RareCan - Platform for Rare Cancer and Correspondence Research Institutions

Before learning about so-called rare cancers, let’s take a look at the picture above. Originally, I thought so-called rare cancers might be less than 10%, but this picture is very clear: “Rare cancers are actually not uncommon, they account for 25% of the total. % of cancer types.”

At the same time, if diagnosed with rare cancer, the risk of dying within 5 years is 50% higher than that of ordinary cancer patients.

In addition, market opportunities, you can refer to the following picture:

This picture is to illustrate that common cancers have been studied almost (starting a bunch of academic and research units, researching AI visual recognition of cancer, do not know where the competitiveness is), so now there are 740 companies, starting to study rare cancers , and has 950 products in development for rare cancers.

Let's analyze the solution, which is the second point of the Investing New Ventures analysis:

I personally think that this solution is good to look at. The easiest place to find rare cancer patients. If I guess correctly, it will be a major religious group. When a person finds that medical institutions cannot solve his problem, his last hope must be pinned. In terms of religion, as long as you win the leaders of various well-known religions, you will basically have a large group of potential and highly sticky customers.

It will be more convincing to talk about using the community mechanism to interact later, but anyway, the RareCan team, the previous briefing has listed a list of companies and products that study rare cancers, indicating that they have deeply researched this market. , basically it is unlikely that there will be a problem??

Judging from this briefing, my understanding is that RareCan should make money from the enterprise side. Looking at the figures above, even at the lowest charging standard, it is indeed really profitable.

3. Entry Barrier:

I personally think this is an area where RareCan can be further strengthened. All entrepreneurial projects should start at one point. In this case, it should start with the patient, but anyway, RareCan makes money from the institution, and there is nothing wrong with it. However, it's just more like shooting an arrow and then drawing a target.

On the other hand, RareCan is revealing a message that they want to find users through the developed APP, but personally think that they should find the user first. They should, firstly, find a way to single-click to break it, and then extend it into lines and surfaces.

Otherwise, there are only 3 partner institutions and 800 sign-ups. If there is no conversion, then why should they work? It's better to find the most painful market, such as neuroblastoma, according to Wikipedia, 15% of children with cancer die from this cancer.

In other words, this type of cancer is actually the largest number of childhood cancers, and when RareCan assists these parents again, they can match each agency and collect money from the agency until a possible solution is found.

Here, RareCan re-emphasized that they have a good relationship with research institutions, but I still want to emphasize and quote Lei Jun's words: "Don't use tactical diligence to cover up strategic laziness!"

Just think with your knees, if your child has the above-mentioned neuroblastoma (90% of cases occur in children under the age of five), as a parent, how much time do you have to spend with these research units? , how many lives does your child have and can withstand the side effects of each new course of treatment?

Therefore, whether it is a series of research institutions or patients, it should still start from the fattest and largest market, focus on solving a certain rare cancer, and then easily extend to more rare cancers by word of mouth

4. Team:

1. CEO - Piers Kotting Graduated from Imperial College London, with nearly 30 years of related industry experience, he should know well about related medical institutions.

2. Chief Scientific Officer - Andy Hall has more than 40 years of work experience, including 28 years of service at the well-known Newcastle University in the UK, which is obviously very well-connected.

3. Chief Operating Officer - Claire Heron "Claire has been a professional project manager for over 16 years and brings diverse experience from a range of environments including NHS, Higher Education and Local Government."

The point of the above sentence is that Claire is an experienced project manager and has served in relevant units of the National Health Service (NHS).

4. Chief Technology Officer - Raj Sharma's background seems to be related to AI, but I would like to emphasize again that helping cancer patients match medical clinics and artificial intelligence, there is no direct relationship, I can do it with excel sheets (Xiaomi still uses excel sheets to manage orders until its revenue is tens of billions of RMB), and the focus is on how to explain the side effects of these clinical tests to patients. Patients don’t have much time to accompany medical institutions to grind slowly. They will have their condition worsened at any time due to the wrong treatment method. Therefore, it should be aimed at a certain rare cancer and accurately assist patients to relieve pain.

I originally chose this case for analysis because I think this case has the potential of 4.5 stars, but now after careful analysis, I personally think that it can only give 3.5 stars at present, the reason is very simple, it is very likely that they are using tactical industriousness to cover up strategic laziness.