SERVICE — 02
Digital Health Strategy
A licence lets you sell. It does not tell you who buys, through which budget, or in what order to approach them. This is the work that decides whether market entry becomes revenue.
The problem this solves
Indonesia is not one market, and the buyer is rarely the user.
- Public and private health systems buy through completely different routes, on different timelines, with different evidence expectations. A plan built for one does not transfer.
- The clinician who loves your product usually does not control the budget, and the person who does may never see a demo.
- Regulatory and commercial timelines are planned separately, then collide — a launch date is set before anyone checks what the review clock actually allows.
What we do
- Stakeholder and buyer mappingWho decides, who influences, who blocks — across ministry directorates, hospital groups, clinics, and payer channels. Named roles and institutions, not an org-chart abstraction.
- Entity and partner modelWhether you need a local entity at all, or whether a distributor or joint arrangement serves better. This interacts directly with who can hold your product licence, so it is decided alongside the regulatory pathway rather than after it.
- Procurement and access route analysisHow your category is actually bought in the segments you are targeting, what evidence each route expects, and which routes are realistically open to a first-time entrant.
- Go-to-market sequencingA milestone plan that puts regulatory and commercial steps on one timeline, so that the launch date is derived from the constraints rather than asserted against them.
One sequencing rule worth stating early.
For an imported product the market authorisation is held by your Indonesian partner. That makes partner selection a strategic decision, not a procurement one — it should be made with commercial coverage, category permissions and regulatory standing weighed together, before anyone signs.
What you get
- A written stakeholder map with named institutions and decision roles
- A recommended entity and partner model, with the reasoning and the rejected alternatives
- A single sequenced timeline covering regulatory and commercial milestones
- An explicit list of what we could not verify, so you know where the risk sits
Planning entry, or already stuck?
Both are good starting points. A first call usually surfaces whichever assumption is doing the most damage — and that is worth knowing before the next quarter's plan is written.
Book a consultation