You have the licence and the distributor.
We have the hospitals.
The regulatory work is finished and the partner is appointed, and still nothing sells. That is a demand problem, not a channel problem. We open conversations inside Indian hospitals, clinic groups and diagnostic chains with the people who actually decide.
What is a hospital network actually worth to a foreign health company?
It is worth the difference between a distributor who has opportunities and a distributor who has a brochure. Most foreign medical device and health product companies arrive in India with the hard part apparently done: the import licence is granted, an importer or distributor is appointed, the product is legally sellable. Then twelve months pass and the distributor reports that the market is price-sensitive.
What has actually happened is that nobody created demand. The distributor was never going to, because they carry other lines that already sell and your product has no India track record to pull them in. The missing function is somebody working the demand side: reaching the clinical champions, the biomedical engineers, the procurement heads and the group purchasing functions, getting your product into the comparison, and handing live opportunities to the channel. That is what we do. We have relationships across hospitals, clinic groups and diagnostic centres in India, and we run outbound into them in their own timezone.
By Tanveer Sinngh, Founder at Montazzo · Who can we reach?
Four segments, and they buy in genuinely different ways. Treating them as one market is the most common mistake in Indian healthcare selling.
- Large private hospital chains. Multi-city groups with group-level procurement and an approved-vendor list that individual hospitals cannot override. Getting onto that list is a separate campaign from selling to any one unit, and it is the one worth running first because it unlocks every hospital in the group at once.
- Standalone multi-specialty and single-specialty hospitals. The large middle of the Indian market. Decisions are faster because the committee is smaller and the clinical champion carries more weight, but capital is tighter and the service question is sharper, because there is no group engineering function behind them.
- Diagnostic and pathology chains. Volume buyers with a very different logic: cost per test, throughput, uptime and consumable economics decide everything. Capital price matters less than what the machine costs to run. For diagnostics and lab equipment this is usually the fastest-moving segment in India.
- Clinic groups, day-care centres and specialist chains. Dialysis, fertility, ophthalmology, dental, dermatology, physiotherapy and primary-care chains. Smaller ticket sizes, far shorter decision cycles, and genuinely underserved by foreign vendors because the deal sizes do not justify a direct sales team. This is where an outbound engine beats headcount.
Inside those organisations the people we work to reach are the clinical heads of department, biomedical and clinical engineering leads, procurement and materials management heads, medical superintendents and hospital directors, group procurement at chain level, and lab and operations heads in diagnostics. Different message to each, because they are judging different risks.
How does an Indian hospital actually decide to buy?
It does not decide, a group of people does, and the sequence is fairly consistent across the private sector.
- A clinician wants itA consultant or department head sees a reason the device changes what they can do, or what they can charge for. Without this, nothing else in the sequence starts, and no amount of procurement relationship substitutes for it.
- Engineering decides whether you are credibleBiomedical engineering asks who installs it, who calibrates it, where the spares sit, and who arrives when it fails on a Sunday. This is where imported products lose deals they believed they had won, and the answer has to be specific: named engineers, named cities, stated response times.
- Procurement runs the comparisonThey need documentation, a manufacturer-backed authorised distributor, and at least two comparators. Your job at this stage is to be inside the comparison with the specification written in terms that favour what you actually do well.
- Finance structures it, then somebody signsCapital versus operating cost, consumable-linked or usage-linked pricing, payment terms. Then the medical superintendent, hospital director or group committee signs, which in a chain can add months that have nothing to do with you.
Expect four to nine months from first conversation to purchase order for capital equipment, and considerably less for consumables and smaller clinical products. Anyone who tells you Indian hospitals move faster than that is either selling a low-ticket consumable or has not sold one.
What do we actually run?
This is a demand generation engine, not an introduction service. The distinction matters, because an introduction produces a meeting and an engine produces a pipeline.
- Target mapping. We build the list of hospitals, chains, diagnostic groups and clinic networks that genuinely buy your category, by city and by segment, with the named roles inside each one. You see and approve the list before anyone is contacted.
- Outbound from Indian infrastructure. Cold email and LinkedIn run from Indian sending domains and mailboxes, with deliverability managed properly: domain and mailbox provisioning, warmup, authentication records, blocklist monitoring and inbox placement checks. This is our core discipline and it is the reason the messages get read rather than filtered.
- Segment-specific messaging. A clinical head, a biomedical engineer and a group procurement head get three different emails, because they are each judging a different risk. Writing one message for all three is the fastest way to be ignored by all three.
- Qualification in Indian business hours. Calls taken when the buyer is at work, in their week. Follow-up that continues past email two, which is where most foreign outbound quietly stops.
- Handover and feedback. Qualified opportunities go to you or to your appointed distributor with the context attached. Every objection and every loss reason comes back to you in the buyer's own words, so what you learn in month four changes what you sell in month eight.
Our published proof is in B2B outbound and inbound generally, not specifically in Indian healthcare: fifteen case studies across fifteen industries, with named clients, 757 meetings and roughly thirteen million dollars of pipeline, including health technology clients. India healthcare demand generation is the newer line and we would rather tell you that than imply a track record we have not published.
Why the Indian hospital market is worth the effort
The structural case is simple and it is about capacity rather than wealth.
India has roughly 1.3 hospital beds per thousand people against a global median near 2.9, which implies a shortage measured in the millions of beds. The private sector, which already accounts for around 62 percent of hospitals and close to 60 percent of beds, is committing something in the order of forty thousand crore rupees to capacity expansion through the end of the decade, aimed at tens of thousands of new beds. The private healthcare market itself sits above one hundred and twenty billion dollars and is forecast to approach two hundred billion within a decade.
New beds mean new equipment, new labs, new consumable contracts and new vendor lists being written right now. That is the window. It also means your competitors are having the same conversation with the same group procurement functions, which is an argument for being early rather than thorough.
Who this is for, and who it is not
Good fit
- ✓ Your product is legally sellable in India already, or the licence is in process and you want demand ready when it lands.
- ✓ You have a distributor or importer who can fulfil, or you are appointing one.
- ✓ You can answer the service question with specifics: who installs, who repairs, where the spares are.
- ✓ Medical devices, consumables, diagnostics and lab equipment, or clinical software sold to institutions.
- ✓ You want the objections back in writing, including the ones about your price.
Poor fit
- ✕ You need the import licence or CDSCO registration itself. That is a licensed agent and it is not us.
- ✕ Consumer health products, wellness, supplements or anything sold to patients rather than institutions.
- ✕ There is no service answer at all. Indian biomedical engineering teams will find that out in the first meeting.
- ✕ You want a list of hospital contacts rather than a sales motion. We do not sell contact lists.
- ✕ You need an order inside ninety days. Indian institutional cycles do not do that.
We are a commercial demand generation and sales team. We are not an India Authorized Agent, we hold no import licence, device registration or wholesale licence, we do not file with CDSCO, import, warehouse or take title to goods, and nothing here is regulatory or legal advice. The regulatory side is set out honestly on our medical devices in India page, including the parts that will slow you down.
FAQ
Questions health companies ask about India demand
Working relationships and reachability across private hospitals, hospital chains, diagnostic and pathology groups and clinic networks in India, built through running outbound into Indian healthcare. It means we know which organisations buy which categories, which roles matter inside them, and how to get a message read rather than filtered. It does not mean we can guarantee a purchase, and anyone claiming that is describing a relationship that does not exist in institutional healthcare.
We can run channel mapping, target mapping and early demand generation while registration is in progress, so the licence arrives into a live pipeline. What we will not do is take orders or make any claim that implies the device is cleared for sale before it is. In practice starting during the regulatory process is the single biggest time saving available to you, because the alternative is waiting for approval and then starting from zero.
We work with them by default. Qualified opportunities go to whoever is set up to fulfil, with the full context attached. If the screen shows the partner genuinely cannot service your category, or is carrying direct competitors and treating you as a catalogue line, we will tell you that plainly and you can decide what to do. We do not take a commission on their sales, so we have no reason to protect or attack any partner.
Diagnostic and pathology chains, then clinic and day-care groups. Diagnostics buy on cost per test, throughput and uptime rather than on capital price, so the business case is arithmetic and the decision is quicker. Clinic groups have smaller committees and smaller tickets. Large hospital chains have the biggest prize and the longest cycle, because group procurement and approved-vendor lists sit above the individual hospital.
No. A list is the least valuable part of this and the part that goes stale fastest, because titles and numbers in Indian healthcare change constantly. What we sell is the motion: targeting, sending infrastructure, segment-specific messaging, qualification in Indian business hours and follow-up that does not stop early. If you only want data, there are vendors for that and we are not one.
Service, not price. The deal is lost in the room where biomedical engineering asks who repairs it, how quickly, and where the spares are held. A specific answer naming engineers and cities beats a discount almost every time. Price is the second reason, and the productive response there is usually to restructure the offer rather than cut it: separate consumables from capital, add a service tier, or move to usage-linked pricing.
Tell us what you sell into healthcare
A 30-minute call. We tell you which Indian healthcare segment buys your category first, what the decision committee looks like, and what we would run.
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