etheal-wp-0.8.pdf

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1、A blockchain-based incentivized globalhealth platform v0.8 Dr. Mihaly Kertesz Viktor Tabori June 2017 Last updated Sept 2017 The $7.6 trillion healthcare industrys new operatingsystemImproving the lives of 1 billion people by making healthcare more transparent DISCLAIMERS This document is for inform

2、ational purposes only and does not constitute an offer or solicitation to sell shares or securities in Etheal O or any related or associated company. Any such offer or solicitation will be made only by means of a confidential offering memorandum and in accordance with the terms of all applicable sec

3、urities and other laws. The information set forth in this White Paper may not be exhaustive and does not imply any elements of a contractual relationship. The content of this White Paper is not binding for Etheal O (“Etheal Company” or “Etheal”) and its affiliates and Etheal reserves the right to ch

4、ange, modify, add, or remove portions of this White Paper for any reason at any time before, during and after the sale of HEAL tokens by posting the amended White Paper on the website. This White Paper does not constitute an investment, legal, tax, regulatory, financial, accounting or other advice,

5、and this White Paper is not intended to provide the sole basis for any evaluation of a transaction on acquiring of the HEAL tokens. Prior to acquiring the HEAL tokens, a prospective purchaser should consult with his/her own legal, investment, tax, accounting, and other advisors to determine the pote

6、ntial benefits, burdens, and other consequences of such transaction. Nothing in this White Paper shall be deemed to constitute a prospectus of any sort or a solicitation for investment, nor does it in any way pertain to an offering or a solicitation of an offer to buy any securities in any jurisdict

7、ion. This document is not composed in accordance with, and is not subject to, laws or regulations of any jurisdiction which prohibits or in any manner restricts transactions in respect of, or with use of, digital tokens. The HEAL token is not a digital currency, security, commodity, or any other kin

8、d of financial instrument and has not been registered under the Securities Act of 1933, the securities laws of any state of the United States of America or the securities laws of any other country, including the securities laws of any jurisdiction in which a potential token holder is a resident. The

9、 HEAL tokens are not being offered or distributed to, as well as can not be resold or otherwise alienated by their holders to, citizens of, natural and legal persons, having their habitual residence, location or their seat of incorporation in the country or territory where transactions with digital

10、tokens are prohibited or in any manner restricted by applicable laws or regulations. If such restricted person purchases the HEAL tokens, such restricted person has done so on an unlawful, unauthorized and fraudulent basis and in this regard shall bear negative consequences. Etheal neither offers or

11、 distributes the HEAL tokens nor carries on a business (activity) in any regulated activity in countries and territories where transactions in respect of, or with use of, digital tokens fall under the restrictive regulations or require from Etheal to be registered or licensed with any applicable gov

12、ernmental authorities. Each purchaser of the HEAL tokens is reminded that this White Paper has been presented to him/her on the basis that he/she is a person into whose attention the document may be lawfully presented in accordance with the laws of the purchasers jurisdiction. It is the responsibili

13、ty of each potential purchaser of the HEAL tokens to determine if the purchaser can legally purchase the HEAL tokens in the purchasers jurisdiction and whether the purchaser can then resell the HEAL tokens to another purchaser in any given jurisdiction. Certain statements, estimates and financial in

14、formation contained in this White Paper constitute forward-looking statements or information. Such forward-looking statements or information involve known and unknown risks and uncertainties which may cause actual events or results to differ materially from the estimates or the results implied or ex

15、pressed in such forward-looking statements or information. The English language White Paper is the primary official source of information about the project. The information contained in English language White Paper may from time to time be translated into other languages. In the course of such trans

16、lation some of the information contained in the English language White Paper may be lost, corrupted or misrepresented. The accuracy of such alternative communications cannot be guaranteed. In the event of any conflicts or inconsistencies between such translations and the official English language Wh

17、ite Paper, the provisions of the English language original document shall prevail. 1 Executive Summary4 1. Opportunity11 2. Challenges of patients: difficulty finding trusted and affordable care providers when prices are increasing rapidly, inability to find the appropriate treatment for a symptom,

18、and three-month long waiting lists13 2.1. Difficulty finding trusted and affordable care providers in a new city or abroad, who will either accept Peters insurance or whom he can afford to pay out of pocket. This is made more difficult by dramatically rising prices, eg. in two years, the cost of a h

19、ip replacement has risen from $28k to $78k.13 2.2. Inability to find the appropriate specialist to successfully treat a given symptom or illness14 2.3. Three-month long waiting list for a treatment you know you need.15 3. Challenges of care providers: reaching relevant patients and building trust is

20、 hard and expensive, they dont own their reputation, they cant transfer it, and they cant keep up with and utilize technological advancements17 3.1. Reaching relevant patients is extremely expensive and hard.17 3.2. Building trust is exhausting, it takes a lot of time and money, and the reputation i

21、snt transferrable. Physicians have no upfront knowledge about their patients.18 3.3. Technology is advancing rapidly, it is impossible to take full advantage of it while also practicing as a medical professional.19 4. Challenges of suppliers, pharmaceutical companies: reaching patients and care prov

22、iders globally is expensive, serving niche markets fragmented by physical borders is economically impossible20 4.1. Reaching patients globally is difficult and expensive: gaining insights from patients from multiple countries requires multiple research firms, increasing costs and management overhead

23、.20 4.2. Reaching care providers globally: Medical Sales Representatives are slow and expensive.20 4.3. Niche markets fragmented by state borders are not served. When not enough patients with a rare disease are present in one region, progress is hindered.21 5. Etheal Ecosystem22 5.1. Phase One: hist

24、ory of Etheal and D22 5.1.1 D22 5.1.2 Award-winning projects of Deloitte. Tech Fast 50 CEE #1 and Golden Effie Awards23 5.1.3 Business Model validation24 5.2. Blockchain: the missing ingredient to a killer strategy25 5.3. Etheal Architecture plan, smart contracts, workflows27 5.3.1. Quality supply o

25、f medical info: blockchain-based incentivized global doctor list and content platform, helping patients save $7,000-$50,000 on elective care.29 5.3.1.1 KPIs measuring and promoting good behavior29 5.3.1.1.1 Etheal Trust Score (ETS)29 5.3.1.1.2 Etheal Rank Score (ERS)30 5.3.1.1.3 Etheal Level31 5.3.1

26、.1.4 Etheal Raw Level31 5.3.1.1.5 Etheal Highlight Rank32 5.3.1.2 Fair and transparent fund structure to reward contributors developing the ecosystem32 5.3.1.2.1 Community Fund32 5.3.1.2.2 Weekly Contribution Endowment Fund32 5.3.1.2.2 Etheal Operation Fund33 5.3.1.3 Purpose: Charity Fund33 2 5.3.2.

27、 Universal review system: smart contract driven, transparent, translatable, transferable and seamlessly embeddable healthcare trust and review system34 5.3.2.1 Transferable reviews handled by Smart Contracts and Blockchain34 5.3.2.2 PoC Translatable reviews to any language35 5.3.2.3 Embeddable revie

28、ws36 5.3.2.4 Workflows of reviews and content moderation37 5.3.3. Open decentralized health platform: UX friendly global blockchain-based distributed platform, where anonymously reaching patients and healthcare providers will be 8x cheaper and 14,400 x faster39 5.3.3.1. Doklist40 5.3.3.2. Medical To

29、urism App40 5.3.3.2.1. Information41 5.3.3.2.2. Promotion41 5.3.3.2.3. Risk, Trust, Reviews41 5.3.3.3. AI-driven self-learning chatbot for Practice Management43 5.3.3.4. Pharmaceutical Surveys, Communication Research and Advertisement App44 5.3.3.5. Healthcare Fundraising Platform44 5.3.3.6. Your ve

30、ry own Etheal Application45 5.4 Roadmap45 5.4.1 Phase Two: expansion through a decentralized smart-contract-driven incentivized portal, which helps find trusted care providers based on treated symptoms and performed procedures around the world45 5.4.2. Phase Three: blockchain-based decentralized pla

31、tform, serving the $8,600 billion healthcare market46 5.4.3. Phase Four: maintaining and growing the decentralized Etheal Platform46 6. HEAL Token47 6.1. Why do we need a dedicated token?48 6.2. What is the use of HEAL tokens?48 6.3. How will Etheal create demand for HEAL tokens?49 6.4. Token vestin

32、g50 6.5. Community fund50 7. Token Sale51 7.1. Distribution51 7.2. Token Sale One51 7.2.1. Presale51 7.2.2. Normal Sale51 7.2.3. Whitelist52 7.2.3. Referral reward53 7.2.4. HODLER reward53 7.2.5. Bounties53 7.3. Token Sale Two54 7.4. Token Sale Three54 8. Team55 References57 3 Executive Summary We a

33、re pursuing the opportunity to become the “B, Steemit and Salesforce of Healthcare”, with a model capable of generating $100B+ of potential revenue. Global healthcare expenditure is projected to reach $8,700 billion by 2020 11, growing more than $300 billion annually. Additionally, according to Visa

34、 and Oxford Economics, medical tourism is expected to grow to $540 billion by 2025 with a staggering 25% CAGR 42. Despite the meteoric growth of the healthcare market, key players still face fundamental challenges: Patients Peter is like you or me. Eventually he has to go to see a medical profession

35、al - even though he would like to avoid it. 1) Prices are increasing rapidly and finding an affordable and trusted care provider is hard: while settling in a new city or abroad it is challenging for Peter to find a care provider, who can either accept his insurance or is affordable enough for Peter

36、to pay out of pocket. For example, Peter got a new right hip in 2008 for $28,000, just two years later the cost of his left hip replacement was $78,000 18. He feels completely powerless against such debilitating price rises and having to choose between paying astronomical prices for a procedure or s

37、taying injured. Even visiting those physicians recommended by Peters friends is a gamble. After all, an average physician sees between 800-1000 patients each year, making it hard for any one person to provide an objective and realistic opinion for Peter to stake his health and wellbeing on. Peter al

38、so knows that he should get regular medical screenings, which would dramatically increase his life expectancy and quality of life. But in practice, the barrier to do so is extremely high: he doesnt know what screenings are relevant to him or which provider he should trust. To top it off,the actual p

39、rocess for 4 making an appointment is straight out of the 90s, forcing Peter call through a GSM or landline phone network. 2) Not knowing who could treat a symptom or perform a specific treatment successfully. Even though Peter knows his symptoms, there is no easy way to find a specialist who has su

40、ccessfully treated that symptom in the past. Peter has to manually search through endless pages of Google search results and hope that he can find a clue towards solving his issue in some obscure forum. If his wife is endangered pregnant with twins, he wont settle for just any gynecologist; he will

41、want a highly recommended gynecologist with a deep expertise in managing endangered pregnancies with twins. 3) Three months-long waiting list for a treatment that Peter knows he needs. Peter has called the Sheba Medical Center - the Middle Easts largest hospital, located near Tel Aviv, Israel - to i

42、nquire about having a growth on his kidney removed. Israels state comptroller had recently issued a report on waiting times for hospital appointments and determined that it would take two or three months for a sixty-year-old Israeli to schedule an appointment for diagnostic work and treatment at She

43、ba. (The wait for an ear, nose, and throat operation at Nahariyas Medical Center of the Galilee, the government researchers concluded, was 13 months.) 31 Care providers Dr. John Parker is a dentist who tries to strike a balance between managing his practice and treating patients. 1) Reaching relevan

44、t patients is extremely expensive and hard. Even though Dr. Parkers uncle created a basic website for him for free, getting relevant traffic through advertising on Facebook or Google quickly racks up substantial costs. Whats more, big dental clinics with deeper pockets easily outbid him, even though

45、 Dr. Parker has far superior expertise in dental implantation, which is his specialty. For example, just 1 click from Google in New York for “dental implant” costs $10. 5 2) Building trust is exhausting, takes a lot of time and money, and the reputation isnt transferrable. Dr. Parker has no upfront

46、knowledge about his patients. If Dr. Parker registers into a centralized online medical profile provider, and the website goes bankrupt, or John stops paying for the profile, he loses all the reviews and trust he has collected. Moreover, using such a platform, Dr. Parker will have no upfront knowled

47、ge about his patients and their appointment history. For example he wont know whether they will show up on time or not, and as there are no late fees or no-show fees, these delays bear a high economic cost in lost revenue. 3) Technology is advancing rapidly; it is impossible to utilize it entirely w

48、hile working full-time as a practicing dentist. Dr. Parker has no technical means to use new advancements like blockchains, chatbots, and AI, to dynamically open up new time slots in his calendar in times of increased demand. Nor can he manage his online presence in one place and broadcast fresh inf

49、ormation - like his latest reviews and office hours - to multiple channels. Suppliers, pharmaceutical companies Kate works for a big pharmaceutical company as a business developer. She has trouble reaching patients and care providers globally, and her company is unable to serve physically fragmented

50、 niche markets. 1) Reaching patients globally is difficult and expensive: Kate gains insights from patients around the world by working with several research and marketing firms, which dramatically increases costs. For every $1 that pharmaceutical companies spend on “basic research,” an additional $