Healthcare Goes Mobile Evolution of Teleconsultation and e Pharmacy in New Normal

Healthcare goes
mobile: Evolution
of teleconsultation
and e-pharmacy in
new Normal
September 2020
Contents
06 14
The changing paradigm of The Indian health ecosystem
access to health in the new at a cusp of change
normal
18 24
Key enablers of virtual Teleconsultation: a game
healthcare: technology and changer for the Indian
regulatory policy landscape healthcare ecosystem
40 58
E-pharmacy: trends, The road ahead: actions for
challenges and outlook stakeholders
fore
Sudarshan Jain
Secretary General
Indian Pharmaceutical Alliance
We are confronted with an unprecedented crisis of practices, consultation limitations, lack of adequate
Covid-19 pandemic that is dramatically changing the infrastructure in rural, tier 2 and tier 3 cities.
consumer behaviour. With social distancing becoming
The purpose of the study is to understand the transition
the norm, “contactless” has become the “new normal”
of Indian healthcare system due to technology
buzzword. No industry is escaping this disruption
disruptions, opportunities and challenges associated
including the healthcare sector, where the need for to
with it with an objective to protect concerns over
shift from traditional in-person doctor patient interaction
patient’s data privacy and threat of substitution
to digitally enabled remote consultations has become
practices by e-pharmacy players as highlighted by
imperative.
pharma companies and doctors. This study is based on
This was evidenced through increased uptake of surveys covering consumers, doctors, interviews with
teleconsultations and e-pharmacy sales across the stakeholders from leading Indian pharma companies
globe and India. Teleconsulting platforms in the US and and case studies covering global trends. We believe this
China experienced 50%-100% uptake in during Covid-19 would help us to provide a direction to understand how
pandemic times. Indian platforms such as Practo, teleconsulting and e-pharmacy would enable Indian
Mfine, Lybrate etc. experienced similar uptake during healthcare providers to respond to rising demand
lockdowns including leading healthcare chains doing and give patients confidence to manage their health
200-500 tele-consults per day. Teleconsulting guidelines effectively in a transparent, integrated and effective
issued by the Government of India during the lockdown ecosystem.
in March 2020 have further provided much needed
I thank the entire EY team under the leadership of
fillip to the growth of teleconsulting platforms with both
Mr. Sriram Shrinivasan, Mr. Hitesh Sharma, Mr. Pramod
health tech start-ups as well as hospital chains exploring
Sudhindra, Mr. Phalgun Rudrapatna, Ms. Shobhna
this channel of care.
Mishra, Ms.Tavleen Singh, Ms. Swati Garg and Mr.
Phygital (physical along with digital) is likely to be the Sumeet Gupta for their efforts in putting this paper
new normal with data being the backbone of this model. together with my team at IPA.
Indian regulatory bodies including medical, industry
I thank Ms. Archana Jatkar and Mr. Devang Saxena
associations and private players are collaborating
from IPA team for their continued support in this paper
to enable the transition. Despite some of these
and pursuit of new growth areas in the pharmaceutical
encouraging trends, scalability of virtual care models
industry. Finally, I would also like to thank IPA member
remains a challenge for Indian healthcare ecosystem.
companies for their continuous support and guidance
Some of the key challenges include patient data privacy
throughout this effort.
concerns, trust issues, concern about substitution
6 Healthcare goes mobile: Evolution of teleconsultation and e-pharmacy in new Normal
01
Chapter
The changing paradigm of

access to health in the new
normal
Healthcare goes mobile: Evolution of teleconsultation and e-pharmacy in new Normal 7
1.1 Virtual care in the pre–COVID-19 times 1.2 Teleconsultation during the pandemic:
the new now
The World Health Organization defines teleconsultation¹ as,
“the interactions that happen between a clinician and a patient The ‘Now’ has witnessed a massive expansion of tele–consulting
for the purpose of providing diagnostic or therapeutic advice as doctors and patients are restricted to interact in person.
through electronic means”. Most patients have refrained from getting in-person doctor
Teleconsultation has always been a quick and simple way to consultations for acute ailments due to the lockdown and
reach your doctor. Most individuals can recount consulting risk of infection. They mostly relied on self–medication/self–
their doctor on a phone, or using a network or video link like diagnostic apps. Some even took medical consultations with
Facetime, WhatsApp or Zoom at some point. It has been general practitioners or family doctors on calls/virtual tools
prevalent since a while now and is not a new concept in India. during the first few months of the pandemic. However, with
Nevertheless, it is not a sustainable mode of consultation at the pandemic extending beyond a few months, patients were
a scale that India needs, mainly due to the lack of a proper forced to explore new channels for reliable acute care. Patients
teleconsultation platform and modularity of patients’ data. with chronic ailments, such as diabetes, are identified as a
This paper will put such issues in perspective and will use a high–risk group, resulting in an increase in adoption of digital
consistent framework to highlight the role of pharmaceutical channels for disease management and control for such chronic
companies and other healthcare stakeholders to make diseases.
teleconsultation scalable. Healthcare providers, such as hospitals and e–pharmacies,
Over the past few years, digital has been touted as the have integrated teleconsultation platforms and scaled–up their
next disruptor in healthcare delivery. While hospitals, existing digital offerings. Teleconsultation and e–pharmacy
pharmaceutical companies, non-government organizations platforms have showed a steep growth in adoption by both,
(NGOs), other platform providers and users recognized the doctors as well as patients. For e.g., Fortis Healthcare has
potential and the need to adopt the digital platform, they lacked witnessed the shift in the outpatient department (OPD)
the necessary motivation to accelerate the pace of adoption. consultation with 10%³ of the pre–COVID-19 consultations
moving to the teleconsultation platform.
Even before COVID-19, there have been many cross–linking
partnerships to enable digitalization of healthcare in India. Consumption of telehealth services in India
E–pharmacy companies and large hospital chains started
Willingness to book telehealth visits (by age group)
extending their teleconsultation/telemedicine services.
Insurance companies, on the other hand, were bringing
37%
together the country’s premier health–tech providers on 36%
a single platform to enable a digitally-enabled wellness 31% 31%
ecosystem.
26%
In India, Apollo Telemedicine Networking Foundation (ATNF)² 24%
is the oldest and largest multispecialty telemedicine network.
18%
The Sankara Nethralaya² and the Aravind Eye Hospitals in
Tamil Nadu and the Tripura Vision Centre in Tripura also have 13% 13%
successfully used telemedicine to conduct screening of eye 8%
diseases (tele–ophthalmology) in rural areas in the general 5%
4% 4%
population. With such initiatives succeeding in pockets, the
1%
need for them to be in one ecosystem was not emphasized
as existing patients are being served through conventional 18-24 25-34 35-44 45-54 55-64 65-74 75+
consulting channels. Pre-COVID Post-COVID
Source: EY–Parthenon’s Life after COVID–19 Survey, 2020
1
https://www.paho.org/ish/images/docs/covid-19-teleconsultations-en.pdf?ua=1
2
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4455413/
3
https://indianexpress.com/article/lifestyle/health/in-telemedicine-virtual-healthcare-future-scope-india-mindsets-doctors-6421192/
In response to the growing need for teleconsultation, 1.3 Virtual care: market opportunities
pharmaceutical companies are also proactively engaging with
in India
teleconsultation platform providers to establish a connect
between the doctors and the patients. EY surveyed the top
There is a need for a paradigm shift in the healthcare delivery
12 pharmaceutical companies in India. It was found that 80%
system in India. The World Health Organization prescribed
have tied–up with one or more marketplace teleconsultation
doctor–patient ratio in India doesn’t suffice as a metric to
platforms, 8% have launched its own platform while rest are
describe the readiness and robustness of the healthcare
evaluating different means to adopt teleconsultation.
system. The parity of healthcare, in terms of infrastructure
As one of the key pillars of the health ecosystem, and quality of care, across metros, tier–1 and tier–2 cities
pharmaceutical companies have a strong and significant and beyond and rural areas needs to be achieved. About 75%
influence on shaping the teleconsultation maturity cycle. of India’s population living outside urban cities has access to
They may engage with teleconsultation platform providers only 31.5% hospitals and 16% hospital beds4. Such disparity
initially for developing a connect with the doctors and to help has compelled India to neglect preventive, rehabilitative and
patients reach doctors through an alternate channel, but in the public health measures. This, among other aspects related
long run, benefits of transaction data and analysis will help in to the pandemic, has pushed the country into the current
fostering revenue growth. state marked by limited access to healthcare in a mass health
exigency. Teleconsultation shows the promise to bridge
Reasons that are causing pharmaceutical companies to this gap in the future by removing many infrastructural
set up their teleconsultation platform challenges and reducing the time taken by a patient in getting
consultations.
Telemedicine market in India
Telemedicine market is expected to cross US$5.5b in India

Enable doctors Provide Develop
5,410
to safely alternate synergies 6,000
continue their consultation for growth
Market size (in US$ million)
5,000
practice channel to of pharma
3,713
patients companies 4,000
2,626
Source: EY analysis 3,000 1,915
1,428
“
1,061
2,000
829
647
510
450
1,000
142
2011 100
2012 102
2013 114
2014 127
2010 85
COVID–19 has accelerated the adoption of 0

2015
2016
2017
2018
2019
2020F
2021F
2022F
2023F
2024F
2025F
teleconsultation from a two–year horizon to a two–month

horizon in terms of doctor onboarding and adoption.
5
Source: DataLabs
Strategy head of one of the top 10 Indian pharmaceutical
companies
The telemedicine market in India is expected to grow at a
compound annual growth rate (CAGR) of 31% for the period
The pandemic has highlighted the need to build a simplified 2020–25 and reach US$5.5b. Virtual care constitutes of
and holistic teleconsultation platform encompassing all tele–consult, telepathology, teleradiology and e–pharmacy
key stakeholders. With the current levels of adoption by and is experiencing an encouraging stimulus in India due
the patient–consumers and doctors, along with emerging to the pandemic. This stimulus has the potential to make
teleconsultation platforms, India has commenced its teleconsultation and e-pharmacy account for ~95% of the
5
teleconsultation journey. telemedicine market by 2025 which amounts to US$5.2b . The
graphic below illustrates the share of each teleconsultation and
e–pharmacy.
4
https://thebluecircle.co/2020/03/11/technology-and-healthcare-collaborating-for-a-healthier-india/
5
EY analysis
Teleconsultation and e–pharmacy markets in India teleconsultation platform may become the fabric of healthcare
in India and may evolve to integrate with the broader
USD 5.2b from Virtual care healthcare system.
Online USD 3.8 b from Virtual care
The Indian healthcare consumer looks for dual benefit of price
consultations 13% Consults Tele-consults 0.7b
and convenience. Online health-tech. businesses are trying to
refine their business models around this value proposition. It
$5.2b
is the promise of delivery that has enabled online healthcare
87% Pharmacy e-pharmacy 4.5b models to receive steady funding since their inception in the
early–2000s. With COVID-19 further highlighting this need in
healthcare delivery, e–pharmacies and health–tech firms are
Source: EY analysis attracting investors interest. The industry may see further
refinement and simplification of business models and may
Lack of mobility has led to change in consumer behavior, with
eventually lead to consolidation and growth.
digital consumption becoming an integral part of it. A holistic
Recent investments in health-tech. and e-pharmacy companies
Funding from
Company Founding year 2014-19 (in US$m) Investors
2008 195 Tencent, Ru–Net, RSI Fund, Thrive Capital, Trifecta Capital
2018 50 Policy Bazaar Group
SBI Holdings, SBI Ven Capital, Bee Next, Stellaris Venture,

2017 27.8
Prime Venture, Alteria Capital
The Times Group, Sachin Tendulkar, P.V. Sindhu, Pullela

2013 14
Gopichand
2013 11.43 Nexus Venture, Tiger Global, Ratan Tata
Ascent Health and Wellness, Bessemer Venture Partners,

2015 169 Caisse de dépôt et placement du Québec (CDPQ), LGT
Impact and Fundamentum Partnership
Maverick Ventures, Sequoia Capital India, Corisol Holding,

2015 109
HBM Partners and Omidyar Network
Prasid Uno Family Trust, Prashant Dharamdeo Singh,

2014 155 Tushar Kumar, Bennett, Coleman and Company Limited
(BCCL), Hero Fin Corp and Wilson Global Opportunities Fund
The pandemic has built an uncertainty around the global during the crisis as SARS forced the retail sector to become
trade. According to Ahirm H, N Bloom, and D Furceri, the democratized. It also and led to adoption and growth of
6
World Uncertainty Index (WUI) increases drastically when a e-commerce.
major ‘Black Swan’ event occurs. Such global events have a
As per EY’s research, adoption to teleconsultation reached
huge impact on the global trade. WUI mapped since the early
up to 10% and the levels did not fall after the crisis. Similarly,
90s also show that it has remained flat through 2000. The
the 2016 demonetization in India built uncertainties around
frequency of occurrence of these events has also increased
the ways people and businesses transact. These uncertainties
economic and political uncertainty in the world. The world is
led to transformation of the payments landscape in India with
again thrown back to Darwinian thoughts of survival of the
the emergence of Unified Payments Interface (UPI), an instant
fittest. Fittest, in today’s context means one who is secure from
real–time payment system developed by the National Payments
external challenges, agile in adopting new business models
Corporation of India. UPI saw much higher levels of adoption
when such events occur and is immunized to come out stronger
than all other virtual channels than existed before the Black
after such uncertain events.
Swan event. COVID–19 is likely to be the next inflexion point
7
WUI increased considerably during severe acute respiratory post which 20%–25% of consultations are expected to happen
syndrome (SARS). This led to a spike in adoption of digital on tele–consultation platform.
in many industries. Alibaba and JD.com found opportunities
The World Uncertainty Index (WUI) increases drastically when a major ‘Black Swan’ event like COVID-19 occurs
450
2 Coronavirus
400
US-China trade tensions, Brexit,
350 and political tensions
US fiscal cliff and
sovereign debt crisis in Europe
World Uncertainty Index*
300 US presidential
Iraq war and Sovereign debt crisis in Europe elections
1 outbreak of SARS
250 Brexit
Financial credit crunch
US recession and 9/11
200
150
Gulf War I
100
50
0
1994 1996 1999 2001 2004 2006 2009 2011 2014 2016 2019
Years
Source: World Uncertainty Index (WUI) : Ahir, H, N Bloom, and D Furceri (2018), “World Uncertainty Index”, Stanford mimeo.
6
World Uncertainty Index (WUI) : Ahir, H, N Bloom, and D Furceri (2018), “World Uncertainty Index”, Stanford mimeo.
7
Based on stakeholder interviews conducted by EY
1.4 Digital healthcare ecosystem in India: a E-pharmacies, hospitals, etc. have also tried to digitize parts
of their value chain. Some steps were fulfilled online, while
need pronounced by the current crisis
others were completed offline. While the idea to address the
disparity in quality healthcare through digital is pertinent, the
Clinical pathway is journey of a patient–consumer from
progress was made in silos and hence the required scale was
preventive wellbeing management, primary care, secondary to
never achieved. The COVID-19 pandemic has brought out
tertiary and quaternary care. Each step may include additional
the need for integrating all the steps in the clinical pathway
pathways such as diagnostics, medicines and follow–up.
digitally. Hence, the value lies in creating an ecosystem that
Historically, there has not been much integration between each
can integrating all the stakeholders from doctors, caregivers,
step. Moreover, there has been disparity in the quality of care
diagnostic labs and pharmacies to patients and insurance
as well. To bridge this gap, the then government used digital
companies to enable an end-to-end customer journey.
technologies and launched a virtual healthcare initiative, Social
8
Endeavour for Health and Telemedicine (SEHAT) in 2015. It
aimed to connect 60,000 health service centers pan-India to
provide quality healthcare service.
New normal in evolving clinical pathway
Healthy living and In-home and remote care Integrated care, diagnostics and
preventive care Enables patients to live as treatment
Reduces demand for long as possible at home with Ensures an optimal patient journey
healthcare services digitally enabled care through the healthcare system
Patient and service apps

Ingestables Home sensors Mobile healthcare Biofabrication
Precision medicine
Bedside AI*
Wearables
Injectables AI monitoring
Community care apps Tech. integrated care Telehealth
Personalized apps
Tertiary and
Preventive Primary care Secondary care
Assisted quaternary care
wellbeing and self Community care
monitoring
management
Community care
Self and assisted monitoring and management
*AI: artificial intelligence

Source: EY analysis
The business models that will emerge during the pandemic are different components of the teleconsultation ecosystem and
likely to determine the strength of the healthcare system after outline the role of each stakeholder in making it a success.
the crisis are over. The next chapter will lay the foundation of
8
https://www.apollohospitals.com/news/government-s-new-health-initiative-sehat-launched-in-association-with-apollo
Chapter’s summary
• Though Indian healthcare system was making progress towards digitalization, most developments and
investments were taking place in pockets.
• The pandemic has created the need for a healthcare ecosystem that is integrated digitally to enable reach for
patients and doctors who refrain from in-person visits to avoid infections. Key stakeholders in the healthcare
space are showing interest towards adoption of different teleconsultation and e-pharmacy platforms.
• Other stakeholders such as pharmaceutical companies have partnered with platform providers or are even
launching their own platforms to help doctors connect with their patients. Almost all e-pharmacy companies
have launched teleconsultation solutions on their platform.
• The telemedicine market is expected to grow to US$5.5b by 2025 with teleconsultation and e-pharmacy
making up 90%
• With the rising adoption levels and a promising growth of virtual care, businesses will further need to refine and
simplify their business models.
• These adoption levels will be retained in the future after the pandemic subsides. This is due to the trend that
we see during such Black Swan event like COVID-19. These unprecedented times require businesses to resort
to Darwanian instincts and they end up evolving to survive.
• This uncertainty may fuel transformation in the teleconsultation space as well. COVID–19 will be the inflexion
9
point leading to 20%–25% adoption to teleconsultation which has potential to grow continuously.
• The industry leaders must focus on the need to integrate the parts of the patient journey, from doctor
consultation to diagnosis and wellbeing, digitally. This will ensure that the teleconsultation ecosystem is built
and strengthened which may enable new businesses to grow sustainably.
9
EY’s primary research and stakeholders’ interviews
02
Chapter
The Indian health

ecosystem at a cusp of
change
2.1 Teleconsultation ecosystem: an overview platform and the platform may address varied needs of the
target patients. For e.g., a pharmaceutical company may use it
There is a need to build a teleconsultation ecosystem to facilitate doctors and to build a connect with e-pharmacies.
integrating all key stakeholders digitally to ensure sustainability E-pharmacies may use it to generate online sale of medicines
and scalability of the healthcare system in India. The while hospitals may use it to create a digitalized journey
stakeholders include service providers such as doctors and for patients and for data management. Hence, platforms
paramedics, fulfilment centers such as pharmacies and will be unique to the value that they deliver to the platform
diagnostic labs, and payers such as patient–consumers or provider and the end user. However, they essentially integrate
insurance agencies. The teleconsultation platform should link the patients, providers, payers and fulfilment centers for
these stakeholders digitally and enable exchange of data by scalability and reach. This integration will form the core of the
mutual consent through standardized digital registries. teleconsultation ecosystem.
We are witnessing an advent of teleconsultation platforms The ecosystem will rest on a steady support in terms of
by health-tech. start-ups, NGOs, pharmaceutical companies, technology, infrastructure and policy. The healthcare structure
e-pharmacy companies and hospitals. In the future, multiple will be able to use magnitudes of data that it generates with the
agencies are likely to play the role of a platform provider. support of key enablers and the platform. Hence, data will be
Platform providers may derive different values from the at the epicenter in this ecosystem that can help enhance the
quality of healthcare across the country.
Teleconsultation ecosystem
Providers Payer Fulfilment centers
• Doctors • Patients • Offline pharmacies
• Insurance companies • E-pharmacies
• Government • Labs and diagnostic centres
Platform provider
Government, NGOs, private bodies, pharma companies, hospitals
Enablers - governance and policy, technology, infrastructure
Source: EY analysis
2.2 Optimizing the clinical pathway through can be digitized as the treatment is standard and elaborate
physical examination or diagnostic tests are not required.
teleconsultation
However, in case of a chronic ailment, like diabetes or arthritis,
physical examination and diagnostics become extremely
The teleconsultation ecosystem integrates all stakeholders in
important. Hence, these steps may need to be done in
the healthcare sector and ensures that the clinical pathway,
person. Though long-term disease management and medicine
i.e., the patients’ journey from consultation to diagnostic to
purchases can be easily done online. Moreover, the chronic
hospital and wellness is covered and connected digitally. The
patient–consumer may value the digital disease management
clinical pathway for a patient–consumer can vary based on the
that a platform can provide by integrating the data from
disease type. For an acute disease, like cough or stomachache,
wearables and remote monitoring devices on the platform for
the patient will require an immediate consultation and
easy reference.
pharmacy access. Doctor consultation and access to medicines
Clinical pathways for different disease type
Digitization possible
Partial digitization possible
Acute
Consultation Pharmacy
Chronic
Consultation Diagnostic Pharmacy Wellness
Source: EY analysis
Teleconsultation platforms may have the power to optimize connect the steps that must be completed offline. This ensures
the patient journey according to disease types by enabling an end-to-end disease management and support for a patient–
digitization across relevant steps. The platform will digitally consumer, hence, completing the entire clinical pathway.
2.3 Features of teleconsultation ecosystem • Data usage: it is imperative to use the magnitude of data
generated by the ecosystem to enable personalized and
The end-to-end disease management powered by technology quality healthcare for the patient–consumer. Technology
has the potential to change the state of healthcare in India. This readiness will be essential for data use and analytics.
teleconsultation healthcare ecosystem will ensure standardized These challenges can be addressed with consent-driven digital
care reaches even those areas that have disparities in registries for data storage and adequate policy and regulatory
healthcare infrastructure and support. A patient–consumer support. Data ownership with patient–consumer will drive
based out of a tier 3 city will easily be able to connect with responsible use of patient data and confidence for enhancing
a doctor in a metro city for follow–up treatment or second the quality of healthcare.
opinion.
The teleconsultation ecosystem seamlessly integrates all
Data is the fuel of transformation and will be at the epicenter of key stakeholders across the healthcare system through the
this ecosystem. However, there is a need to address three key platform provider. The digital data registries will empower the
challenges to leverage true power of data: patient–consumer with data privacy and consent and enable
• Data generation: data will get generated if patients adopt them to use their data for improving and managing their
these platforms and are confident about the privacy of the health. Centralized data storage will also make the platforms
data they share on these platforms. interoperable and help the patient–consumer to choose the
best platform according to the specific need or therapy area.
• Data storage and handling: potential use of data will require The ability of the teleconsultation ecosystem to generate, store
it to be stored in a central location to maintain the complete and use data enables the continuum and quality of care. But
medical history of an individual. The patient–consumer this ecosystem will require adequate technology, infrastructure
should trust this location and provide consent to share its and policy support. The next section will highlight the current
relevant data pertaining to diagnostic reports and heath state and the future readiness of these three areas.
records with the doctor and/or other qualified professionals.
Chapter’s summary
This section explained the parts of the teleconsultation ecosystem, the role of each stakeholder and how they
leverage data and technology as a centralized resource to interact with each other.
• The teleconsultation healthcare ecosystem will connect the three stakeholders, namely, providers – doctors and
paramedics, payers – patients and insurance companies, and fulfilment centers – pharmacies and diagnostic
labs, through platform providers.
• The platform providers can be hospitals, pharmaceutical companies, NGOs and government or private bodies.
• The ecosystem contains multiple platforms that may be customized according to the specific value that they
are driving.
• pharmaceutical The teleconsultation platform can fulfil the entire patient journey from consultation to wellness
and can digitally connect the steps which can be completed in-person or offline as per the need.
• Due to this digital footprint of the patient journey, a lot of data will be generated and captured, that would
otherwise have been lost.
• The prime benefits of the teleconsultation ecosystem will be reach and continuum of quality care. Hence, it
holds the potential to make tremendous improvements in the Indian healthcare system.
03
Chapter
Key enablers of virtual

healthcare: technology and
regulatory policy landscape
3.1 Key drivers

The number of smartphone
The Indian healthcare industry is at the cusp of transformation. subscriptions in India has increased
The key enablers that are driving this change are rising income to 620 million in 2019 and is
levels, shifts in disease mix and demography, increased expected to reach 1 billion by
10
affordability, accessibility, awareness of health and wellness, 2025 .
and growth of digital technology. Smartphones and data
networks connect us better today as compared to a decade
ago. Connectivity has become even more important in the
current times, particularly to manage uncertainties surrounding
COVID–19.
Monthly mobile traffic: India (exabytes) Wireless broadband subscribers (million)
654.3
22.0
500.0
345.0
217.0
6.9
4.6
2018 2019 2025E Dec 2016 Dec 2017 Dec 2018 Jan 2020
Source: Ericsson Mobility Report Source: Telecom Regulatory Authority of India (TRAI)
India will soon transition to 5G with Long-Term Evolution Connected smartphones coupled with sensors can capture
LTE (4G) accounting to 64% and 5G accounting for 18% of an ever–expanding range of data for disease diagnosis and
11
the subscriptions in 2025 . 5G is expected to provide better management. The figure below illustrates that sensors
speed, capacity, security and decongest the perpetually will become highly widespread and collaborate outside the
strained networks. This may facilitate better connectivity for traditional health sector to extract and combine data from
innovative 5G healthcare applications. medical and non–medical sources. This data along with 5G
network and Artificial Intelligence (AI)–based solutions has the
potential to offer hyper–personalized healthcare.
10
Ericsson Mobility Report
11
https://www.ericsson.com/49da93/assets/local/mobility-report/documents/2020/june2020-ericsson-mobility-report.pdf
Healthcare sensors can be mapped on to one of the three categories
Ingestible and embedded Personal wearable sensors Environmental and home

sensors and patches sensors
• Sensor-embedded pills • Fitness trackers • Virtual assistants

• Smart dust • Connected clothing • Smart furniture/appliances
Examples
• Bioelectronic implants • Bandages and patches • Autonomous vehicles

• Nanobots • Connected monitors/devices • Home infrastructure
• Cyborg cells
• Management • Monitoring • Monitoring

Use
• Cellular repair • Diagnosis and management • Diagnosis and management

• Prevention • Prevention
Providers Consumers Consumers

Customer
• • •
• Payers • Caregivers • Caregivers

• Providers/payers
Time to market: Now Next Beyond
Source: EY report titled, “Five trends driving the emergence of the personalized health ecosystem”, April 2020
Verizon has tied–up with Emory Healthcare, Georgia, the US, tele–medicine and other digital interventions are expected to
to develop use cases with 5G focusing on Augmented Reality increase the accessibility by creating a robust patient–centric
(AR)/Virtual Reality (VR)–based medical training, remote and interoperable ecosystem. With clinical outcomes being
physical therapy, patient monitoring and emergency room recorded and tracked, quality care under these programs will
readiness. The development of such use cases combined depend on the ability to unlock the power of the data.
with the advent of technology in India is expected to further 12
The NITI Aayog has put up the National Health Stack (NHS) ,
accelerate the time to market.
a nationally-shared digital infrastructure, for discussion to
ensure a strong, reliable and secure continuum of care. It
will cover both public and private sectors and will create a
unique health ID for every citizen. It aims to enable the entire
3.2 Policy and regulatory landscape population’s health management and research through a
national health analytics platform leveraging Big Data and
With the release of the telemedicine guidelines in March 2020 AI/Machine Learning (ML). NHS’s objective is to seamlessly
the Medical Council of India (MCI) has further confirmed the link the healthcare providers, payers and fulfilment agencies
growing need for teleconsultation. This has enhanced the to national health electronic registries to lower cost by use
purview of telemedicine and reduced some concerns among nationally shared digital infrastructure and to promote wellness
doctors and patients. across the population.
The Indian healthcare system is moving towards universal With the NHS, the NITI Aayog envisions to build a digital health
health coverage. It is embracing digital technologies to fix system and onboard medical device makers, tele–medicine
healthcare system-level constraints to increase its accessibility service providers, professional care service providers, and
and enhance its affordability. Digital health records are digital healthcare systems providers. This system will provide
likely to be mandated soon with the advent of Ayushman data access to all stakeholders. The digital infrastructure will be
Bharat, the Central Government Health Scheme (CGHS) and owned and operated by the government and will be accessible
Employees' State Insurance (ESI). Health measures such as to anyone using open API software.
12
https://niti.gov.in/writereaddata/files/document_publication/NHS-Strategy-and-Approach-Document-for-consultation.pdf
3.3 COVID–19-led digital developments Concerns towards adoption of

teleconsultation and e-pharmacy
Aarogya Setu, a COVID–19 contact tracing mobile app, has
prompted the healthcare digitization wave in India. Leading Concerns of the stakeholders
heath–tech start–ups and thought leaders have come together
13
to build Swasth Alliance . Swasth Alliance will ride this wave • Data privacy, data handling and consent concerns on
with Swasth Stack, a platform which aims to aggregate multiple teleconsulting platforms
healthcare providers and start–ups to ensure reach, flexibility, • Onus of maintaining patients’ data on doctor
quality and affordability to the masses. Swasth Stack aims • Liability of maintaining patients’ data privacy on doctor
to digitize patients’ data/healthcare records and creates an
• Unavailability of drug usage data to check adverse
online platform for teleconsultation and hospital care. NHS
effects
will support Swasth Stack by enabling consent and data
management through the various layers of the Health Stack. • Lack of clear drug substitution guidelines
• Limitation and lack of clarity on prescribing drugs to
Swasth Stack aims to build trust and transparency by
patients
enhancing the standards of care. The transparent business
rules will be enforced by the Open Health Services Network • Constraints on mobility of health equipment may
(OHSN) layer and by an auditable money settlement system restrict equipment access and treatment reach
(or the electronic claims engine). As a result, the providers will
compete to provide the best service and teleconsultation will no Source: EY analysis, as cited by pharmaceutical companies,
longer be availed free. This will lead to a sustainable growth in e–pharmacies, doctors and patients
the teleconsultation market.
The government is taking necessary steps through active
Swasth Alliance includes a consortium of like–minded, relevant
policy making to address these concerns to develop the
and successful physicians, professionals and entrepreneurs
teleconsultation ecosystem and increase its adoption. The
from the Indian healthcare ecosystem – representing Hospitals,
pandemic has forced India to move forward on the path to
Health Tech players, Pharmacies, Partners and Investment
become self–reliant. Make in India and Atmanirbhar Bharat
Funds. This group has voluntarily come together to pool in their
have given a boost to private entities to achieve this vision.
time, intellect, Intellectual Property and financial resources to
Pharmaceutical companies must develop on this narrative and
help India leapfrog using best in-class digital technologies.
take the lead to make the teleconsultation ecosystem a reality.
This is purely a non–commercial and non–remunerative project,
As per primary interviews conducted by EY, it was found that
driven by cooperation and contribution, for building an open
half of the top 12 Indian pharmaceutical companies have
source platform and for its widespread adoption. The group
admitted to developing or are in the process of developing
offers an open membership model and is non–binding. All
their teleconsultation platforms. The idea is to connect and
intellectual property and standards, build by this coalition or
support doctors while they are facing mobility challenges. With
contributed to by the coalition partners, is open sourced and
the current economy and policy rhetoric, the pharmaceutical
is free of cost for judicious non–commercial use by public and
companies, among all the other stakeholders, are best placed
private players.
to take lead in developing a platform to address the issues that
are plaguing the healthcare system – reach or access, quality
and continuum of care.
3.4 Active policy making to boost The next few sections will answer the key questions around the
emerging teleconsultation ecosystem:
teleconsultation
• How do developments in the teleconsultation ecosystem
EY interviewed key stakeholders including doctors, impact the patient–consumers?
pharmaceutical companies, e–pharmacies, policy makers • What value does the future ecosystem hold for each
and patients to understand their concerns in teleconsultation stakeholder?
and e–pharmacy adoption. The primary concerns of all these
stakeholders revolved around data privacy and trust on the • Why will the doctors switch to such platforms?
quality of care received through such platforms. • What is the role of pharmaceutical companies and medical
bodies to support the Atmanirbhar Bharat movement and
develop the teleconsultation ecosystem?
13
https://www.swasth.app/team
Chapter’s summary
A teleconsultation ecosystem will require adequate technology, infrastructure and policy support.
Technology developments
• India is witnessing increased use of smartphones and wireless or mobile data.
• The advent of 5G has the potential to support the upcoming healthcare applications through speed, capacity
and security, hence, decongesting the networks.
• The leading countries of the world have started developing use cases for various healthcare applications. India
will see a quicker adoption of these when 5G comes in.
• The rise of health tech companies will support the teleconsultation ecosystem by providing remote heath
monitoring devices for chronic disease management.
Infrastructure and policy support
• India has recently released telemedicine guidelines to provide clarity on the subject.
• The Niti Aayog has recommended building National Health Stack, a nationally shared digital infrastructure to
support the healthcare ecosystem.
• This nationally-shared digital infrastructure will ensure quality and continuum of care.
• Aarogya Setu app, a COVID–19 contact tracing mobile app, has instigated creation of a digital ecosystem
around healthcare.
• Swasth Alliance is leveraging the high adoption levels of Aarogya Setu app to build a teleconsultation platform
aggregating multiple healthcare providers and start–ups.
• Swasth Stack aims to build trust and transparency by the Open Health Services Network (OHSN) layer and by
an auditable money settlement system.
• This will reduce the entry barrier for teleconsultation providers, and states may adopt this path for launching
their virtual heath platforms.
What do these developments mean?
• These developments augur that teleconsultation will be adopted as a mainstream channel for doctor
consultation.
• Multiple platform providers will leverage the open source platform provided by Swasth Stack to build
teleconsultation platforms.
• This will have a direct impact on the plans of pharmaceutical companies to build their own teleconsultation
platforms
• Pharmaceutical companies should lead the path to set up the teleconsultation ecosystem, hence, serving the
government’s vision for Atmanirbhar Bharat.
These trends also necessitate active policy making to solve the concerns highlighted by the doctors, patient–
consumers, e-pharmacy platforms and pharmaceutical companies. The next few sections will highlight the progress
that teleconsultation and e-pharmacies have made till now and the road ahead for them in terms of emerging
business models, adoption of solutions and policy support.
04
Chapter
Teleconsultation: a game
changer for the Indian
healthcare ecosystem
4.1 Tele consultation: potential to support also helps in increasing their reach by connecting with newer
patients within the same geography or new geographies.
the healthcare industry
Patient monitoring at home provides significant benefits to
The healthcare industry is advancing at a rapid pace to increase elderly patients and terminally ill patients. It optimizes the
the patients’ accessibility while decreasing the overall cost of patient pathway by reducing the cost of re-hospitalizations
healthcare. Technological advancements in recent past have especially for patients with chronic conditions such as diabetes
paved the way for healthcare professionals to communicate and hypertension. Patients can also more readily avail qualified
with their patients, breaking down the barriers that can impede second opinions online.
patients’ access to medical care.
In India, there is acute shortage of doctors with one doctor for
Teleconsultation has opened doorways to access healthcare every 1,456 people compared to WHO recommendation of
14
multiple ways. It is expected to revolutionize the dynamics of 1:1000 . This coupled with the fact that the density of doctors
the clinical practice. A virtual visit provides remote patients the is much higher in urban areas than in rural areas, accounts for
access to specialized healthcare at their convenience without the great demand and potential of teleconsultation in India.
making it essential for them to be physically present at a
It may not be feasible in every situation, but teleconsultation
doctor’s clinic. At the same time, it not only enables the doctors
has the potential to improve health outcomes, allowing patients
to provide assistance to their existing patients online but
to recover faster and stay healthier.
Virtual healthcare has the potential to support the burdened healthcare industry
More efficient Reduced Less clinician More clinical

output healthcare cost burnout contribution
Follow-ups
Shortened
Increase in in chronic cases Lower mortality
length of
outreach and for elderly rates
in-clinic stays
patients
Source: EY analysis
14
https://www.deccanherald.com/business/budget-2020/the-doctor-population-ratio-in-india-is-11456-against-who-recommendation-800034.html
4.2 Teleconsultation: surge across the globe Similar trends were observed in the US where health systems
19
have reported 50-170 times increase in the number of virtual
Virtual healthcare has become a widely-accepted form of care healthcare visits as compared to the pre-COVID-19 scenario.
delivery across the globe. It is driven by consumer demands In the UAE, six telemedicine solutions were approved for
and unprecedented events such as SARS and COVID-19 use in late April. Private hospitals in the UAE are doing 150-
20
pandemic, accelerating the acceptance and adoption of virtual 300 consults per day . Similarly, leading online platforms in
technologies. As an aftermath of SARS, teleconsultation China also witnessed a massive increase in the adoption of
reached up to 10% in usage and did not reverse after the crisis online consults and growing number of active users on the
21
15
ended . COVID-19 is likely to be the next inflexion point post platforms .
which the hyper growth curve of teleconsultation will stabilize
16
around 15%-20% of overall follow-up, outpatient visits .
India
4.2.1 COVID-19 outbreak has provided the much
needed fillip towards the virtual healthcare
500% 300%
adoption
Global outlook: teleconsultation technology platforms
adoption post COVID-19 pandemic 500% 60+%
The current pandemic is presenting a lot of challenges in
continuing patient care, reinforcing the need for a collaborative
platform to deliver a seamless experience for both patients and 167%
service providers.
A huge surge in teleconsulting is witnessed across hospitals and

technology platforms around the globe with the health systems US
reporting a massive growth in teleconsulting post-COVID-19.
Globally, virtual primary care consultations have grown from

17 60-90% 50%
5% to 95% in last five months since January 2020 . In India,
Practo reported five crore Indians accessed healthcare services
online during the first phase of lockdown between March
2020 to May 2020. On an average, a typical user consulted China
a doctor online twice a month which led to a drop of 67% in
in-person visits, as per Practo’s analysis. Fifty-one percent of
the overall teleconsultations are from three specialties viz., 900%
general physician, gynecology and dermatology. Amongst the
telemedicine users, 80% are the first-time users and 44% are
18 Chunyu Doctor 100%
from non-metro cities . Leading healthcare chains in India are
doing 200-500 tele-consults per day with a few star doctors
doing 8-10 consultations per day since COVID-19 pandemic. Ding Xiang Hua 215% active users
Major teleconsultation platforms have seen up to a 500%
increase in the number of online consultations post-COVID-19.
15, 16, 17
EY analysis
18
https://s3-ap-southeast-1.amazonaws.com/www.practostatic.com/marketing/images/pdfs/Practo_Insights_Report.pdf
19, 20, 21
https://www.entrepreneur.com/article/350333
https://www.livemint.com/news/india/the-coming-of-age-of-e-health-platforms-11590324836814.html
https://www.livemint.com/science/health/coronavirus-impact-lybrate-sees-60-jump-in-online-doctor-consultations-11585652263774.html
https://hitconsultant.net/2020/05/14/COVID-19-global-impact-primary-care-virtual-consultations/#.XvZLqXduI2x
https://www.healthcareitnews.com/news/europe/uae-opens-access-new-telemedicine-applications-and-facilitators
https://www.bain.com/insights/as-coronavirus-spreads-healthcare-goes-digital-snap-chart/
Changing regulatory policy landscape across the globe to been laid out around key aspects including the applications,
enable teleconsultation means of communication, data privacy and confidentiality,
medical ethics, process, document requirements, payments,
Amidst the coronavirus outbreak, governments across the
drug list and technological platforms. The guidelines specifically
globe have introduced significant regulatory changes with an
permit doctors to provide teleconsultation for prescribing
objective to encourage the use of teleconsultation. The idea
medicines, providing counselling and imparting health
was to help decongest the healthcare facilities and enable
education to patients from any part of India.
their accessibility during the pandemic, minimizing the risk of
22
infection . With regulatory stringency, teleconsultation adoption is likely
to sustain, and the penetration is likely to increase in the next
In India, the Ministry of Health and Family Welfare (MoHFW) in
three to five years. This may result in making teleconsultation
collaboration with Niti Aayog, the Board of Governors (BoG)
one of the key fabrics of the Indian healthcare system
and the Medical Council of India issued the latest telemedicine
that could eventually evolve to integrate with the broader
guidelines in March 2020. A comprehensive framework has
healthcare system.
Founded Regulations/guidelines issued as a result of COVID-19
• Recently issued guidelines allowing remote consulting over audio/video and text—based platforms.
• The National Accreditation Board for Hospitals and Healthcare Providers (NABH) has initiated
India work on digital health standards for accreditation of telehealth providers
• Ongoing discussions on how to operationalize tele health model (Aarogya Setu) and fund remote
care for Ayushman Bharat
• Reimbursements for tele health services will be at the same rate as in-office visits
• Over 80 additional services identified that may be provided via telehealth
US
• Physicians can reduce/waive patient cost—sharing
• Physicians licensed in one state can provide services in another state
• The Dubai Health Authority (DHA) has extended its telemedicine initiative 'Doctor for Every
Citizen' to provide consultations to all Dubai residents for COVID—19
UAE • The Ministry of Health plans to set up a virtual care center in partnership with Du (telecom
operator)
• TraceCOVID-19 app being used for tracking and tracing
• The Australian Government has expanded subsidies to cover remote treatment of patients by
Australia
video/telephone
Singapore • Government funding being used to pay for teleconsultations during the pandemic
22
https://www.mohfw.gov.in/pdf/Telemedicine.pdf
https://health.economictimes.indiatimes.com/news/health-it/nabh-to-set-digital-health-standards-telemedicine-accreditation-in-focus-too/75500238
https://www.policymed.com/2020/04/COVID-19-hhs-and-fcc-telehealth-changes.html
https://u.ae/en/information-and-services/health-and-fitness/telemedicine
https://www.healthcareitnews.com/news/europe/uae-set-first-virtual-hospital-middle-east
https://gulfbusiness.com/uae-launches-COVID-19-tracing-app/
https://www.weforum.org/agenda/2020/05/telehealth-could-be-a-game-changer-in-the-fight-against-covid-19-here-s-why/
How telemedicine in India differs from the US and China?
Particulars US China India
Published year 2008 2018 2019
Public awareness
Business models
Reimbursement policy Yes Yes Not clearly defined
User acceptance
Policy accommodation
Source: Data labs, inc42, 2020
Though the US started telemedicine early with higher public Implementation of telemedicine services in Uttar Pradesh
acceptance, China is leading in telemedicine regulation
23 With an aim to provide preventive and curative healthcare
infrastructure with higher user acceptance .
services to the patients in rural areas, especially those
India, being one of the top 10 telemedicine markets in the belonging to the bottom of the economic pyramid, the Uttar
world, has a huge potential in the space. It can create the Pradesh Government has decided to implement telemedicine
conducive regulatory environment and infrastructure to pave services in its various Primary Health Centers (PHCs) and
24
the way for the growth of teleconsulting . Community Health Centers (CHCs). The project, proposed
to be developed on a public private partnership (PPP)
model, provides establishment, deployment, operation and
4.2.2 Case studies maintenance services.
India
The project has two components: teleconsultation and video
MeraDoctor consultation. It has been rolled out to connect patients
with specialists using technology rather than transferring
MeraDoctor was launched in 2011 in India. It provides a
the specialists to remote locations to treat the patients.
platform for live chat consultation with doctors. The app
Healthcare centers which require telemedicine services have
provides high-quality medical advice from licensed, carefully-
been identified and a framework has been developed for the
screened and trained doctors. The model offers an ultra—
involvement of the private sector. A set up of a 50—seater call
simple, patient-friendly interface as it allows the patient to have
center has also been proposed for teleconsultations.
a chat with the doctor. Booking an appointment is also easy.
The service provider is be responsible for the setting up
The app maintains patients’ medical records for future
of appointments and providing consultations to patients
reference. Moreover, the app offers a delete feature which can
recommended by the CHC doctors. It also creates electronic
be used to prevent personal medical information from being
health records of the patients in the state. Further, to provide
read by others. The app claims that its internal health records
25 the video—consultation facility at the identified CHCs, patient
system protects privacy and prevents unauthorized access .
nodes and a hub with the specialists to connect with the
patients need to be set up.
23, 24
https://inc42.com/datalab/telemedicine-market-opportunity-in-indian-healthtech/
25
https://healthmarketinnovations.org/program/meradoctor
https://www.thehindubusinessline.com/info-tech/meradoctor-gets-rs-7cr-funding-from-unilazer-ventures/article7996032.ece
https://www.crunchbase.com/organization/meradoctor#section-overview
The government-assigned MBBS doctor will facilitate the video Providence Health and Services: the US
consultation with the specialist, when required. Thereafter, if
This is an example of an extremely mature digital health
the specialist would identify the need for patients to visit the
ecosystem, of which telehealth is only one part. With 1,500
hospital, the patient will be referred to the relevant facility.
dedicated caregivers, Providence Telehealth specializes in
However, in other cases, required medical assistance would
providing virtual clinical support to address workflow demand
be provided at the center without the patient travelling to far-
surges and to close clinical talent gaps. Providence’s health
off hospitals. This makes it a cost—efficient model for service
26 system rapidly scaled up its virtual care capability during the
delivery for both the users as well as the service providers .
COVID-19 crisis by virtualizing 25%-40% of all its healthcare
28
Global case studies services . The health system has created an AI-based
screening chatbot with Microsoft and has also developed two
Ping An Good Doctor: China
solutions for remote monitoring. This includes a low-cost
Ping An Good Doctor is a one-stop Chinese telehealth service. solution for low acuity (app with temperature and oxygenation
It links patients with healthcare providers as well as insurance screening) and Hospital at Home solution for high acuity (tablet
companies on a seamless digital platform. with blue tooth and peripherals).
It has strongly leveraged AI in healthcare across five core The company has rolled out 500 additional in-hospital carts
areas, including disease prediction, medical imaging, clinical (tele-ICU, stroke, psychiatry) after COVID—19 outbreak. The
decision support, patient follow-up and medical quality number of telehealth visits have increased from 50 per day
control. The in-house insurance and technology vertical of to more than 12,000 per day with telehealth consults as
the service have been seamlessly integrated with telehealth percentage of total outpatient (OP) growing from less than
platform, catering to a wide range of healthcare needs (i.e., 0.5% to around 14% per day27. There are more than 7,000
medical consultation, wellness consultation, health headlines, clinicians on telehealth as compared to 400 during the pre—
29
reward programs, etc.) and creating a closed loop healthcare COVID-19 scenario . Consequently, telehealth in acute care
ecosystem. have reported NPS scores of 10—20 points above in—person
visits due to ease of access, safety and no waiting time .
COVID-19 has led to a 10-times increase in new daily users and
nine times increase in daily online consultations. The platform Global success stories steer towards building a collaborative
has witnessed a ~90% increase in total daily consultations in ecosystem enabling teleconsultation with participation from
27
absolute terms from year 2018 to 2019 . key stakeholders, providing quality care to patients at their
30
convenience and at the right time .
Revenue by segment (US$ million)
+52%
709
+78% 120
467 156
58
262 127
34 406
92
261
126
10 21 27
2017 2018 2019
Family Doctor Services

Consumer Healthcare
Health Mall
Health Management and Wellness interaction
26
EY study: EY FICCI 2.0 Reengineering Indian Healthcare report
27, 28, 29
EY analysis
30
https://www.modernhealthcare.com/providers/providence-goes-700-video-visits-month-70000-week
https://www.providence.org/-/media/Project/psjh/providence/socal/Files/about/financial-statements/continuing_disclosure_quarterly_report_providence_st_joseph_q1_2020.pdf?
4.3 Market opportunities in India The proliferating start-up ecosystem in India is yet another
pillar standing up for tele consultation. The evolution of NHS,
Teleconsultation’s market size in India is expected to grow iSpirit-creating standards and Swasth Stack’s creation through
32
from US$100m to US$700m in next five years at a CAGR of collaboration among private and start-up players have further
31
48% . The recently released regulatory guidelines provided contributed to the growth of teleconsultation.
new impetus to teleconsulting. Moreover, the spend on medical
infrastructure is likely to be increased to US$200b by 2024. Recent development during COVID—19
One of the key enablers for the growth in teleconsulting in Telemedicine hub launched in Delhi’s red zones, July 2020
India is the emergence of new consumer behavior of digital • Providing counseling and COVID—19 related help for the
consumption. Rapid uptake of tele consultation is driven by residents
young population accustomed to the app culture. With more
• Contact tracing, real-time monitoring of the health status
smartphones having access to health apps, digital technology
has the potential to transform and enable delivery of virtual • Introducing a telemedicine portal for patients’ grievance
health care in a more convenient and effective manner. redressal
Key enablers for growth India’s changing demographics with elderly population
expected to be 20% of total population in 2050 as compared
33
to 8% in 2015 and the increasing incidence of chronic and
lifestyle diseases also strengthens the increasing adoption of
tele consultation in the times to come. India has the second
34
Start-up Government Consumer Demography highest number of diabetes cases in the world and 28%
35
ecosystem policies behaviour and disease deaths occur due to heart diseases . From an investment point
mix of view also, there has been a steady investor interest in the
telemedicine space in India and in a post—COVID-19 context,
this interest may be further strengthened.
31
EY analysis
32
https://theprint.in/india/swasth-the-alliance-of-billionaires-start-ups-that-hopes-to-fix-indias-healthcare-system/446848/
33
https://economictimes.indiatimes.com/news/politics-and-nation/share-of-population-over-age-of-60-in-india-projected-to-increase-to-20-in-2050-un/article-
show/68919318.cms?from=mdr
34
https://www.thehindu.com/sci-tech/health/india-has-second-largest-number-of-people-with-diabetes/article29975027.ece#:~:text=One%20in%20six%20peo-
ple%20with,with%20over%20116%20million%20diabetics.
35
https://www.business-standard.com/article/health/15-of-deaths-in-india-were-due-to-heart-diseases-in-1990-now-up-to-28-118091800130_1.
html#:~:text=Cardiac%20ailments%20killed%20more%20Indians,15%25%20of%20deaths%20in%20India.
4.4 Adapting to virtual care in the new 4.4.1 Changing dynamics of doctor-patient
normal scenario engagement
As the new normal evolves post-COVID-19, the patient—doctor
COVID—19 has propelled health care systems to rapidly scale interactions via digital channels are expected to increase. Sixty-
teleconsultation after years of lagging adoption, gradually four percent of consumers are showing increased willingness
making virtual interactions the new normal for patients and to adopt teleconsultation post—COVID-19. On the other hand,
clinicians. The pandemic has pushed India’s data consumption doctors are also trying to reduce the non-essential visits of the
two—three years into the future, where phygital is the new patients with approximately 80% of them being consulted using
normal with increased optimism. Now, more than ever, informal means of consultation such as audio, video, texts on
consumers are prioritizing their physical and mental well- various messaging apps.
being. Consumers are focusing on preemptive self-healthcare
through hygiene, social distancing and are monitoring their Doctor-patient engagement
health and are exercising. Consumers will continue to value
convenience, personalization and transparency, but shortages
and the economic impact of the outbreak will also lead them to Doctors
36
prioritize affordability and availability .
~80% currently using audio calls, texts/ video calls on
Evolving consumer behavior WhatsApp to connect with patients
90% 44%
of consumers are of consumers see
connecting more to the healthy products as
virtual world more important as a
result of the outbreak Patients
56% 31% Pre-COVID Post-COVID

of consumers are of consumers plan on Patients who Patients willing
28% 64%
extremely concerned changing the way they consulted doctors to use tele-
about family health maintain their health via digital channels consultation
due to the outbreak and well-being
Source: EY analysis
50% 26%
of consumers intend of consumers would
to prioritize public pay a premium for
health and safety products that promote
precautions even when health and wellness
the outbreak ends
Source: EY Future Consumer Index, EY Digital Consumer Survey for

Online and Telecom, 2020
30
EY Future Consumer Index (FCI)
https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/topics/digital/ey-digital-survey-shaping-the-new-normal.pdf?download
Synopsis: EY’s primary analysis
‘Teleconsultation is here to stay’

• 1
5%-20% of healthcare is expected to shift to virtual care, across triaging, consults, remote monitoring,
home health, etc.
• Tier 2 and tier 3 towns are the major growth areas owing to quality care at affordable prices
• Chronic diseases such as diabetes, hypertension can be managed well through teleconsultation follow-
ups
• Uptake in teleconsultation as young population is accustomed to the app-culture
• Willing to adopt teleconsulting due to convenience and safety but lack of trust on the virtual care remains
the major concern
• Lack of doctors’ personal touch causes mistrust among patients while they are diagnosed online
Patients
Service- • Data privacy concerns and reservations about sharing health data online to affect future health seeking
centricity behavior
• Don’t want to be on multiple platforms, need patients’ consolidation with digital backbone and structured
health data
• Remote diagnostic tools required for effective examination
Doctors • Unethical practices adopted by the platforms around ratings and uberization of doctors is a major
Doctor- disinclination factor
centricity
• Doctors are not comfortable maintaining the patients’ data privacy and confidentiality
• They are coming up with diverse platform solutions to maximize doctor equity in the new normal
• 90% have tied-up or are planning to partner with third-party teleconsultation platforms with 30% of these,
Pharma developing in-house teleconsultation platforms
companies
What do consumers think? benefit them in avoiding arduous travel and long waiting times
in the hospitals besides being safe.
As per EY’s primary analysis, convenience and safety emerged
as the major advantages for the patients to seek telecare which
Advantages of teleconsultation services
70%-80%
83% 70%
Avoiding overcrowding, long Avoidance of travel/ would prefer tele consultation
waiting times in hospitals transportation from a safety perspective while
60%
are driven by the convenience
60% 44%
Accessibility to doctor at my
Availability in remote areas
convenience
Source: EY analysis
Consumer preferences towards adoption of teleconsultation
Major decision factors
While the option to select

st
1 46%
the physician of choice
is important for video
Availability and ratings of Would like to consult online consultation,
doctors for both first consults as 47% would prefer to
78% consumers’ choice well as follow-ups consult the same doctor With increasing expenses
online and economic uncertainties
on account of COVID-19,
nd
2 91% people are
reluctant to pay any higher
Control over the sharing of
amount on these platforms
own health data
51% consumers’ choice

High acceptance for tele
81% viz.—à—viz. conventional
consultation
consultation in case of would like to have full
minor ailments with coverage from medical
3
rd
83% preferring to
insurers and
Integration with diagnostic

consult online for common 72% would like to
cold, flu, etc. get reimbursement from
labs, online pharmacies employers
51% consumers’ choice
Source: EY analysis
Patients’ concerns This contrasting trend is observed more sharply for age groups
25—35 years and 46—55 years who showed higher willingness
Trust issue
to adopt teleconsultation but simultaneously, are not sure of its
While patients are willing to adopt teleconsultation platforms efficiency in delivering healthcare as shown in the figure below.
more than ever, there still remains some skepticism about
these platforms.
Do you feel that people get comparable healthcare through Age-wise contrasting trend
teleconsultation as they get for in-person visit
High willingness Low trust
52% <=24 years 26%
Yes, 26% 67% 25-35 years 24%

Overall, only 26%
Not sure, patients are convinced
46% about the efficacy of the 58% 36-45 years 27%
teleconsultation
No, 28%
76% 46-55 years 33%
60% >55 years 40%

Source: EY analysis
The major concern for the patients is the lack of personal

Future health seeking behaviour
touch of the doctors in a digital platform. While 54% patients
questioned the reliability of the online diagnosis, 30% are not Yes, I agree No, I disagree
comfortable with the use of technology and the virtual aspect. Expect to increase my
A general concern of credibility or genuineness of ratings
and reviews of doctors also remains a barrier on account of
usage of teleconsultation 72% 28%
services
frequent reports of paid promotions or marketing for online
platforms. Fifty two percent patients are not sure about the Expect to decrease
availability of good doctors online. non-essential in-person
healthcare visits
85% 15%
Data privacy, i.e., protection of personal and sensitive

information which is likely to be shared with third-party for Expect to increase use
marketing or advertising also remains a concern. Twenty seven of wearables to track my 62% 38%
percent of patients showed disc comfort with respect to sharing health status
their health information online.
Expect to increase sharing
Major concerns
of my health information 48% 52%
with external parties
Don’t want to Source: EY analysis
54%
share my health Don’t find
information 27% the diagnosis
What do doctors say?
online reliable
With ever-increasing capabilities of the teleconsultation
Not comfortable Not sure about
platforms and the associated technology, doctors can reap
30% 52%
with the use the availability
several benefits from such platforms.
of technology of good
and the virtual doctors online One of the major advantages is the ability to manage records
aspect digitally and the facility of e-prescriptions provided by these
platforms. Further, such platforms allows doctors to reach
Source: EY analysis
patients and geographies which would have been difficult to
access using the conventional model of consultation. With
Future health seeking behavior different measures adopted for digital payments, doctors
While it can be difficult to accept the change, teleconsultation can rely more on such platforms for hassle-free collection
has the potential to add value to the patient-provider of consultation fees. Increasing adoption of these platforms
experience. It may become the next frontier to handle public may also debottleneck the OPDs in the pandemic leading
health crisis and may be the future of patient care in the post to increased safety for the doctors and other healthcare
COVID—19 world. The pandemic has accelerated the need workers. Teleconsultation enables triaging based on the initial
for change in the form of immediate adoption of widespread consultations thereby reduces avoidable in-person visits and
telehealth services. the in—clinic time for the patients.
Consumers have already shown interest towards Key benefits to the doctors
teleconsultation. They also plan to reduce their non-essential
visits to the hospitals. However, the usage of wearables and
Digital records management
other smartphone features to track health status is expected
to increase but patients are still concerned about sharing their
Expanded reach
health information online which may continue to affect their
health seeking behavior in the future as well.
Digital payments
Debottlenecking of OPDs
Triaging before clinic visits
Source: EY analysis
However, there are multiple barriers preventing doctors’ active 4.4.2 What role pharmaceutical companies play in
participation on such platforms. providing diverse solutions in the new normal
“
COVID—19 has shaped trends in consumer health and has
generated new considerations for pharmaceutical companies.
Considering the need for a collaborative teleconsulting
Doctors don’t want to be treated like a uber driver who is
platform, pharmaceutical companies in India are choosing from
waiting to be picked up by a patient.
diverse platform solutions to maximize doctors’ equity in the
Consultant cardiologist, a leading hospital in Mumbai new Now.
Is teleconsultation sustainable post-COVID-19?

Some are wary of their uberization on such platforms and
unethical practices of the platform owners. They have cited 90% Currently
instances of delayed payments which has negatively impacted working with or are in the
their preference for such platforms. evaluation phase with
third-party platforms
Other doctors are not comfortable with onus on them for
Not sure 10% 90% Yes
maintaining the data privacy and confidentiality which is a
significant challenge on these platforms. 30% Developing an
in-house customized
Limitations with respect to specific specializations like
platform to enhance
surgeon, orthopedic and dentists cannot be totally removed
doctor engagement
by such platforms. This, coupled with lack of remote
diagnostic solutions at patients’ end impacts the efficiency Source: EY analysis
of teleconsultation. Further, there is dearth of Electronic
medical records (EMR) data of patients, and this issue is even
more accentuated in rural areas which are oblivious to such Collaboration over a teleconsultation platform strengthens
platforms altogether. Besides, doctors also face issues with pharmaceutical companies’ equity with doctors. Platforms can
on-boarding processes as they find some platforms less user- facilitate customized focus on therapy areas as well.
friendly, complicated and time consuming. Notwithstanding, the adoption is low due to the behavioral
issues of doctors and patients towards teleconsultation.
Major concerns for the doctors Pharmaceutical companies prefer doctor centricity on the
available platforms; however, doctors’ concerns regarding
Ratings from Liable for Specialization- these platforms make pharmaceutical companies skeptical
patients/ patient data specific and cautious to adopt these platforms. Moreover, there are
uberization confidentiality limitations trust issues arising out of conflict of interests in closed loop
platforms involving interactions between doctors and patients.
Lack of remote Complicated/ Lack of clear regulatory guidelines on substitution also make it
Delayed
diagnostic time taking difficult for doctors to practice in such an environment.
payments
solutions process
Source: EY analysis
4.4.3 Future outlook
What we heard from them?
Doctors Patients Pharma companies
• Doctor-centric platforms endorsed • Need for an end-to-end integrated • There will be consolidation and
by national medical and industry healthcare delivery ecosystem emergence of specialized platform
bodies involving doctor consultation, (therapy)/regional platforms
• Laws constraining adoption of diagnostic tests and medicine • The digital ecosystem of
digital diagnostic devices should delivery, health information at one pharma companies to have an
be reviewed place engagement with doctors
• Need of an intermediary to • Strong regulations on data privacy • Doctor-centric platforms with
improve diagnosis and healthcare to ensure trust in the system endorsements from industry and
delivery • My health, my responsibilities medical bodies
• Regulations need to be rolled-out • E-pharmacies support creation of
to safeguard doctors from data an integrated health management
privacy liability visits solution and rolling out patient-
centric initiatives to drive
adoption
Strategic interventions required
• Bring the national medical and industry bodies together to validate the protocols and ensure data privacy and protection
standards
• Work with the government in progressively reviewing and upgrading the laws to suit the teleconsultation and e-pharmacy
platform operations
• Engage dialogues with regulatory bodies viz., MCI, MoHFW and others to safeguard doctors from data privacy liability
4.5 Way forward Hence, it becomes imperative to address these concerns and
barriers.
A holistic teleconsulting platform is expected with creation It would be important to understand the patients’ concerns
of integrated health management solutions including empathetically to target new initiatives around them and drive
teleconsultations, online diagnostics appointment and higher adoption of these initiatives. These initiatives should
e-pharmacy. There is a need to embed right digital capabilities be able to increase the reach and should have the potential to
to shift care from hospitals to home. As per EY analysis, a make these platforms more accessible and user-friendly for
general agreement is observed for white-label platforms with both, the doctors and patients. It would be critical to develop
endorsement from national medical and industry bodies. A an adequate technology infrastructure for both, at the time of
technology-enabled ecosystem with strategic partnerships with use and at the time of delivery by including, but not limited to,
relevant stakeholders will be key to a thriving virtual healthcare multi-channel approach for consulting through video and voice
journey. call, text interaction and Interactive Voice Response (IVR)-
“
based solutions.
Pharma companies should plan along these four horizons

All three bodies viz., MCI, IMA, ICMR should be brought Value needs to be generated in a way which convinces the
together to seek clarity and to frame common guidelines key stakeholders
for a nationwide neutral teleconsulting platform.
Paediatric cardiologist, a leading hospital in Bangalore
Key factors to make teleconsultation a success
While all the requisites for success and growth of Seamless, simple, Highly integrated
teleconsultation platforms exist, challenges and concerns of personal and engaging telehealth service line
for patients, caregivers integration across care
patients and doctors could be impediments in the growth path.
and clinicians continuum
Critical success factors
Patient experience emerged as a key determinant for

continued use of teleconsultation services
Addressing certain patients’ perception barriers
may enable teleconsultation to transcend and
extend beyond the current crisis
Scalable and Available, on demand

Health care providers are also demonstrating interoperable and where possible
increased propensity towards finding a with rich data flow to enabled with smart
comprehensive virtual solution to enable seamless enable advanced transaction processing
patient care in a secure environment analytical insights
There is a need to support doctors to deliver

care across the continuum by using the right
technology enablers and focussed specialties
Basically, there is need for creating a holistic platform
for teleconsultation for value and volume
which would cover a wide range of services including doctor
debottlenecking
consultation, prescription and report management, diagnostics,
e—pharmacy, wellness and disease management services.
There is a need to introduce strong regulatory policies and
practices around data protection clinical practices, data storage
and handling, data ownership, liability of various stakeholders
and most importantly, towards transparency and visibility for
the success and growth of such platforms.
Chapter’s summary
• COVID-19 has provided the much-needed fillip towards teleconsultation adoption across the globe with the
required policy support globally and in India.
• Teleconsultation is here to stay with about 15%-20% of consultations expected to happen on teleconsultation
platforms in India.
• Though the adoption faces trust issues, new technology wave, policy changes and consumer behavior in
healthcare is expected to shift towards phygital (physical along with digital) in new normal.
• Doctors look forward to a comprehensive virtual solution with intermediary diagnostic support and patients’
consolidation across platforms supported by digital backbone and structured data system.
• With all the requisites for success and growth of tele-consultation platforms existing, it becomes imperative to
address the concerns and barriers faced by both, the patients and the doctors.
• A technological evolution, digital ecosystem partnerships and policy interventions have the potential to address
concerns from key stakeholders in the healthcare sector for teleconsultation to drive large-scale healthcare
benefits.
05
Chapter
E-pharmacy: trends,
challenges and outlook
Pharmacies across the world followed a basic business model at a nascent stage, it is important to examine the developed
which underwent a little change over the last few decades. The markets and witness how the players have diversified their
patient consulted their practitioner who would prescribe drugs. offerings over the years.
This prescription would then be shared with pharmacist who
supplied these drugs. With proliferation of online pharmacies,
patients have more choices and control over managing their
health. The first online pharmacy was started in the US in late
5.1 Insights from global pharmaceutical
1990s which focused solely on selling drugs. Over the years, supply chain
the role of e-pharmacy players have evolved, and they have
continued to disrupt the pharmaceutical supply chain. Major E-pharmacies across the developed regions such as the US
e-pharmacies now offer end-to-end solutions for customer, and the UK offer end-to-end healthcare solutions for patients
improve supply chain visibility for pharmaceutical companies in teleconsultations, e-diagnostics and e-pharmacy. Players
and are increasingly disrupting the role of pharmacies from have increasingly formed partnerships with offline pharmacies
being suppliers of drugs to providers of primary care. to expand reach and facilitate primary healthcare at stores.
Global e-pharmacy market stood at US$49.7b in 2018 with the
In India, e-pharmacies have increasingly gained traction in 38
US constituting more than 50% of the market . It is expected
the last few years and currently represent 2%-3% of overall
37 to reach US$177.8b by 2026 with a compound annual growth
medicine sales . This segment has seen major acquisitions
rate (CAGR) of 17.3% over a period of 2019-2026.
aimed at improving reach, technology and customer
experience. The latest entrant in this segment is Jio which With the coronavirus pandemic, adoption of e-pharmacies
has been making partnerships to ramp up its online-to-offline has increased across the world as consumers are avoiding
business. The company aims to provide a one-stop solution unnecessary interactions and practicing social distancing.
to patients through its Health Hub platform. It has made In response to COVID-19, Consumer Value Store (CVS), a
investments in KareXpert, a doctor consultation platform and major retail chain based out of the US, partnered with United
is in talks with a major online pharmacy to strengthen door- Parcel Service (UPS) Flight Forward to offer drone delivery of
step delivery of medicines. JioMart has reach in 200+ cities prescription medicines to villages in Florida. Publix Pharmacy
across India which can act as an offline pharmacy interface partnered with ScriptDrop to offer home delivery services
for patients. Jio’s wide distribution reach coupled with strong especially for senior citizens. Echo, a leading online pharmacy
brand presence is set to drive adoption especially in the non- in the UK, is recruiting more staff to cater to increased
39
metro cities. As per EY’s primary survey, e-pharmacy industry delivery orders. It received 60% rise in nominations in the
is expected to account for 10%-12% of overall sales in the National Health Service’s (NHS’s) prescriptions between last
next five years. This will however be at the backdrop of strong week of March 2020 and last week of June 2020. Globally,
regulations especially around issues such as data privacy and e-pharmacies have witnessed an increase in volume of orders.
substitution. Given that the Indian e-pharmacy space is still
US UK India
20% in volume 20% in 50% in delivery

1 3
delivered prescription orders
2
nominations 50% in delivery
3
60% in orders
10x in home
1 prescription 40% in delivery
deliveries 2 3
nominations orders
Sources
1
https://www.pharmacist.com/article/mail-order-drug-delivery-rises-during-coronavirus-lockdowns
2
Increase in prescription nominations from last week of March’20 to first week of June’20; https://www.chemistanddruggist.co.uk/news/
prescription-nominations-online-pharmacies-rise-covid-19-coronavirus-eps
3
37
EY study: EY FICCI 2.0 Reengineering Indian Healthcare report
38
https://www.globenewswire.com/news-release/2019/09/12/1914979/0/en/ePharmacy-Market-to-Reach-US-177-794-9-Mn-by-2026-Expansion-of-Online-Retailing-
to-Boost-Growth-says-Fortune-Business-Insights.html
39
Increase in prescription nominations from last week of March’20 to first week of June’20; https://www.chemistanddruggist.co.uk/news/prescription-nominations-
online-pharmacies-rise-covid-19-coronavirus-eps
Leading online pharmacies in India have also reported an India poses challenges of inefficient practices and substandard
40
increase of 50%-100% in orders during the lockdown. While technology infrastructure. In this section, we will examine the
globally, e-pharmacies have ramped up their hiring efforts, pharmaceutical supply chain and e-pharmacy space across the
Indian players are facing issues, given the fragmented nature developed countries.
of supply chain. Absence of large retail or distribution chains in
Table: Comparative view of pharmaceutical supply chains across the developed countries:
US UK Japan India
Distribution Dominated by organized Fragmented with presence Fragmented retail with no Fragmented wholesale and
channel and players of large retail chains major chains retail
percentage
of sales • Wholesale: top three • Wholesale: top eight • Wholesale: top four • Wholesale:
players held 92% wholesalers distributed held 90% of market in pharmaceutical
5
(2017)¹ 92% of NHS medicines 2011 companies deal with
• Retail: top 10 chains (2019)³ • Retail: top 10 account one to three carrying
constitute ~74% • Retail: large chains for ~16%
6 and forwarding agents
7
(2019)² operating >100 (CFA) in each state
pharmacies constituted • Retail: organized retail
8
49.4%4 constitute 5%-6%
E-pharmacy Dominated by organized Strong presence of retail Online sales of prescription Dominated by startups
players retail chains chains drugs not allowed
• Netmeds, 1mg and
• CVS pharmacy, • Boots, Lloyds, PharmEasy
Walgreens and Walmart Pharmacy2u, Chemist • Organized retailers
stores direct and Superdrug such as Apollo and
• Online startups such • Leading online MedLife
as PillPack, Capsule, pharmacies such as
NowRx Pharmacy2U
E-pharmacy • Offline stores • Efficient dispensing • Apps for improving the • Market reach
investment digitalization systems in-store experience • Supply chain
areas • Personalization of • Customer experience capabilities
healthcare • Customer experience
• Faster deliveries
Enablers • Complex and strict • Clearly defined — • Regulation in draft

regulations regulations stage
• Interoperable electronic • >87% physicians using • EHR/EMR infrastructre
health record (EHR)/ EHR system not present
Electronic medical • Tie-ups with • Major e-pharmacy
record (EMR) and high teleconsultation players offer
adoption platforms teleconsultation
• Tie-ups with
teleconsultation
platforms
Sources:
1
https://www.mdm.com/top_distributors
2
https://www.statista.com/statistics/734171/pharmacies-ranked-by-rx-market-share-in-us/
3
https://www.oxera.com/wp-content/uploads/2019/06/Oxera-study-on-the-supply-of-generic-medicines-in-the-UK-26-June-2019.pdf
4
https://www.pharmaceutical-journal.com/news-and-analysis/infographics/measuring-the-market/20206340.article
5
https://pdfs.semanticscholar.org/7b44/693d02870665d8636478cb3af508e5f87474.pdf
6
https://www.mac-advisory.jp/trend/statusquo/
7
http://www.biopharminternational.com/pharmaceutical-distribution-india
8
https://www.businesswire.com/news/home/20200221005348/en/Pharmacy-Retail-Market-India-2019---Featuring
40
The US The UK
The US supply chain mainly composes of organized players, The UK has a lower fraction of organized players in the retail
both in the wholesale and retail sector. Top three wholesalers sector. Top four retailers, namely, Boots, Lloyds Pharmacy,
45
AmerisourceBergen Corporation, Cardinal Health, Inc., and Rowland Pharmacy and Well Pharmacy made 49.4% of
McKesson Corporation accounted for 90% of drug distribution market. Like their US counterparts, these pharmacies are
41
revenues in 2018. Retailers such as CVS, Walgreens and also making investments focused at improving customer
Walmart have extensive network of stores which make it easier experience.
to supply across the North America. In the recent years, the
Boots is focusing on apps and for chronic disease management.
top three chains have made investments to enhance customer
Patients can link their health records with the company’s
experience. CVS has plans to transform 1500 of its stores to
42 app and order their prescription from its online stores. Well
HealthHUBs . These stores feature a health clinic which can
Pharmacy also launched a digital pharmacy in 2019 which
provide basic services such as diabetic screening, blood tests
focused on implementing a patient’s medication record
and sleep apnea assessments and are equipped to deal with
with central fulfilment of prescription medicines. It has
chronic conditions such as respiratory illnesses and diabetes.
launched ‘essential pharmacy’ which comes with a secure
Walgreens has partnered with multiple local health providers
24x7 prescription vending machine. Investments are being
and insurance companies to strengthen its offerings in offline
made to empower local pharmacies and improve dispensing
stores. Its clinics will be staffed with physicians, pharmacists,
43 mechanisms so that pharmacists’ time could be spared to
nurses and social workers . These firms have also launched
provide clinical care. Rowlands Pharmacy is also making
programs to offer discounts and faster deliveries to customers.
investments to make its dispensing processes more efficient
Firms are making investments toward improving their analytics
through automation and offsite prescription assembly.
and digital capabilities and developing niche programs such
as chronic kidney care. Startups such as PillPack, Capsule and
Investment by retail pharmacies
NowRx are focused on faster and low cost delivery. PillPack
offers convenient supply of medications divided into daily
packets at the same cost. There has been an increasing sale of Empowering offline stores through
private label over the counter (OTC) medications. It increased technology
44
from 25.8% in 2009 to 30.7% in 2018 .
Pharmacies offering
primary healthcare
Driving efficiency through automation
Enhancing consumer experience at each

Niche apps for Startups driving
touchpoint
therapy areas innovation
Source: EY analysis Source: EY analysis
41
42
https://www.modernhealthcare.com/patient-care/cvs-aggressively-expand-healthcare-services-stores
43
https://www.cnbc.com/2020/07/08/walgreens-strikes-deal-to-open-hundreds-of-doctor-offices-in-stores.html
44
https://www.mitsui.com/mgssi/en/report/detail/__icsFiles/afieldfile/2019/05/17/1903_sakai_e.pdf
45
https://www.pharmaceutical-journal.com/news-and-analysis/infographics/measuring-the-market/20206340.article
Japan Other locations

Japan is dominating in the wholesale segment with four of its The UAE
players — Medipal Holdings, Alfresa Holdings, Suzuken and
46
Toho Holdings. These hold a combined 85%-90% share of the The Dubai Health Authority (DHA) opened a smart robot-
Japanese pharmaceutical distribution market. Retail market run pharmacy which automates prescription dispensation.
is fragmented with around 30% of the drugstores being chain Robots can store about 35,000 medicines and dispense 12
47
pharmacies . In the recent years, top 10 retail pharmacies prescriptions within a minute which saves time for patients
47
have accounted for 15%-20% of the total prescription sales . and reduces chances of error (barcode-driven). Pharmacists
focus on educating consumer regarding medicines and other
Online pharmacies in Japan have not flourished as compared therapies. These robots have the capability to download and
to the US and the UK, given that sales of prescription drugs is store prescriptions directly from the doctors’ ecosystem.
48
prohibited online and by mail order . Current laws mandate
face-to-face interactions between the pharmacist and patients Leading pharmacies in the UAE bundle teleconsultation
for prescription drug sales. Over the counter (OTC) sales has and medicine delivery services. Aster Pharmacy offers free
been allowed online since 2013 and drugstores selling OTC home delivery and is available 24/7. It accepts a wide range
products online offer their services coupled with beauty, of insurances and online prescriptions. It has integrated
health and other merchandise. Although growth of online its teleconsultation offerings with Aster Clinic. BinSina
pharmacies is slower in Japan compared to other geographies, Pharmacy launched its online services in February and offers
offline pharmacies provide improved customer experience. teleconsultation in partnership with a third-party app, TruDoc.
QoI Pharmacy has developed a mobile application for patients It has also setup COVID-19 essential kiosks near entrances of
49
to share their prescriptions to its pharmacies . This shortens major malls and community centers.
waiting time a patient spends to purchase the medicine from Kenya
the stores. Pharmacies are also making investments in private
label OTC drugs. Market share of such drugs increased from Mydawa was granted first e-retailing pharmacy license in Kenya
50
1.4% in 2009 to 4.8% in 2019 . Private label sales in some of in 2018. It offers prescription and wellness drugs and medical
the product categories such as treatment of external injuries devices. It has tied up with multiple teleconsultation platforms.
expanded from 8.6% in 2009 to 24.7% in 2018 .
50 It provides medicines at discounted rate of 20%-40% compared
51
to offline stores . The pharmacy offers medicines in tamper-
proof seals which contain an authentication code which can
Investment by retail pharmacies
be shared through an SMS to check its authenticity. It is also
working on a financing mechanism with micro financiers which
will be incorporated as a payment option in its app.
Apps to enhance customer experience
Apps focused on niche therapy areas globally
Nurx: it is an online medicine delivery store that is focused on

birth control and pre-exposure prophylaxis (PrEP). Users are
required to select drugs and answer a few questions which are
Private labels in OTC then reviewed by doctors to make a prescription. Once these
questions get assessed, products get delivered within two
hours.
Source: EY analysis Roman: this teleconsultation and online pharmacy app is based
out California. It is focused on men’s health. Patients fill out
their medical history and follow up questions are prompted.
This information is then securely shared with doctors for review
who can instantly write prescription for medicines.
Vitau: Vitau offers a subscription-based online pharmacy for

chronic segment. It delivers medicines on a monthly basis
and collaborates with doctors and insurers for updating their
medicines and reordering them.
46
https://pdfs.semanticscholar.org/7b44/693d02870665d8636478cb3af508e5f87474.pdf
47
https://www.mac-advisory.jp/trend/statusquo/
48
https://uk.practicallaw.thomsonreuters.com/5-618-3562
49
https://www.chameleon-pharma.com/japans-latest-trends-in-the-pharmacy-and-drug-store-market/
50
51
https://www.cio.co.ke/mydawa-brand-the-first-ever-retail-license-for-an-e-retailing-pharmacy-in-kenya
India 5.2 Indian e-pharmacy market

Challenges in Indian pharma supply chain Indian domestic pharmaceutical market accounted for
53
US$19.8b in 2019 . The sector remains largely unorganized
53
with 90%-95% of sales driven through unorganized
pharmacies. EY’s primary survey highlighted that acute
medicines account for 60% of the market, whereas the chronic
segment accounts for the remaining 40% of overall sales.
Unorganized Long tail of SKUs Limited Even with the presence of 8,50,000+ retailers, about 60%
54
players — no — tradeoff between technology of the market remains underserved . In rural areas, masses
uniformity in cost and service adoption — poor struggle to get basic life-saving drugs. According to EY’s
systems and levels visibility primary survey, physicians based out of tier 2 and tier 3 cities
practices highlighted that there is absence of diabetic medicines such
as sitagliptin, teneligliptin or even insulin. As a result, they are
Source: EY analysis limited to prescribing medications as per the availability which
could delay the treatment process. The Indian pharmaceutical
A comparison with developed markets is necessary to market also faces a primary challenge of reach as nearly 70% of
understand where India lies in terms of supply chain efficiency the population in India is based in rural areas. The government
and where its investments need to focus. As we saw, these has made efforts to bridge this gap through multiple schemes
developed countries are dominated by organized chains at and programs. Its focus has been to put healthcare on priority
wholesaler or retailer levels. Indian scenario is complex. Each for the masses. Jan Aushadi Program has been launched to
pharmaceutical company can have agreements with 25-30 ensure accessibility, acceptability and affordability of quality
carry and forwarding agents (CFAs) (one to three CFAs in each medicines for the poor.
state). With presence of 8,50,000 retailers, the supply chain ~92% of rural population
The Government of India (GoI)
is becoming challenging. With 250,000 stock keeping units is underserved with
also announced Ayushman
SKUs being manufactured, it is difficult to stock a long tail of medicine availability
Bharat, world’s largest
SKUs especially when 5,000-6,000 SKUs contribute about limited to common cold
52 government-funded healthcare
90% of the revenue . There is a diverse influence of brands in and short—term ailments
insurance program. It is
regional markets with some brands preferred in some regions.
planning to spend ~US$200b on medical infrastructure by
Influence of associations at times can be anemic to adoption 55
2024 and is currently running 255,000+ common service
of new and efficient practices or technology. India does not
centers for tele-medicine, e-pharmacies and e-diagnosis.
have large retail businesses like CVS, Walgreens or Lloyds. 55
Despite such efforts, about 92% of the rural population is
Building retail chains across the country requires significant
underserved with medicine availability limited to acute segment
investments in front-end stores and back-end infrastructure. It
such as common cold or short-term ailments.
becomes complex given the low support from the government
in organized retail, lack of funding and long lead times involved The Indian e-pharmacy market was estimated at US$0.5b
56
in developing the infrastructure. Due to fragmented nature of in 2019 with companies such as NetMeds, PharmEasy,
distribution, firms have not been able to experience efficiencies Medlife and 1mg dominating the market. It is projected to
offered by an organized channel. reach US$4.5b in 2025 at a CAGR of 44% for the period
2019—2025. It is projected to represent about 10%-12% of the
“
pharmaceutical sales by 2025 up from current 2%-3% levels in
52
2019 .
In the Indian pharmaceutical market, demand is not the
problem. Its supply is broken.
Head of strategy of an Indian e-pharmacy major
52
EY survey, June 2020
53
EY report 2019, “e-pharma: delivering healthier outcomes
54
https://uk.practicallaw.thomsonreuters.com/5-618-3562
55
https://www.chameleon-pharma.com/japans-latest-trends-in-the-pharmacy-and-drug-store-market/
56
57
https://www.cio.co.ke/mydawa-brand-the-first-ever-retail-license-for-an-e-retailing-pharmacy-in-kenya
Forecast of the Indian e-pharmacy market in 2025 (US$ billion)
Scenario 1: Conservative Scenario 2: Likely Scenario 3: Optimistic
37.0 37.0
Pharma 31.4 % %
market size 11 GR 11 GR
8% CA CA
GR
CA
19.8 19.8 19.8

32.5 31.7
E-pharma E-pharma E-pharma
market share 28.7 market share market share
2025(E): 8.5% 2025(E): 12% 2025(E): 14.5%
19.3 CAGR: 33% 19.3 CAGR: 44% 19.3 CAGR: 50%
2019: 2.5% 2019: 2.5% 4.5 2019: 2.5% 5.3

0.5 2.7 0.5 0.5
2019 2025 2019 2025 2019 2025
(Conservative) (likely) (Optimistic)
E-pharma Offline pharma
Notes:
• Domestic pharma growth: 8% • Domestic pharma growth: 11% • Domestic pharma growth: 11%
CAGR CAGR CAGR
• Chronic segment: 45% of the • Chronic segment: 45% of the • Chronic segment: 45% of the
domestic market domestic market domestic market
• E-pharma can reach 15% of the • E-pharma can reach 20% of the • E-pharma can reach 23% of the
applicable market* applicable market* applicable market*
• Key drivers: consolidation of • Key drivers: advent of 5G, digital • Key drivers: rapid internet and
e-pharmacy players, Digital India, healthcare ecosystem - Swasth 5G penetration driven by low-cost
Ayushman Bharat, increase in Stack, JioHealth and tie-ups smartphones, higher adoption
penetration of health insurance, with local pharmacies for tier 2 of digital healthcare ecosystem
e-health initiatives by the and tier 3 cities with Scenario 1 - Swasth Stack, JioHealth with
government and adequate policy drivers Scenario 1 and 2 drivers
thrust
* Applicable market comprises of 85% of chronic and 35% of acute market for scenario 1, 90% of chronic and 40% of acute for scenario 2 and 3
Conversion rate US$1 = INR70
Chronic segment accounted for 40% of domestic pharma market in 2019
E-pharmacy applicable market was 80% of chronic and 30% of acute in 2019
Sources: EY analysis
5.2.1 Value proposition of e-pharmacies doctors in rural areas and tier-3 cities. During EY interviews,
many doctors from rural areas mentioned that they encourage
E-pharmacies offer a convenient and an affordable way to
patients to purchase medicines from e-pharmacies as local
purchase medicines. Coupled with teleconsultations, these
pharmacies stock limited range of medicines. Given the access,
can provide quick access to quality healthcare for patients
doctors are able to prescribe a wide range of medicines which
in remote areas. Some e—pharmacies have expanded their
enables them to provide better care. The following snapshot
reach and serve at least 90% of the pin codes in the country.
sums up the value proposition that e—pharmacies offer for
The distribution time in remote locations can vary between
stakeholders in the value chain.
7—10 days. E-pharmacies offer strong value proposition to
Consumers Medical professionals

• Wide selection at competitive prices • Customer / patient acquisitions
• Authentic products • Patient management
• Convenience • E-prescription software
• Consumer education
• Anonymity for patient
Retail pharmacies Marketplace sellers

e-pharmacy
• Superior tech infrastructure • Additional source of revenue
value
• Procurement efficiency • Strong tech infrastructure helps
proposition in managing listings, orders, etc.
• Online promotion
Pharmaceutical companies Government

• Transparency and efficiency in • Data analytics can help the government
distribution analyze disease patterns and accordingly
• Business insights on consumer they can draft public policy
purchase pattern and feedback • Additional source of revenue for
government through fees and taxes paid
Source: EY analysis
5.2.2 Acquisitions and diversification offerings. A majority of these investments have been keeping
customer experience and reach at the center. With presence
India’s e-pharmacy market is projected to reach 10%-12% of
of over 50 online pharmacies, many players bundle in value-
overall pharmaceutical sales in the next five years driven by
added services in order to provide a complete package to
strong regulations, increased funding and creation of digital
consumers. Firms such as Netmeds, Medlife and 1mg offer
infrastructure. The e—pharmacy space in India comprises
doctor consultation to its customers. Medplus and Wellness
of health—tech companies focusing on chronic and wellness
Forever have built their offline presence through their own
medication and medtech and portable diagnostic devices for
stores. The following are the deals by the top 4 players in the
common chronic ailments. Over the years, players have been
last few years.
making investments to strengthen their product and services
Table: Key mergers and acquisitions (M&As) in the e-pharmacy sector
Major M&As in
India Acquired Date of acquisition Transaction benefits
Enter into alternative medicine space — homeopathy and

Homeobuy Jun 2015 1
Ayurveda
2
Medd Jul 2016 Booking of imaging tests such as X—rays, CT scans and MRIs
Doctor consultations, including specific therapy areas such as,

MediAngels Dec 2016 cancer, cardiology, etc., corporate health services, insurance
3
partnerships and business-to-business (B2B) focus
1mg
4
Dawailelo Sep 2017 Expansion to tier 2 and tier 3 cities
5
Lab for Sure Jul 2018 Infrastructure for conducting tests at home
5
Delhi Medimart Jul 2018 Home collection solutions for diagnostic services
Chat and video—based doctor consultations, provides access to a

EClinic24/7 Nov 2018 6
network of doctors on the platform
Medlife
7
Myra May 2019 Expansion of delivery, express delivery, improved profitability
Hyperlocal delivery, baby care, pet care, personal wellness and

Pluss Nov 2016 8
daily essential products
Doctors’ network onboarded on the platform, online video

Netmeds Just Doc Sep 2018 9
consultation app, telemedicine
10
KiViHealth Mar 2019 Cloud-based and AI-powered clinic management platform
11
PharmEasy Ascent Health Ongoing distribution, lab logistics
Sources:
1
2
https://economictimes.indiatimes.com/small-biz/startups/1mg-acquires-medd-to-boost-diagnostics-image/articleshow/53053553.cms?from=mdr
3
https://economictimes.indiatimes.com/small-biz/startups/1mg-acquires-online-consult-platform-mediangels-for-an-undisclosed-sum/articleshow/55982247.cms
4
https://yourstory.com/2017/09/acquiring-dawailelo-will-help-1mg-expand-operational-presence-tier-ii-tier-iii-cities
5
https://www.business-standard.com/article/companies/digital-healthcare-platform-img-technologies-to-raise-70-million-119030100197_1.html
6
https://www.thehindubusinessline.com/info-tech/medlife-acquires-healthcare-start-up-eclinic-plans-100-million-expansion/article25558612.ece
7
https://tech.economictimes.indiatimes.com/news/startups/medlife-acquires-myra-to-expand-medicine-delivery-service-to-22-cities/69192602
8
https://www.vccircle.com/netmeds-buys-idg-ventures-backed-rival-pluss-stock-deal
9
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/netmeds-acquires-justdoc-for-just-under-a-million/articleshow/65943032.cms?from=mdr
10
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/netmeds-acquires-health-tech-startup-kivihealth/articleshow/68558448.cms
11
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/pharmeasy-and-ascent-health-in-merger-talks/articleshow/68606991.cms?from=mdr
Table: A snapshot of how e-pharmacies have diversified their offerings
Wellness
Medplus Apollo Forever Netmeds PharmEasy Medlife 1mg
Physical stores
Online medicines
Diagnostic tests
Doctor consultation
Hospital pharmacy
Lifestyle blogs
Own products
Source: EY analysis
5.2.3 Growth drivers etc. are missing in India’s context. According to the EY survey,
e—pharmacies highlighted multiple challenges in the Indian
Some of the benefits of the organized retail sector such as
pharmaceutical supply chain as compared to the consolidated
established practices across the functions, trained manpower
markets like the US or the UK. Hence, most e—pharmacies are
and end-to-end integrated software systems to ensure real—
directing their efforts to strengthen the supply side.
time data availability, investments in distribution infrastructure,
Growth drivers of e-pharmacy
Affordable,
accessible and
genuine medicines
Offer chronic patient
care with diagnostic
support
Solve supply chain
problems by Extend supply chain
improving fill rates visibility beyond
primary channel
Use technology for
online and offline
Source: EY analysis
58
Solve supply chain problems by improving fill rates is estimated that 30% of the medical representatives (MRs)
time is wasted in retrieving sales and inventory reports from
The Indian pharmaceutical sector has a long tail of stock
distributors which could be better utilized in doctor visits.
keeping units (SKUs) with preference for brands varying across
Having strong digital infrastructure saves time and generates
geographies. For e—pharmacy companies, holding inventories
actionable insights around sales at SKU, brand, pin code and
of 2.5 lakh SKUs across the geographies is a challenge. E—
district level which can be further used to optimize inventory
pharmacies optimize inventory using strong analytics of
levels.
purchase
Offering chronic patient care with diagnostic support
orders and sales data. These also provide real-time visibility
of secondary data to pharmaceutical companies along with Addressable market for e-pharmacies is currently limited to
sales analytics at regional levels. This allows pharmaceutical the chronic segment given high delivery times. Engagement
companies to align their sales strategy and plan better. with chronic patients becomes crucial as platform loyalty is low
With increased scale, e—pharmacies are likely to see more and sector is driven by high discounts. Many e-pharmacies are
coordination with pharmaceutical companies in data educating their customers about different medicines offered
and insights sharing. Some of the e—pharmacies are also by pharmaceutical companies. Such information is mostly
extensively focusing on acquiring distributors and turning them available on the platform itself. Some of the pharmaceutical
around to gain supply chain efficiencies. Adopting a click and companies are also collaborating with e-pharmacies in
mortar model with offline stores has the potential to further providing educational campaigns for consumers by sharing
reduce the delivery time to serve the acute customer segment leaflets containing information about purchased medicines.
as well. Some of the e-pharmacies have opened diagnostic arms in
which they provide OPD facility or have their labs to perform
Affordability, accessibility and protection from counterfeits
diagnostic tests. This furthers their strategy of driving
The share of sales from non—metro cities has been increasing. engagement with chronic customer base.
According to EY survey, June 2020, ~30% of current demand
Substitution exists mainly for OTC dispensing
is from outside the metro cities as compared to 10% two
years back. This helps in resolving the issue of accessibility In the EY’s primary survey, e—pharmacy companies highlighted
on priority. E—pharmacies are reaching out to local medicine order fulfilment as the primary reason for substitution of
stores for partnerships. Region—wide partnerships with brick medicines. The firms highlighted that substitution is done
and mortar stores is expected to begin by 2021. with consumer consent and only in case of a stock—out. Some
e-pharmacies also commented on the need to shift to the
With fragmented and unorganized supply chain, chances of
practice of prescribing unbranded drugs. To improve fill rates
the product being counterfeit becomes higher. E—pharmacies
and ensure reach of drugs in remote areas, it is necessary for
conduct strict checks on vendors and on-board official
the government to create a push toward unbranded generics.
distributors post confirmation from pharmaceutical companies.
They also educate the customers on how to verify the Extending supply chain visibility beyond primary sales
authenticity of medicines.
Global pharmaceutical companies have been engaging more
Using technology for online and offline channels with e-pharmacies regarding data visibility. Some of the
e-pharmacies have integrated their warehouses and carry and
In tandem with their global counterparts, e-pharmacies in India
forwarding agents to offer better inventory visibility to the
are focusing on digitalizing their offline distribution centers
pharmaceutical companies. E-pharmacies also offer actionable
and retail stores. One of the e—pharmacies shared how their
insights on region-wise and therapy-wise sales which can
distribution wing focusses on acquiring local distributors and
further help pharmaceutical companies in redirecting their
turning them around to achieve efficiencies.
marketing efforts. However, as highlighted by most of the
Sales practices from the FMCG industry such as beat plan firms, e-pharmacies represent a small proportion of sales as
adherence, SKU—wise sales targets based on analytics, store such insights are currently limited to only a few geographies.
mapping and ranking, etc. are increasingly being adopted. It
58
EY analysis
5.3 Stakeholders’ views prescription. While most of pharmaceutical companies agreed

that e-pharmacies hold the potential to capture 15%-20%
In the EY survey, doctors and pharmaceutical companies of the market in the long-run, their main concerns revolved
highlighted their concerns regarding the substitution around substitution. Below is a snapshot of some of the issues.
practice followed by e-pharmacies. They also highlighted Concerns of the end-users were centered on trust, genuineness
the risks associated with analytics done on patients’ of medicines and timely delivery of the medicines.
Stakeholders’ views on multiple issues highlighted in the EY survey
Data Privacy Substitution Operating model Private labels Discounts Reach

• Unclear • Strong • Procurement • Not • Conflicts • Most orders
regulatory concern through concerned with offline from metros
guidelines certified about channel • New localisation
Pharma Co channels competition models
• Concern • Some prefer • Medicine • Preference • Primary • Delivery time

Concerns
about doctor authenticity to known driver is higher

prescription prescribed is a major brands in
Patients privacy vs low cost concern consumer
alternatives segments
• Concern • Prefer to be • Concerned • Not • Not • Increased reach

about data consulted about concerned concerned in rural areas
sharing by before prescription
Doctors platforms substitution abuse
• Secure • Substitution • Procured • Medium to • Discounts to • Some players

platform. in case of from certified long term rationalize: serving all pin
POV
Prescription stock-outs; distributors 15-17% vs codes

E-Pharma data safe no ghost 20-25% in
prescriptions past
Source: EY analysis
5.3.1 Insights from pharmaceutical companies Concerns of pharmaceutical companies

The e-pharmacy model of business in India has been mired
in controversies since inception. Pharmaceutical companies
and related associations have been voicing their concerns
over certain practices and the operating model in general. Conflict with
Substitution Data privacy
The government has been working on providing a governance offline network
structure and regulations to address all these concerns while
ensuring to provide a conducive environment for them to grow.
Discounts Private labels Adoption
Source: EY analysis
The e-pharmacy sector needs regulatory and policy For some specialties such as neurology, drug efficacy and
interventions. Pharmaceutical companies have been cautious molecule size are important and switching drugs might be
to partner with e-pharmacies even though they believe that detrimental to the health of the patient. Such an event also
online sales may represent 10%-12% of the medicine sales in decreases the trust among doctors, patients and such portals.
59
the next five years . There are certain shortcomings in the current regulations which
need to be plugged.
Managing the online–offline model
60 Obtaining consent from the original prescribing doctor is
With e-pharmacy sales currently accounting for only 2%-3%
necessary to ensure trust among the stakeholders. Another
of the total sales, a majority of pharmaceutical companies are
problem with substitution is that India has a large manufacturer
adopting a wait and watch strategy to ensure their traditional
base. Drug quality of some brands could be a concern which may
supply chain is not disrupted. As per EY’s analysis, 10%-15% of
further fuel trust issues.
big Indian pharmaceutical companies engage with e-pharmacy
players directly. Drugs from other pharmaceutical companies In response to this, most e-pharmacies commented that drugs
are procured from the registered distributors. One common are substituted only in case of a stock out. Patients can then
trend that emerged during our survey was that e-pharmacy contact the doctors available on the platform for seeking
companies will witness consolidation in the medium-term alternatives or renewing their prescriptions. The doctors
with two or three players emerging as the leaders. With high engage with patients keeping the disease’s criticality in mind.
customer demand backed by wide and efficient distribution Some of the pharmaceutical companies were mildly concerned
network, these e-pharmacy players will be better placed to about substitution practice. In the EY survey, June 2020, they
deal directly with pharmaceutical companies. As of now, most stressed on the importance of brand perception among doctors
of the pharmaceutical companies are refraining from making and customers.
any direct deals with e-pharmacies in a bid to ensure smooth
While strong regulations are expected around substitution,
functioning of their offline distribution network.
patients should have a choice in selecting cheaper drug
Substitution alternatives. This can be possible by dedicating extensive efforts
in educating the patients and in consultation with doctors.
The Indian domestic market is dominated by generic drugs.
The tendency to prescribe unbranded generic drugs has Private labels
been on the lower side. In the US, 85%-90% prescriptions
61 In the US, the UK and Japan, e-pharmacies have launched
are for generics . In the UK, 75% of total prescriptions were
62 private label OTC drugs and health supplements. However,
for generics in 2017 . In the developed economies, the
in India, MD of one of the top 10 pharmaceutical companies
pharmacist has a strong influence over the brand of generic
during EY’s survey said, e-pharmacies are driven by commercial
drug to be dispensed. Contrast that to India, where less than
decisions and with higher percentage of patients purchasing
1% prescriptions constitute unbranded generics. Doctors
online, e-pharmacy may venture into their own private labels.
exercise considerable influence over patients’ choices and
pharmaceutical companies’ involvement in educating doctors Adoption of private labels may be higher if its quality and
regarding the efficacy of medicines becomes critical. efficacy can be backed by a trusted pharmaceutical company.
This has the potential to give the necessary boost and drive
Substitution of prescribed drugs with other brand generics has
purchases in hospitals. A majority of the pharmaceutical
been a concern for pharmaceutical manufacturers. Though
companies agreed that e-pharmacies launching their private
most of them agreed that this practice is prevalent in offline
labels might be a commonplace in the long run.
stores as well, it becomes more evident in e-pharmacies,
“
given the prescription and dispensation trail that needs to be
maintained.
“
Traditionally, pharmaceutical companies with have relied on
forming good relations with their own pharmacy stores to drive the
sales. We do not envisage any radical changes in the market.
Most of the e-pharmacies have a doctor on-board who calls patients Big companies with strong distribution network could not capture
and writes fresh prescriptions with its (the e-pharmacy’s) own the retail market and break the traditional channel of distribution.
preferred brand drugs. In e-pharmacies, strong regulation around It will be especially difficult in pharma, given constraining
substitution is necessary as 99% of the prescriptions in India regulations and the strong hold of doctors in the customer
contain branded generic drugs. purchasing decision. Changes might happen in pockets and
Head of sales of one of the top 10 pharmaceutical companies therapy areas.
Head of sales of one of the top 10 pharmaceutical companies
59, 60
EY analysis
61
https://www.fda.gov/drugs/buying-using-medicine-safely/generic-drugs
62
https://www.oxera.com/wp-content/uploads/2019/06/Oxera-study-on-the-supply-of-generic-medicines-in-the-UK-26-June-2019.pdf
Discounts Pharmaceutical companies in the EY’s primary survey also

highlighted concerns about the older stock of products or near
Among other concerns, pharmaceutical companies voiced that
expiry products being offered at higher discounts to manage
high discounts offered by e-pharmacies disrupt the traditional
the inventory. One of the interviewees highlighted that the
sales. During COVID-19, one of the trends observed was that
consumer should be able to see the expiry date of the medicine
e-pharmacies were offering lower discounts as compared
before ordering. This has also been one of the concerns among
to what they were providing during the pandemic. This is
the patients.
set to be further rationalized once the market consolidates.
5.3.2 Consumers’ opinions the behavioral aspects of the consumers and their concerns
related to e-pharmacies. According to EY’s survey, genuineness
E-pharmacies in India have been working toward creating an
of medicines emerged as the top-most concern (60%) among
integrated healthcare solution for the consumers. Despite this,
users along with their timely delivery (57%).
customer adoption has been low. It is necessary to understand
Major concerns while ordering medicines through e-pharmacies
Genuineness of Timely Uploading Order cancellation

medicines delivery prescriptions due to stock unavailability
Need to visit multiple Inconvenience in Price Payment

e-pharmacies for placing orders issues modes
medicines
Source: EY analysis
Genuineness of medicines Uploading prescriptions

Consumers are wary of counterfeit medicines and older stocks Regulations mandate the use of prescriptions that are not
purchased from e-pharmacies. While high discounts might older than six months. This makes it cumbersome for a patient
explain the cause of this concern, reluctantly might also arise suffering from chronic diseases to upload a valid prescription.
due to the consumers’ unsatisfactory shopping experiences To address this issue, e-pharmacies’ on-board doctors consult
of other products purchased online. Some medicines require patients free of cost and write fresh prescriptions as prescribed
specialized supply chain (cold storage, etc.) for transport to by their original doctor.
ensure efficacy. Since there is limited information on how
Customer support
medicines are transported or stored in warehouses, purchasing
medicines online draw concerns for some customers. Delays and refusal to process refunds, inaccessibility or
unresponsiveness of customer service centers and absence
Timely delivery
of order tracking and sending updates are some of the other
Delivery timelines have been another area of concern for concerns that were highlighted in the survey.
consumers. Uncertainties pertaining to delivery of medicines
Data privacy
is higher in remote areas as order fulfilment can be an issue.
Since addressable market of e-pharmacies is limited to chronic Consumers are concerned about the privacy of their
diseases in remote areas, investments in supply chain and prescriptions which they upload online. Some patients have
partnering with local pharmacies especially in tier 2 and tier 3 also cited that they encounter ads related to the disease(s) they
cities will be necessary. are combating on multiple online platforms after they make
medicine purchases online.
5.3.3 Views from doctors • The premises of e-pharmacies will be inspected every two
years.
There has been a mixed response from doctors towards
e-pharmacies. Doctors from tier 3 cities or rural areas • The information received by an e-pharmacy registration
encourage patients to order medicines from e-pharmacies due holder from the customers by way of prescription or in any
to lack of availability of basic medicines in local pharmacies. other manner shall neither be disclosed by the e-pharmacy
In contrast, doctors in tier 1 cities are concerned about registration holder for any other purposes nor shall the
maintaining privacy of prescription and substitution of same be disclosed to any other person – rendering it
prescribed brands. impossible for them to share data with agencies like life
insurance companies to supplement their business. Any
Prescription data privacy
violations could lead to either suspension or cancellation of
Doctors are liable to ensure data privacy of patients. the license.
Traditionally, they join hands with local pharmacies in their
• E-pharmacies are ordered to keep the data localized, i.e.,
vicinity and rely on them to stock up medicines that they
they cannot store it on international servers. They are not
prescribe. This also forges trust between the doctor and
allowed to share patients’ data with anyone but the central/
chemists. With rise in sales of the e-pharmacies and mandatory
state governments.
upload of prescriptions, doctors are concerned about the
misuse of prescription data. In this scenario, forging trust • E-pharmacies are prohibited from advertising any drug on
among doctors and e-pharmacies is crucial in the long run as radio, internet, print or any other media for any purpose,
patients’ drug purchase and preference is largely influenced by thereby eliminating a possible source of revenue for them.
doctor.
These rules are currently being reviewed by the government
Substitution and are expected to be cleared soon. It is expected that
implementing these rules will ease the business operations for
Doctors are liable for patients’ health, and drug substitution
e-pharmacies and pave the way for increased trust among the
done by e-pharmacies may result in poor outcomes for
stakeholders.
patients. To build trust in the long run, e-pharmacies need to
“
route any change in prescribed medicine through the doctor.
Strong regulations are necessary at this stage as e-pharmacy

5.3.4 Regulations
players are gaining traction. India has a large branded generics
Most of the stakeholder concerns discussed above can market and substitution, driven by commercial motives, will be
be addressed through clearly defined regulations. The detrimental to patients' health and result in trust issues getting
Government of India proposed a draft policy around escalated.
e-pharmacy regulations in 2018. This was opened to public for CEO of one of the top 10 pharmaceutical companies
comments and received 7000 representations in favor of the
document with 350 opposing it. The proposed rules contain
provisions for protection of personal information and privacy
of the patients. Some of the guidelines issued by the Ministry of
Health and Family Welfare draft rules are:
• It will be mandatory for e-pharmacies to register

themselves with a central authority.
• E-pharmacies will be restricted from selling drugs covered

under the categories of the narcotic and psychotropic
as referred to in the Narcotic Drugs and Psychotropic
Substances Act, 1985, as well as tranquilizers and the
drugs as specified in the Schedule X of the Drugs and
Cosmetics Rules, 1945.
• E-pharmacy registration holders shall have a customer

support facility and grievance redressal for all
stakeholders. The facility shall be available for 12 or more
hours each day throughout the week.
5.4 Future outlook by start-ups which face unclear regulatory guidelines as a

major roadblock in their functioning. Investments are difficult
Globally, e-pharmacies have evolved as an integrated solution to come in such an environment. Indian healthcare space saw
63
offering teleconsultations, online diagnostics appointment lower funding compared to the fintech space in 2019 even
and home delivery of medicines at the convenience of the though fintech is comparatively more complex in terms of
customer. Most of their initiatives revolve around customer regulations and execution. Presence of unorganized players in
experience. Investments are being made in infrastructure to supply chain requires investments to upscale the infrastructure
make customer experience seamless. Offline, pharmacies are and bring uniformity in practices. E-pharmacy players are
being transformed to create a one-stop health hub featuring drawing best practices from the FMCG industry in a bid to
primary care and basic diagnostics. In the developed economies drive efficiency in their distribution chain. Majority of them
such as the US and the UK, presence of large retailers in are entering into partnerships to provide an integrated online
form of offline stores across these countries ensure basic healthcare solution to consumers and improve their reach,
distribution infrastructure and uniformity in practices. especially to serve rural areas. In the short- to medium-term,
we expect strong regulations in the sector which will work
However, the Indian pharmaceutical sector lacks large towards fulfilling these needs.
organized retail chains. The e-pharmacy segment is dominated
Trends Regulation Business models
• Patient-centric initiatives to • Stronger regulations governing • Provide an integrated health

drive adoption e-pharmacy operations, data management solution
• Consolidation of e-pharmacies privacy and substitution • Launch of private labels
• Supply chain efficiencies and • Creation of a centralized digital • Adoption of multiple models to
improved engagement with registry of prescriptions cater to different segments
pharma companies • Digital trail of transactions with • Click and mortar
• Partnership with local regular audits
• Hyperlocal
pharmacies to increase • Restriction on Schedule X
• Mobile units for rural
customer reach drugs
segments
• Initiatives to cater to acute
• B2B
segment
Source: EY analysis
Trends for the future Investments in supply chain are likely to remain higher and
players may focus on making supply chain stronger especially
Online sales currently account for a small percentage of overall
outside metros. Pharmaceutical sector will witness increased
medicine sales. We expect patient-centric initiatives to drive
partnerships with pharmacies in tier 3 and tier 4 cities and
adoption and repeat orders. Some of the major initiatives
rural areas. E-pharmacies are expected to have increased
are likely to be focused on driving patient adoption in tier 2
offline presence to serve the acute customer segment for
and tier 3 cities as well as rural areas. Ease of navigation,
quicker service times. With increase in scale, e-pharmacies
regional language support and voice-enabled purchases will
collaboration with pharmaceutical companies will be better. We
be a common feature across apps. Driving patient trust in
also envisage stronger alliance with pharmaceutical companies
genuineness of medicines, easier order cancellation/returns
to leverage sales insights and secondary visibility.
coupled with faster deliveries will further drive patient
adoption. E-pharmacies are likely to increase their focus on Regulation
educating patients regarding medicines and supplements.
The government is expected to pass draft regulations on
The e-pharmacy sector is already witnessing a consolidation. e-pharmacy in the next few months. This will create a favorable
Jio is in talks with one of the major online pharmacy in India environment for e-pharmacy operations and attract funding
to strengthen its online to offline (O2O) commerce. In the to scale up the segment. Lack of necessary boundaries around
long run, we envisage consolidation of several top players and patient data privacy and sole liability on doctors to protect
dominance of two or three of them. their data is a major issue as per the EY survey. We expect
63
https://www.expresspharma.in/regulations-policies/online-pharmacies-a-rocky-road-ahead/
the stakeholders to share liability with regards to patient • Chronic: e-pharmacies can integrate with teleconsultation
data. After regulations around substitution get strengthened platforms and diagnostic services and expand their reach
and doctors’ consent becomes mandatory, equity among the rural areas. More initiatives are aimed at improving
stakeholders - doctors, patients, pharmaceutical companies customer experience in line with their global counterparts.
and e-pharmacies will be improved. To generate equity with customers, e-pharmacies
can operate primary care at their pharmacies. An
Investments in e-prescription capability is necessary to ensure
e-pharmacy in India runs diagnostic centers which offer
seamless interoperability between online and offline modes.
OPD consultations and basic diagnostic tests. Another
Some e-pharmacy companies have made investments in OCR
e-pharmacy has private label diagnostic centers at which
and AI-based algorithms to interpret the prescriptions and
consumers can book appointment online. Such initiatives
realign these in a common format. E-pharmacies are likely to
are critical to retain chronic customers. With consultation,
increasingly focus on building functionality for periodic review
diagnostic and medicine data in one place, platforms
and consent from doctors to ensure timely refill of medicines
may further venture into offering customized services to
for patients suffering from chronic diseases.
increase customer engagement and improve customer
We also expect the creation of a digital infrastructure in the experience.
long run to streamline e-pharmacy operations. The following
• Acute: e-pharmacies are undertaking tie-ups with local
are the initiatives that are expected to be rolled out:
pharmacies to serve the acute portfolio. This, combined
• Access to prescription through Digilocker, a centralized with hyperlocal deliveries, may drive adoption of
registry consumers in this segment. The players will however
need a clear roadmap to drive efficiencies. The trade-off
• Creation of a centralized electronic medical record (EMR)/
between service levels and costs will have to be crucially
electronic health record (EHR)
evaluated and closely monitored through clearly defined
• Digital trail of transactions with batch numbers to manage metrics. Increased investments in technology with
counterfeits incremental process improvements may drive synergies
in the long run. However, it remains to be seen whether
• Audit trail to manage abuse of prescriptions
e-pharmacy will achieve significant market share in the
Business models acute segment.
As with their global counterparts, e-pharmacies have • Rural: the digital India program aims to leverage
the potential to venture into private labels for OTC and technology for healthcare delivery. The Indian Government
nutraceuticals. Some of the players are already offering currently operates 255,000+ CSCs. This has created a
private label supplements in their platforms. With the current basic infrastructure to drive rural adoption. E-pharmacies
infrastructure, e-pharmacies are largely catering to consumers may operate a marketplace model in remote areas by on-
in chronic segment. Turnaround time is a critical component boarding local pharmacies on their platforms. One of the
to serve the patients in acute therapy. We see an adoption of ways e-pharmacies can ensure rural reach is by operating
hybrid approaches within e-pharmacies to cater to different mobile units with doctors for providing primary healthcare,
segments of patients. and basic diagnostic equipment and medicines. This can be
operated in cost-plus contracts with local government.
Chapter’s summary
• Developed markets globally have organized players in the retail sector which are lacking in the Indian context.
Organized chains offer uniform practices and better infrastructure which can be utilized to quickly scale up
online pharmacy sales.
• Globally, markets have clearer regulations around e-pharmacies which is missing in India.
• E-pharmacies across the globe offer integrated solutions to customers combining teleconsultation, diagnostics
appointment and medicine deliveries.
• E-pharmacies in India are dominated by start-ups which are making investments primarily to improve supply
chain and customer experience.
64
• E-pharmacies’ sales are expected to reach 10%-12% of the market by 2025. In the last few years,
e-pharmacies relied on high discounts to increase customer adoption. This is set to rationalize to lower levels in
the next few months. E-pharmacies are also focussing on increasing their customer reach through partnerships
with local pharmacies. We captured stakeholders’ concerns to understand the areas that e-pharmacies need to
address in the near term. These pertain to:
• Consumers are concerned about counterfeit medicines and demand timely delivery of medicines.
The purchases are primarily driven by discounts and convenience. As per EY’s survey, more than 70%
consumers are willing to buy from e-pharmacies, going forward.
• Pharmaceutical companies are concerned about substitution practices and their conflict with offline
channels. Most of the pharmaceutical companies refrain from dealing directly with e-pharmacies. High
discounts offered by the e-pharmacies create a stiff competition for the local pharmacies which further
increase the discord between online and traditional channels. Transparency in e-pharmacy operations such
as prescription data analytics was another major concern highlighted by the pharmaceutical companies.
• Doctors are concerned about prescriptions’ data privacy and prescription abuse. In EY survey, doctors
highlighted the necessity of regulations which mandate consultation with the doctor before providing a
substitution.
• Most of the stakeholders’ concerns can be addressed by implementing stronger regulations. The
Government of India has also prepared a draft regulation which is expected to be cleared soon.
• We expect the e-pharmacy segment to join hands with other players in the long run with two to three players
capturing a majority of the market alongside Jio.
• E-pharmacies may offer integrated services bundling teleconsultation, diagnostics and medicine deliveries.
They will also adopt multiple models to cater to different segments of patients.
64
EY analysis
06
Chapter
The road ahead: actions for

stakeholders
6.1 Power of data and the new normal require unlocking the power of health data. Unleashing the
power of data may necessitate development of a personalized
COVID-19 has led to fundamental changes in the world. new normal’ ecosystem built around the patient-consumer.
Healthcare organizations also need to transform their business This ecosystem has the potential to benefit all key stakeholders
models along with their workforce and supply chain. The while generating accessible, affordable care.
healthcare sector will also witness significant changes that will
The evolving data ecosystem
Now Next Beyond

A hyper-personalized,
COVID-19 has shown how We will see a move toward patient-centered ecosystem,
rapidly and effectively data more integrated and delivering affordable,
can be captured, shared and individualized data streams accessible care, will emerge
used, rather than centered on the individual. from the richer levels of
fragmented across collaboration and
multiple organizations. data-sharing between
stakeholders.
Source: EY report titled, “Five trends driving the emergence of the personalized health ecosystem”, April 2020
Lifesciences companies should move beyond product-centric Hence, data will move from being an organization-specific
definitions of value and create sophisticated data-driven asset to a centralized resource. To generate adoption to new
partnerships that share value with other health stakeholders. business models from all the stakeholders, organizations must
Platforms that support easy and transparent collection, engage proactively with regulators and associations to create
combination and sharing of data may contribute towards the trustworthy and value-driven frameworks for the exchange
success of these partnerships. of data.
6.2 Emerging ecosystems are likely to see greater collaboration among the stakeholders
with NHS as a medium and a shift in the healthcare economy
During EY’s interactions with key stakeholders, doctors towards online space.
stressed the need for electronic health records (EHR)/ JIO Health Hub: Jio aims to provide a one-stop solution to
electronic medical records (EMR) infrastructure which is patients through its Health Hub platform. Patients can consult
necessary to enhance patient care. Teleconsultation as a experts, book lab tests, store health data and create charts.
standalone solution has limited benefits for doctors and Jio is in talks with NetMeds to complete its offerings through
patients, and stakeholders have cited the need to create an integration of e-pharmacy services. Jio Health Hub is powered
ecosystem which links all the aspects of healthcare at a place. by JioMeet, a platform for virtual consultations; KareXpert,
NHS and Swasth: the creation of NHS, a shared digital a digital healthcare provider and JioMart, an online to offline
infrastructure, will link all stakeholders through a secure and an delivery platform with a large offline footprint. We have seen
open-sourced digital ecosystem. Open source frameworks offer global retailers such CVS pharmacy allocating more space for
the flexibility to create solutions on the top of the platforms and healthcare hubs within its stores. HealthHub may leverage the
build interoperability across the players. This may help in the wide distribution reach of JioMart to boost its offline presence
emergence of many teleconsultation platforms in the market. in 200+ cities.
Swasth aggregates various service providers. In future, we
Jio Health Hub: an emerging healthcare ecosystem
Create an ecosystem Leverage an ecosystem*
Intelligent virtual assistant Integrated component within the

solutions to enhan ce customer Jio eHealth Platform – virtual
experience consults/waiting rooms
KareXpert provides online Reach in 200+ cities. Online to

appointments through digital offline commerce platform,
healthcare services hyperlocal medicine delivery
expected
In talks with Netmeds to strengthen High-speed internet connectivity

e-pharmacy offerings through broadband, LTE, VOLTE to
VOWI-FI$ tech.
Sources:
EY analysis, integrated annual report 2019-20 of Reliance Industries Limited
*Infrastructure as a Service (IaaS), Platform as a Service (PaaS), Big Data, Augmented Reality/Virtual Reality (AR/VR), Internet of Things (IoT), Blockchain,
Artificial Intelligence (AI), Machine Learning (ML), edge computing, speech/natural language, supercomputing, computer vision, robotics and drones.
These capabilities will power the creation of reimagined solutions for various ecosystems
LTE: long-term evolution, VOLTE: voice over LTE, VOWI-FI: voice over wi-fi
Hence, teleconsultation platforms have the potential to evolve will be driven by an ecosystem approach and offline,
as more connected platforms by integrating various service disintegrated means may not suffice in the future.
providers to address the complete patient journey. Healthcare
6.3 Implications on the stakeholders Platforms that allow life sciences companies to create future
shared value with multiple health stakeholders
Health outcomes can be defined across three different Health outcomes can be defined across three different
dimensions — clinical, economic and humanistic. Different dimensions — clinical, economic and humanistic. To be
stakeholders in the healthcare sector have their own priorities. successful in the future, life sciences companies must be agile
In the future, success will be measured by the ability to find a enough to deliver the right outcome quickly and reliably to the
common ground to meet these demands. To be successful in right stakeholder.
the future, life sciences companies need to be agile enough
to deliver the right outcomes quickly and reliably to the right
stakeholder.
Clinical Economic Humanistic
Health effect Cost of care Societal impact

Clinical outcomes Outcomes that generate Long-term outcomes
of long-term cost savings, including related to life expectancy
health total cost of care and worker
productivity
Clinical measures Performance and efficiency Quality of life
Clinical outcomes Outcomes that improve Quality of life

of current helath physican work flow outcomes based on emotional,
financial and functional
health
Shared value most difficult to define Shared value more difficult to define Shared value easier to define
Source: EY’s report, “When the human body is the biggest data platform, who will capture value?”, April 2018
An integrated teleconsultation platform will fulfil the needs of Post-COVID-19 era is likely to witness increased adoption
providers, payers, fulfilment centers and platform providers of formalized virtual consultation channels for follow-ups
with adequate regulatory and technology support. Each and second opinions. Mobile healthcare units might support
stakeholder has a distinct role to play in this transformational the doctors to improve diagnosis and healthcare delivery in
journey ahead. The following section highlights the role and the remote locations. They will remain at the forefront of this
value driver for each of these stakeholders. transformational journey to increase the reach of quality care.
Doctors Patient-consumers
The pandemic has highlighted As new devices and
Doctors
the regional disparities of Patient-consumers technologies empower
Adopting hybrid
medical infrastructure and Leveraging data and individuals to see and
consultation models for
access. The doctors will platform for quality share their health data,
gaining efficiencies and
play a vital role in shifting care consumers are demanding
reach
the urban bias in healthcare greater say over their
delivery through upcoming teleconsultation platforms. They lifelong health journey. These demands are reshaping not only
stand to gain efficiencies by evolving their practice to a hybrid their interactions with physicians and payers, but also the
model of consultation to reduce non-essential in-person visits. products and services they use to maintain their well-being.
Increasingly, consumers will require the integration of existing
disease—specific point solutions and more holistic, data—driven
platforms of care.
Today, consumers are urged to take charge of their health labs, insurance providers and technology experts with an
but do not have access to tools that can empower them. By aim to provide universal and affordable healthcare for the
offering a medium for the rapid exchange of data, a platform people of India. Pharmaceutical companies and hospitals
could help them manage and track symptoms, discuss care are partnering with private bodies to launch customized
options and receive education about how to make behavioral platforms. Multiple pharmaceutical companies are currently
changes. Currently, accessing and integrating data is also a in pilot testing phase and aim to launch such platforms soon.
challenge as data is stored at multiple locations within the The move towards increased online presence is critical in
health ecosystem. A digital registry can enable patient record the “new—normal” and we are likely to see pharmaceutical
management and may provide patients the power of consent companies make higher investments in such platforms. They
and access to quality care. have the means to integrate the doctors and the patients with
the other stakeholders by leveraging the open source digital
Platform providers
infrastructure under development. The teleconsultation model
A holistic, well—integrated may be up for disruption and the pharmaceutical companies
Platform providers
teleconsultation platform are likely to come together to build a platform to maximize the
Driving value through
integration to cover covering an end-to-end value for each participant and enable trust and transparency.
complete patient clinical pathway for the As the pandemic spreads out, the expectations from new
journey patient-consumer is on teleconsultation platforms are evolving rapidly and moving
the horizon. Swasth has beyond just the engagement experience.
already integrated health-tech players, hospitals, diagnostic
Evolution of the Indian teleconsultation ecosystem during and post-COVID-19 pandemic
We are here
51% consumers Wave 4

consider integration with
diagnostic labs and online Phygital model + CDSS* +
pharmacies as a crucial 14-16 weeks PMS* + care plan +
post-lockdown
Wave 3
factor while picking a diagnostic lab and
Capability
teleconsultation platform integrated ecosystem

Online plus
COVID-19 Wave 2 offline model,�
started in India onset of the ecosystem
Doctors have
Trying to get
also voiced out the need for
Wave 1 exclusivity, UX* focus,
a comprehensive virtual own online consultation
solution with intermediaries platform
to improve diagnosis and Rush to get
healthcare delivery doctors on-board
Time elapsed
*UX: user experience; CDSS: clinical decision support system; PMS: practice management software
Source: EY analysis
Platforms are likely to see increased levels of adoption among personalization and data literacy. The platform provider must
patient-consumers as well as doctors if they are constructed on collaborate with medical associations and pharmaceutical
three value drivers: bodies to enhance the level of trust among all the stakeholders
a) Integrated services covering the clinical pathway while ensuring an adoption of global best practices for quality
care. Partnerships with regulators may help in shaping policies
b) Enhanced quality of care that make expanded volumes of clinical and real-world data
c) Data privacy and trust more accessible. Close cooperation between platform providers
and regulators may also be needed to validate the use of digital
Succeeding in the emerging platform environment will
technologies to generate future clinical data.
require new capabilities related to customer engagement,
Fulfilment centers Medical associations and industry bodies can further facilitate
consumer adoption of virtual-care platforms by highlighting
To create a value for
E-pharmacies/diagnostics policy reforms to improve doctor-patient relationship. This can
Agility through disruptive
the future, life sciences
be done in the following ways:
business models for companies must satisfy
improved health outcomes increased stakeholder • Highlighting the policy reforms and increasing
expectations by delivering transparency between teleconsultation and e-pharmacy
personalized and improved health outcomes using the power companies in terms of consent and data protection, anti-
of data. To achieve this goal, life sciences companies need to substitution, discount structure, drug abuse and guidelines
transform their business models using data to create shared around use of digital equipment for patients’ monitoring.
value for themselves and health stakeholders.
• Endorsement of a specific set of platforms by the IPA for
A new business model may emerge where the last mile the members of industry to choose a platform.
of mobile medical units might be required to curb the
• Emergence of the teleconsultation platform ecosystem
social distancing and safety issues The businesses such
enabled by mobile medical units and intermediaries for
as e—pharmacies, offline pharmacies, diagnostic centers,
access, adoption and scalability.
etc. will need to focus on how well they integrate with the
teleconsultation platforms to contribute to the clinical journey • Rolling out a more comprehensive structure with
of a patient-consumer. These organizations will need to invest telemedicine guidelines for all operators of the open source
in disruptive business models with data as the backbone. platforms, Swasth Stack, and an imminent healthcare
Success of these businesses will depend on how fast they can ecosystem, Jio.
develop, test and learn to make their business models scalable.
• Modularization of data and making personal health records
Regulatory bodies and associations (PHR) mandatory on teleconsultation platforms.
Regulatory bodies as • Setting a clear framework for exchange of health data and
Regulatory/Industry bodies
Foster regulatory well as medical and protocols to maintain data.
enviroment for trust and industry associations
• Expanding telemedicine guidelines to ensure applicability
adoption are encouraging
of portable digital devices to support new operating
disruptive business
models.
models with adequate policy support. In the past, associations
have played a pivotal role in shaping the regulations related In addition to this, medical associations and industry bodies
to healthcare delivery. Associations will have a dual role to can choose to certify platforms to ensure they adopt global
play. They must engage stakeholders such as doctors and best practices. This will propel doctor—patient onboarding and
pharmaceutical companies to drive adoption and address their nurture trust.
concerns through policy making. We expect them to be at the
The change in healthcare delivery is imminent. An ecosystem-
forefront of shaping the laws around digital ecosystem and
based approach can foster quicker development and
work actively with the government. In the near term, the Indian
adoption of teleconsultation platforms. Navigating the
Pharmaceutical Alliance (IPA) may create an accreditation
emerging collaborative platforms may be challenging for the
standard with ICMR, MCI and other relevant medical bodies for
stakeholders. But the actions accomplished today have the
popular telemedicine and e-pharmacy platforms.
potential of transforming the healthcare system.
EY Contact
Sriram Shrinivasan Pramod Sudhindra

Partner Partner
National Life Sciences Leader Digital & Innovation Leader
Ernst & Young LLP Ernst & Young LLP
Email: Sriram.Shrinivasan@in.ey.com Email: Pramod.Sudhindra@in.ey.com
Hitesh Sharma Amit Gupta

Partner Partner
National Life Sciences Tax Leader Lead Advisory, Healthcare
Email: Hitesh.Sharma@in.ey.com Email: Amit1.Gupta@in.ey.com
Kaivaan Movdawalla Saikat Ghosh

Partner Associate Partner
Healthcare Performance Improvement Pharma Business Consulting
Email: Kaivaan.Movdawalla@in.ey.com Email: Saikat.Ghosh1@in.ey.com
Phalgun Rudrapatna Smriti Mishra

Director Advisor
Pharma Business Consulting Heath & Life Sciences Sector
Email: Phalgun.Rudrapatna@in.ey.com Email: Smriti.Mishra@in.ey.com
Nitiraj Gandhi Shobhna Mishra

Senior Manager Assistant Director
Healthcare Business Consulting Health & Life Sciences Sector Coordinator
Email: Nitiraj.Gandhi@in.ey.com Email: Shobhna.Mishra@in.ey.com
Drafting and Editing
Tavleen Singh Swati Garg

Senior Consultant Senior Consultant
Business Consulting Business Consulting
Email: Tavleen.Singh@in.ey.com Email: Swati2.Garg@in.ey.com
Sumeet Gupta Dhriti Gandhi

Senior Consultant Assistant Manager
Business Consulting Brand, Market & Communications
Email: Sumeet1.Gupta@in.ey.com Email: Dhriti.Ranjan@in.ey.com
Design Team
Rajeev Birdi Arif Jamaal

Manager Assistant Manager
Brand, Market & Communications Brand, Market & Communications
Email: Rajeev.Birdi@in.ey.com Email: Arif.Jamaal@in.ey.com
Marketing and Communications
Rohila Dhiman
Assistant Manager
Brand, Market & Communications
Ernst & Young LLP
Email: Rohila.Dhiman@in.ey.com
Our
offices
Ahmedabad Hyderabad
22nd Floor, B Wing, Privilon, Oval Office, 18, iLabs Centre
Ambli BRT Road, Behind Iskcon Hitech City, Madhapur
Temple, Off SG Highway, Hyderabad - 500 081
Ahmedabad - 380 015 Tel: + 91 40 6736 2000
Tel: + 91 79 6608 3800
Jamshedpur
Bengaluru 1st Floor, Shantiniketan Building
6th, 12th & 13th floor Holding No. 1, SB Shop Area
“UB City”, Canberra Block Bistupur, Jamshedpur – 831 001
No.24 Vittal Mallya Road Tel: + 91 657 663 1000
Bengaluru - 560 001
Tel: + 91 80 6727 5000 Kochi
9th Floor, ABAD Nucleus
Ground Floor, ‘A’ wing NH-49, Maradu PO
Divyasree Chambers Kochi - 682 304
# 11, O’Shaughnessy Road Tel: + 91 484 433 4000
Langford Gardens
Bengaluru - 560 025 Kolkata
Tel: + 91 80 6727 5000 22 Camac Street
3rd Floor, Block ‘C’
Chandigarh Kolkata - 700 016
1st Floor, SCO: 166-167 Tel: + 91 33 6615 3400
Sector 9-C, Madhya Marg
Chandigarh - 160 009 Mumbai
Tel: + 91 172 331 7800 14th Floor, The Ruby
29 Senapati Bapat Marg
Chennai Dadar (W), Mumbai - 400 028
Tidel Park, 6th & 7th Floor Tel: + 91 22 6192 0000
A Block, No.4, Rajiv Gandhi Salai
Taramani, Chennai - 600 113 5th Floor, Block B-2
Tel: + 91 44 6654 8100 Nirlon Knowledge Park
Off. Western Express Highway
Delhi NCR Goregaon (E)
Golf View Corporate Tower B Mumbai - 400 063
Sector 42, Sector Road Tel: + 91 22 6192 0000
Gurgaon - 122 002
Tel: + 91 124 443 4000 Pune
C-401, 4th floor
3rd & 6th Floor, Worldmark-1 Panchshil Tech Park
IGI Airport Hospitality District Yerwada
Aerocity, New Delhi - 110 037 (Near Don Bosco School)
Tel: + 91 11 4731 8000 Pune - 411 006
Tel: + 91 20 4912 6000
4th & 5th Floor, Plot No 2B
Tower 2, Sector 126
NOIDA - 201 304
Gautam Budh Nagar, U.P.
Tel: + 91 120 671 7000
Ernst & Young LLP

EY | Assurance | Tax | Strategy and Transactions | Consulting
About EY
EY is a global leader in assurance, tax, strategy, transaction and

consulting services. The insights and quality services we deliver
help build trust and confidence in the capital markets and in
economies the world over. We develop outstanding leaders
who team to deliver on our promises to all of our stakeholders.
In so doing, we play a critical role in building a better working
world for our people, for our clients and for our communities.
EY refers to the global organization, and may refer to one

or more, of the member firms of Ernst & Young Global
Limited, each of which is a separate legal entity. Ernst &
Young Global Limited, a UK company limited by guarantee,
does not provide services to clients. Information about
how EY collects and uses personal data and a description
of the rights individuals have under data protection
legislation are available via ey.com/privacy. For more
information about our organization, please visit ey.com.
Ernst & Young LLP is one of the Indian client serving member firms of EYGM Limited.
For more information about our organization, please visit www.ey.com/en_in.
Ernst & Young LLP is a Limited Liability Partnership, registered under the Limited
Liability Partnership Act, 2008 in India, having its registered office at 22 Camac
Street, 3rd Floor, Block C, Kolkata - 700016
© 2020 Ernst & Young LLP. Published in India.

All Rights Reserved.
EYIN2008-013
ED None
This publication contains information in summary form and is therefore intended

for general guidance only. It is not intended to be a substitute for detailed research
or the exercise of professional judgment. Neither Ernst & Young LLP nor any other
member of the global Ernst & Young organization can accept any responsibility for
loss occasioned to any person acting or refraining from action as a result of any
material in this publication. On any specific matter, reference should be made to the
appropriate advisor.
AJ
ey.com/en_in
@EY_India EY EY India EY Careers India @ey_indiacareers

Healthcare Goes Mobile Evolution of Teleconsultation and e Pharmacy in New Normal

Uploaded by

Copyright:

Available Formats

Healthcare Goes Mobile Evolution of Teleconsultation and e Pharmacy in New Normal

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Healthcare Goes Mobile Evolution of Teleconsultation and e Pharmacy in New Normal

Uploaded by

Copyright:

Available Formats

Healthcare goes

The changing paradigm of

Source: EY–Parthenon’s Life after COVID–19 Survey, 2020

Telemedicine market in India

Telemedicine market is expected to cross US$5.5b in India

COVID–19 has accelerated the adoption of 0

teleconsultation from a two–year horizon to a two–month

Recent investments in health-tech. and e-pharmacy companies

2018 50 Policy Bazaar Group

SBI Holdings, SBI Ven Capital, Bee Next, Stellaris Venture,

The Times Group, Sachin Tendulkar, P.V. Sindhu, Pullela

2013 11.43 Nexus Venture, Tiger Global, Ratan Tata

Ascent Health and Wellness, Bessemer Venture Partners,

Maverick Ventures, Sequoia Capital India, Corisol Holding,

Prasid Uno Family Trust, Prashant Dharamdeo Singh,

New normal in evolving clinical pathway

Patient and service apps

Self and assisted monitoring and management

*AI: artificial intelligence

The Indian health

Providers Payer Fulfilment centers

• Doctors • Patients • Offline pharmacies

• Insurance companies • E-pharmacies

• Government • Labs and diagnostic centres

Enablers - governance and policy, technology, infrastructure

Clinical pathways for different disease type

Key enablers of virtual

3.1 Key drivers

Monthly mobile traffic: India (exabytes) Wireless broadband subscribers (million)

Healthcare sensors can be mapped on to one of the three categories

Ingestible and embedded Personal wearable sensors Environmental and home

• Sensor-embedded pills • Fitness trackers • Virtual assistants

• Bioelectronic implants • Bandages and patches • Autonomous vehicles

• Management • Monitoring • Monitoring

• Cellular repair • Diagnosis and management • Diagnosis and management

Providers Consumers Consumers

• Payers • Caregivers • Caregivers

Time to market: Now Next Beyond

3.3 COVID–19-led digital developments Concerns towards adoption of

• India is witnessing increased use of smartphones and wireless or mobile data.

Infrastructure and policy support

What do these developments mean?

More efficient Reduced Less clinician More clinical

A huge surge in teleconsulting is witnessed across hospitals and

Globally, virtual primary care consultations have grown from

Founded Regulations/guidelines issued as a result of COVID-19

How telemedicine in India differs from the US and China?

Particulars US China India

Published year 2008 2018 2019

Reimbursement policy Yes Yes Not clearly defined

Source: Data labs, inc42, 2020

Family Doctor Services

56% 31% Pre-COVID Post-COVID

Source: EY Future Consumer Index, EY Digital Consumer Survey for

Synopsis: EY’s primary analysis

‘Teleconsultation is here to stay’

Advantages of teleconsultation services

Consumer preferences towards adoption of teleconsultation

Major decision factors