scale through an aggressive GTM playbook centered on high-volume customer acquisition, deep discounting, and performance marketing. Their unprofitability, despite massive revenues like PharmEasy's ₹5,664 crore in FY24, signals that this growth-at-all-costs model has not solved the underlying unit economics challenge. Scale has not translated to profitability, highlighting a systemic issue in the consumer healthtech space. These companies successfully acquired users by offering steep discounts on first orders and investing heavily in Google and Meta ads. They then attempt to drive lifetime value through subscription models and personalized reminders. However, with CACs often exceeding the value of initial transactions, the path to profitability remains elusive and heavily dependent on achieving high repeat purchase rates. The complete report explores whether this model is sustainable or requires a strategic pivot.

Given the fierce competition for high-intent keywords, what does the data on customer acquisition costs, such as the ₹1,200-₹2,000 CAC for e-pharmacies, reveal about the most effective performance marketing channels for consumer health platforms?

The data on customer acquisition costs, with e-pharmacies paying ₹1,200-₹2,000 per user, reveals that performance marketing is a powerful but expensive GTM channel dominated by high-intent keywords. This cost structure proves that capturing users at the moment of need via search is effective for conversion but requires a robust retention system to be profitable. Your GTM must treat performance marketing as the start of the journey, not the end. Platforms like Tata 1mg bid aggressively on terms like "buy medicines online" because they provide immediate transactions. However, the high CAC means profitability hinges on what happens next. This is why successful GTM systems integrate performance channels with: Content marketing to build authority. Affiliate partnerships to acquire users at a lower blended cost. Influencer marketing to build trust and social proof. Explore the full breakdown of how to build a balanced marketing mix in the complete article.

For an e-pharmacy startup aiming to become profitable, what specific retention infrastructure must be built alongside acquisition channels to drive repeat transactions and improve lifetime value within the critical 60-90 day window?

To become profitable, an e-pharmacy startup must build a dedicated retention infrastructure that complements its acquisition efforts, focusing on driving a second purchase within 60-90 days. Relying solely on acquiring new users is a losing battle when a typical CAC of ₹1,200-₹2,000 far exceeds the initial order value. Your GTM system's primary goal must shift from conversion to creating habitual usage. A stepwise plan includes: Subscription Models: Offer discounts for monthly deliveries to lock in recurring revenue. Personalized Reminders: Use purchase history to send timely refill notifications via app push or WhatsApp. Loyalty Programs: Implement rewards like cashback, as seen with players like PharmEasy, to incentivize repeat purchases. Frictionless Reordering: Develop simple systems to make repeat transactions effortless. Building this infrastructure is non-negotiable for overcoming negative unit economics. Read on to see how these systems are implemented in practice.

How can a new wellness app design a multi-channel go-to-market plan that blends performance marketing with content and influencer partnerships to effectively justify its higher customer acquisition cost of ₹2,500-₹4,000?

A new wellness app facing a high CAC of ₹2,500-₹4,000 must design a GTM plan that justifies this cost by attracting high-LTV users and building a strong brand, rather than just chasing cheap clicks. This requires moving beyond basic performance marketing to a more holistic, trust-building approach. Your GTM must create perceived value that matches your acquisition spend. A multi-channel plan should include: Targeted Performance Ads: Use Meta to reach specific demographics interested in niche wellness topics. Credibility-driven Content: Develop blogs and resources on behavior change to attract organic traffic. Authentic Influencer Partnerships: Collaborate with trusted doctors and nutritionists to validate your app. Corporate Tie-ups: Establish affiliate partnerships, similar to strategies used by Tata 1mg, to acquire users through B2B channels. This blended approach builds a brand moat that makes high CAC sustainable. The full article details how to balance these channels for maximum impact.

As large players like PharmEasy continue to burn capital on aggressive acquisition, what does this trend imply for smaller HealthTech startups, and how should they adapt their GTM to find a sustainable niche in the market?

The trend of large players like PharmEasy burning capital, evidenced by its ₹5,664 crore revenue yet continued losses, implies that the market is becoming a capital-intensive war of attrition. For smaller HealthTech startups, this means competing head-on with rivals on performance marketing is a losing strategy. You must adapt your GTM to find a defensible niche where you are not directly competing on ad spend. Smaller players should adjust their strategy by: Focusing on Underserved Niches: Target specific health conditions that larger players overlook. Building Community: Create a strong community to foster organic growth and loyalty. Prioritizing B2B2C Channels: Partner with corporations or insurers to acquire users more cost-effectively. This strategic pivot from a broad consumer play to a targeted, capital-efficient model is crucial for survival. Learn more about these alternative GTM strategies in the full post.

With WhatsApp-based reordering systems gaining traction in the Indian market, how is this channel changing the retention landscape for digital health platforms, and what are the future implications for customer engagement strategies?

WhatsApp-based reordering is fundamentally changing the retention landscape by creating a direct, low-friction channel for repeat transactions, moving engagement outside the competitive environment of an app or website. This trend simplifies the customer journey, making it a powerful tool for driving the purchase frequency needed to offset high acquisition costs. This channel shifts the focus from in-app engagement to conversational commerce. The future implications for your GTM strategy are significant. Platforms like PharmEasy can leverage WhatsApp to: Send automated, personalized refill reminders. Enable one-click reordering directly within a chat conversation. Provide customer support and build a direct relationship with users. With e-pharmacy CACs around ₹1,200-₹2,000, integrating WhatsApp is becoming essential for improving LTV. Explore how to integrate this channel effectively in our detailed guide.

What is the most common pitfall for digital health platforms that focus purely on acquiring new customers through deep discounting, and how can a balanced strategy focusing on retention mechanics create a more sustainable path to profitability?

The most common pitfall is mistaking user growth fueled by deep discounts for genuine product-market fit, which leads to a high-churn, low-LTV customer base. A balanced strategy that integrates retention mechanics from day one avoids this trap by focusing on creating sustainable, habitual user behavior. You must solve for profitable frequency, not just initial conversion. Stronger companies like Tata 1mg are actively building this balance by avoiding several mistakes: Over-reliance on first-order discounts: Instead, they build loyalty programs that reward repeat business. Ignoring post-purchase engagement: They implement personalized reminders and content. Making reordering difficult: They streamline the process with one-click refills and subscriptions. With the average wellness app CAC at ₹2,500-₹4,000, acquiring unprofitable users is a path to failure. Find out how to build a GTM system that attracts and retains valuable customers.

Why does simply scaling user numbers fail to solve the fundamental unit economics problem for many consumer HealthTech companies, and what specific GTM adjustments are necessary to shift the focus from growth-at-all-costs to profitable frequency?

Simply scaling user numbers fails to solve the unit economics problem because the fundamental model is often unprofitable on a per-customer basis. Aggressive growth just multiplies the losses when acquisition costs, like the ₹1,500-₹3,500 CAC, exceed the initial transaction value. Your GTM must pivot from a "growth at all costs" mindset to one focused on "profitable frequency per user." This requires strategic adjustments. Instead of pouring more capital into acquiring new users, you should: Invest in Retention Infrastructure: Build subscription models and loyalty programs. Optimize for Average Order Value (AOV): Introduce product bundling to increase transaction value. Segment and Target High-LTV Users: Focus spend on profiles with higher repeat purchase rates. Companies like PharmEasy demonstrate that revenue scale does not guarantee success. The full article explains how to re-engineer your GTM for profitability.

How do the go-to-market playbooks for an e-pharmacy with low average order values differ from a wellness app with annual subscriptions, and what key metrics should each prioritize to evaluate their long-term success and sustainability?

The GTM playbook for an e-pharmacy differs significantly from a wellness app due to their distinct monetization models. An e-pharmacy chases transactional frequency with low margins, while a wellness app pursues long-term engagement to justify an annual subscription. You must align your GTM KPIs with your specific revenue model. An e-pharmacy like Tata 1mg, with an AOV of ₹450-₹800, should prioritize: Repeat Purchase Rate: The percentage of customers who return within 60-90 days. Time to Second Purchase: How quickly a new user becomes a repeat customer. LTV to CAC Ratio: Ensuring long-term profitability. In contrast, a wellness app with a higher CAC should focus on engagement metrics that predict subscription renewal, such as daily active users (DAU) and feature adoption rates. Understanding these differences is key to building a winning strategy.

HealthTech GTM by Business Model: Digital Health, Telehealth, and B2B Hospital Sales

Amol Ghemud
HealthTech GTM by Business Model: Digital Health, Telehealth, and B2B Hospital Sales
Published: January 16, 2026

Contributors: Amol Ghemud
Published: January 16, 2026

Summary

HealthTech GTM cannot use a single playbook across business models. Digital health platforms, telehealth services, and B2B hospital sales operate on fundamentally different economics, customer acquisition timelines, and revenue structures. The Indian telemedicine market, valued at USD 3.10 billion in 2024 and projected to reach USD 19.90 billion by 2033 at 20.50% CAGR, demonstrates explosive growth but masks structural differences in how companies monetize. Digital health platforms targeting consumers face high CAC (₹1,000-₹5,000) with transactional revenue models. Telehealth operates on a consultation-based model, and mHealth apps dominate with 47.9% market share. B2B hospital sales demand 6-19 month cycles, OPEX models replacing CAPEX, and integration with legacy Hospital Information Systems as table stakes.

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HealthTech founders frequently make a fatal assumption: GTM strategy is about customer type, not business model. They build a product, identify target customers, and deploy acquisition tactics without recognizing that the monetization model defines everything else. A B2C telemedicine platform and a B2B hospital SaaS product might both target “healthcare” but require entirely different GTM systems.

Digital health platforms monetize through transaction fees or subscriptions from individual users. Telehealth generates revenue per consultation or subscription packages. B2B hospital sales close annual contracts through multi-stakeholder decision processes. Each model has distinct unit economics, sales cycles, and scaling dynamics. Applying a consumer playbook to enterprise sales leads to catastrophic capital burn. Using hospital sales tactics for consumer telehealth kills velocity.

Let’s examine how GTM must be tailored to each business model and why cross-contaminating strategies destroy execution focus.

Digital health platforms: Consumer acquisition at scale with retention challenges

Digital health platforms include e-pharmacies, wellness apps, health trackers, and patient engagement tools sold directly to consumers. The GTM model optimizes for high-volume customer acquisition with retention mechanics that drive frequency and lifetime value.

The unit economics challenge

Indian pharma CAC ranges from ₹1,000-₹5,000 for domestic companies, while MNCs face CAC of ₹3,000-₹10,000+ due to the complexity of specialty drugs. For digital health platforms, CAC sits in the middle at ₹1,500-₹3,500 depending on the category. The E-pharmacy CAC is lower (₹1,200-₹2,000) due to repeat transactions. Wellness and fitness apps face higher CAC (₹2,500-₹4,000) as behavior change is harder to monetize.

The structural problem is low transaction values. Average order values in e-pharmacy range from ₹450-₹800, wellness subscriptions are ₹999-₹2,499 annually, and diagnostic test bookings average ₹1,200-₹2,500. First transactions are unprofitable after factoring in CAC, platform costs, and discounts. Profitability requires repeat transactions within 60-90 days. Digital health GTM must therefore solve for frequency, not just conversion.

PharmEasy generated ₹5,664 crore revenue in FY24, making it the largest Indian healthtech startup by revenue. Tata 1mg followed by ₹1,900+ crore. These platforms achieve scale through aggressive customer acquisition, deep discounting on first orders, and retention through subscription models and personalized recommendations. However, both remain unprofitable, indicating that scale alone does not solve unit economics in digital health.

GTM channels: Performance marketing with retention infrastructure

Digital health platforms rely heavily on performance marketing via Google Search Ads for high-intent keywords such as “buy medicines online” or “book a blood test”. Meta and Instagram ads for targeting specific demographics and health conditions. Influencer partnerships with doctors, nutritionists, and fitness experts. Content marketing through health blogs, symptom checkers, and educational resources. Affiliate partnerships with corporate wellness programs and insurance providers.

However, customer acquisition is only half the system. Retention infrastructure determines profitability. Subscription models offering discounts for monthly medicine deliveries or annual wellness plans. Personalized reminders for prescription refills based on purchase history. Health-tracking features that drive daily engagement and habit formation. Loyalty programs reward repeat purchases with cashback or discounts. WhatsApp-based reorder systems are reducing friction for repeat transactions.

Market segmentation: Urban millennials vs elderly demographics

Urban millennials and Gen Z view digital health as a convenience and a lifestyle enabler. They adopt quickly, respond to performance marketing, and value app-based convenience. GTM for this segment optimizes for velocity and viral mechanics. The elderly remain skeptical and require assisted ordering, family member involvement, or institutional partnerships with senior living communities. GTM for this segment is high-touch and relationship-driven.

The privacy paradox creates opportunity in stigmatized categories like sexual wellness, hair loss, and mental health consultations. Consumers show greater trust in digital platforms due to the anonymity they offer, compared to face-to-face purchases. GTM for these categories emphasizes discreet packaging, confidential consultations, and non-judgmental customer service.

Telehealth: Consultation frequency and platform stickiness

Telehealth focuses on remote medical consultations, diagnostics, and monitoring. The Indian telemedicine market reached USD 3.10 billion in 2024 and is projected to grow at 20.50% CAGR to USD 19.90 billion by 2033. South India dominates with advanced healthcare infrastructure, widespread digital literacy, and proactive adoption of mobile health technologies.

Revenue models: Transactional vs subscription

Telehealth monetization splits between pay-per-consultation and subscription models. Transactional models charge ₹299- ₹999 per consultation, depending on the specialty. General physicians cost ₹299-₹499, specialists like dermatologists or gynecologists charge ₹499-₹799, and super-specialists command ₹999+. This model generates revenue per transaction but lacks predictability.

Subscription models offer unlimited consultations for monthly fees ranging from ₹499 to ₹1,499. This creates recurring revenue and improves customer lifetime value, but requires a high consultation frequency to justify the cost over pay-per-use. Platforms like MediBuddy reported ₹645 crore revenue in FY24 through integrated B2C and B2B models, combining individual subscriptions with corporate wellness packages.

mHealth dominance: Mobile-first GTM

mHealth applications hold 47.9% market share in 2024, dominating the telehealth landscape due to widespread smartphone penetration. The GTM imperative is mobile-first design with app-based acquisition and engagement. Push notifications for appointment reminders and health tips. In-app chat for asynchronous consultations, reducing wait times. Prescription delivery integration connecting consultations to e-pharmacy fulfillment. Health record storage creates switching costs once patients upload their history.

Cloud deployment accounts for 73.5% of revenue, driven by scalability and compliance features. Platforms leverage cloud infrastructure to handle peak consultation volumes without the need for infrastructure investment. GTM messaging emphasizes uptime, data security, and compliance with the Digital Personal Data Protection Act.

Government initiatives as GTM accelerators

The Ayushman Bharat Digital Mission created 650 million digital health IDs, providing an interoperable health data infrastructure. The eSanjeevani platform facilitated 340 million cumulative consultations, demonstrating the mass acceptance of government-backed telehealth. Private telehealth platforms integrate with ABDM infrastructure to access patient health records with consent, reducing onboarding friction.

GTM strategy leverages government infrastructure rather than competing with it. Integration with ABDM APIs for seamless access to health records. Partnerships with public health centers to offer digital consultations in underserved areas. Collaboration with state governments deploying telemedicine nodes at primary health centers. These partnerships provide credibility, reduce customer acquisition costs, and accelerate adoption in Tier-2 and Tier-3 cities.

Geographic expansion: Southern India leads, Northern India has the fastest growth

Southern India held 35.65% market share in 2024, driven by Bengaluru, Chennai, and Hyderabad, which serve as innovation hubs with advanced healthcare infrastructure and digital literacy. Northern India registers the highest regional CAGR of 22.12% through 2030, driven by expanding internet connectivity and widening healthcare access gaps.

GTM expansion prioritizes Southern metros for initial scale and profitability, then replicates in Northern Tier-1 cities with similar levels of digital adoption. Tier-2 expansion requires localized strategies: vernacular language support for non-English speakers, offline modes that enable consultations despite intermittent connectivity, partnerships with local clinics and pharmacies for hybrid models, and lower consultation fees to reflect price sensitivity.

B2B hospital sales: Enterprise complexity with recurring revenue potential

B2B healthtech sells software, devices, or services to hospitals, clinics, diagnostic labs, or healthcare payers. This model operates on fundamentally different principles than consumer platforms, with longer sales cycles, higher deal values, and enterprise procurement complexity.

Sales cycles: 6-19 months from contact to contract

Over 50% of B2B healthtech organizations report 19-month sales cycles from initial engagement to signed contract. This is not inefficiency but a structural reality of healthcare procurement. A typical hospital purchase involves 6-10 stakeholders, including the hospital owner or promoter holding final decision authority, the CIO evaluating technical feasibility and integration requirements, the CFO assessing financial ROI and budget availability, the medical director or department heads validating clinical utility, the procurement committee managing vendor evaluation and compliance, and security teams auditing data privacy and cybersecurity.

Each stakeholder evaluates different dimensions. The owner cares about revenue impact and cost savings. The CIO worries about legacy system integration. Doctors focus on workflow disruption and patient outcomes. Attempting to close without addressing all stakeholder concerns leads to stalled deals in late stages.

OPEX vs CAPEX: The critical pricing decision

Indian hospitals overwhelmingly prefer subscription-based OPEX models over large upfront CAPEX purchases. A hospital paying ₹5 lakh annually for software is more likely to approve than a ₹50 lakh one-time license, despite an identical total cost of ownership. This reflects cash flow realities, risk aversion, and easier budget approvals for operational expenses versus capital expenditures.

Device-as-a-Service models allow hospitals to pay for equipment based on usage or outcomes rather than purchasing it outright. This is particularly effective for diagnostic equipment, patient monitoring devices, and imaging systems. Manufacturers finance inventory, manage maintenance, and guarantee uptime while hospitals pay monthly fees. GTM messaging shifts from “buy our device” to “we guarantee 99% uptime and reduce your costs per diagnostic test by 30%.”

Business Model	Primary Revenue Source	Sales Cycle	CAC Range	Key GTM Challenge	Retention Driver
Digital Health Platforms	Transaction fees, subscriptions	Days to weeks	₹1,500-₹3,500	High CAC with low AOV requires repeat frequency	Subscription models, personalized reminders, loyalty programs
Telehealth	Consultation fees, subscriptions, and corporate packages	Days to weeks	₹1,200-₹2,500	Consultation frequency and platform stickiness	Unlimited plans, integrated e-pharmacy, and health records storage
B2B Hospital Sales	Annual contracts, SaaS subscriptions, Device-as-a-Service	6-19 months	₹8-15 lakhs per deal	Multi-stakeholder consensus, integration complexity	Clinical outcomes, operational efficiency, and contract lock-in

Integration as a deal blocker or accelerator

Indian hospitals run legacy Hospital Information Systems with minimal standardization. Healthtech solutions must be FHIR-compliant and plug-and-play, or hospitals face months of custom integration work. Startups offering brilliant AI diagnostics that cannot export results to hospital HIMS die in pilot phases.

GTM must include integration support as a core offering. Pre-built connectors for common HIMS platforms such as TCS HIS, Apollo HIS, or the government eSanjeevani infrastructure. Dedicated implementation teams managing hospital-side integration and training. API documentation and developer support for custom hospital requirements. Success metrics tied to integration completion, not just pilot results.

Clinical validation: Non-negotiable credibility requirement

Hospitals require peer-reviewed clinical evidence before adopting new technologies. An AI diagnostic tool trained on Western datasets without validation on Indian patient populations is immediately rejected. Clinical validation requires testing on Indian demographic data, publishing results in recognized medical journals, securing endorsements from respected physicians or institutions, and compliance with Indian Council of Medical Research guidelines.

GTM timelines must account for 6-12 months of clinical studies before sales acceleration. Startups that skip validation discover they cannot scale beyond early adopter hospitals willing to pilot unproven technologies. Innovaccer, a B2B SaaS data analytics platform, generated ₹380-400 crore in FY24 by focusing on proven clinical outcomes and integration with hospital workflows rather than unvalidated feature promises.

If you’re evaluating practical applications, these AI-powered fintech tools by upGrowth are a useful reference

The shift from hardware to digital ROI in MedTech

The Indian MedTech sector is projected to grow from USD 11 billion in 2023 to USD 50 billion by 2030 at a 15-20% CAGR. However, profitability is shifting away from one-time hardware sales toward recurring digital revenue streams.

The hardware profitability paradox

Indian MedTech firms spend less than 1% of revenue on R&D compared to 7-9% in the US and EU. Low R&D investment leads to commoditized hardware competing on price with cheaper Chinese imports. Gross margins compress, and profitability stagnates. Selling a diagnostic device for ₹10 lakhs generates one-time revenue but no ongoing relationship or recurring income.

Digital value drivers transform economics. IoT and connected care allow remote monitoring devices to generate subscription revenue. Cardiac monitoring systems that transmit real-time data to physician dashboards create recurring monthly fees. SaaS platforms for hospital management, ICU dashboards, or radiology workflows generate predictable annual contracts. AI-enabled diagnostics and predictive maintenance improve equipment uptime and generate service revenue through guaranteed-availability contracts.

GTM transition: From device sales to uptime-as-a-Service

Traditional MedTech GTM sells devices through tenders, distributors, and direct hospital relationships. Payment occurs upfront, and relationships end at installation. The new GTM model sells outcomes and uptime guarantees. Instead of “buy our CT scanner for ₹2 crore,” the pitch becomes “we guarantee 99% scanner uptime, predictive maintenance alerts, and cloud-based radiologist collaboration tools for ₹25 lakhs annually.”

This requires different sales conversations. Field reps must articulate the total cost of ownership, not just the purchase price. Demonstrations showcase software dashboards and data analytics, not just hardware specifications. Contracts include SLAs, performance metrics, and remote monitoring capabilities. Customer success teams ensure ongoing utilization and renewals rather than ending engagement at installation.

For a deeper dive into frameworks, models, and execution, check our guide on Go-To-Market Strategy: Frameworks, Models, Tools, and Execution Playbooks.

Market opportunity: PLI schemes and domestic manufacturing

The Production Linked Incentive scheme for medical devices expanded in 2024, with approved manufacturers committing ₹12 billion (USD 145 million) to scale domestic capacity. Medical device parks in Tamil Nadu, Karnataka, and Andhra Pradesh reduce landed costs and enable compliance with Make in India requirements for public tenders. This creates opportunities for local MedTech startups to compete on cost while embedding digital capabilities.

GTM leverages government incentives and procurement preferences. Highlighting domestic manufacturing credentials in hospital tenders. Pricing competitively against imports while offering superior service and integration. Bundling hardware with SaaS subscriptions to create recurring revenue from commodity devices. Building clinical evidence through partnerships with government hospitals and AIIMS institutions.

National Digital Health Mission: Infrastructure enabling all models

The Ayushman Bharat Digital Mission created an interoperable health data infrastructure linking patients, providers, and payers. Over 1,000 private firms are now ABDM-certified, enabling e-pharmacies and hospitals to exchange data through standardized APIs. This creates network effects, where each new participant increases the platform’s value for everyone else.

For digital health platforms, ABDM integration reduces customer onboarding friction by enabling access to health records with consent. For telehealth, it enables seamless prescription sharing and access to diagnostic reports. For B2B hospital sales, interoperability is table stakes. GTM strategies must incorporate ABDM compliance and leverage government infrastructure rather than building proprietary, siloed systems.

Final Takeaway

HealthTech GTM is not about whether you target consumers or hospitals. It is about aligning your GTM system to your business model’s revenue structure, sales cycle, and customer decision-making process. Digital health platforms optimize for high-volume consumer acquisition with retention frequency. Telehealth balances consultation revenue with platform stickiness. B2B hospital sales navigate multi-stakeholder enterprise procurement with recurring SaaS revenue. Applying the wrong GTM model to your business structure wastes capital and delays profitability.

At upGrowth, we help healthtech companies design GTM strategies tailored to their specific business model economics. Whether you are building a consumer platform, scaling telehealth services, or selling to hospitals, we align your GTM approach to the realities of how your customers buy and how you monetize.

If you are navigating healthtech GTM decisions, let’s talk.

GTM Framework Series

Healthtech GTM Strategy

Business Models: Digital Telehealth, B2B, and B2B2C Scaling.

Core Telehealth Business Models

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B2B & PaaS

Core Focus: Infrastructure as a Service. Providing the tech stack (EMR, video tools, scheduling) to hospitals and clinics. Revenue is driven by licensing fees, per-user seat costs, or tiered subscription models.

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B2B2C (Employer/Insurer)

Core Focus: Sponsored Wellness. Partnering with corporates or insurers to offer telehealth as a benefit. High scalability with lower individual CAC, as the enterprise provides the user base.

Monetization & Scaling Pathways

Operationalizing telehealth growth in a multi-model environment.

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SaaS-Enabled Marketplaces: Combining B2B software with a B2C doctor discovery platform. This creates a feedback loop where the software manages the clinical workflow and the marketplace feeds new patients.

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Value-Based Pricing: Moving from “Fee-for-Service” to “Outcome-Based” models in B2B contracts. Demonstrating cost savings in hospital readmissions or employee productivity as the primary sales trigger.

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Omnichannel Continuity: Execution strategy focused on “Phygital” integration—where digital triage leads to physical diagnostic collection, ensuring a closed-loop clinical journey.

Is your business model optimized for the Indian Healthtech landscape?

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FAQs

1. What is the most profitable business model in healthtech?

B2B hospital sales generate the highest margins once scaled, with annual contract values of ₹10-50 lakhs and low churn due to switching costs. However, they require 18-24 months to reach profitability due to long sales cycles. Digital health platforms achieve faster revenue growth through consumer acquisition but face thinner margins due to high CAC and discounting. Telehealth balances scale and profitability through subscription models but requires a high consultation frequency to justify costs, unlike transactional models.

2. Should healthtech startups focus on B2C or B2B first?

Start with the model your founding team can execute. B2C requires performance marketing expertise, retention product features, and capital to sustain CAC before profitability. B2B requires enterprise sales experience, patience for 19-month cycles, and the ability to navigate multi-stakeholder decision-making. Most successful companies prove one model profitably before adding the second as a distinct business line with dedicated teams and budgets.

3. How do telehealth platforms compete with free government services like eSanjeevani?

Telehealth platforms differentiate through specialist access (eSanjeevani focuses on primary care), shorter wait times (government platforms face high demand), integrated services linking consultations to e-pharmacy and diagnostics, corporate wellness packages for employers, and premium features like unlimited subscriptions or 24/7 availability. Government services validate the market and build digital health literacy. Private platforms monetize premium offerings government cannot provide.

4. What makes B2B hospital sales cycles so long in India?

Hospital ownership structures concentrate decision-making in owners or promoters, who personally evaluate purchases rather than delegating. Multi-stakeholder consensus requires technical validation from IT, clinical validation from doctors, financial approval from the CFO, procurement compliance, and security audits. Pilot implementations take 3-6 months to validate claims. Budget cycles tied to fiscal years create blackout periods. Attempting to compress these stages signals inexperience and kills deals.

5. Is hardware or SaaS a better GTM focus for MedTech startups?

Pure hardware faces commoditization and margin compression from cheaper imports. Pure SaaS struggles with hospitals’ willingness to pay for software without tangible equipment. The winning model bundles hardware with digital services, IoT connectivity, and SaaS dashboards to create recurring revenue. Sell devices but monetize through uptime guarantees, remote monitoring subscriptions, and predictive maintenance services. This aligns with hospital OPEX preferences and creates defensible recurring revenue.

For Curious Minds

Basing GTM on customer type instead of the business model is a fatal error because monetization dictates the entire operational system. A consumer app and an enterprise platform require fundamentally different sales cycles, unit economics, and scaling dynamics, making a one-size-fits-all approach to "healthcare" customers a recipe for failure. Your GTM strategy must be a direct reflection of how you make money. A B2C digital health platform, like PharmEasy, focuses on high-volume, low-friction transactions with an average order value of ₹450-₹800, demanding a GTM built on performance marketing and rapid conversion. In contrast, a B2B hospital SaaS model involves long sales cycles and multi-stakeholder approvals, requiring a GTM based on relationship-building and consultative selling. Misaligning these systems leads to catastrophic capital burn and a complete lack of execution focus. To truly understand which GTM levers to pull, you must first dissect your core business model.

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About the Author

Amol Ghemud

Optimizer in Chief

Amol has helped catalyse business growth with his strategic & data-driven methodologies. With a decade of experience in the field of marketing, he has donned multiple hats, from channel optimization, data analytics and creative brand positioning to growth engineering and sales.

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