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<ul><li><keyword id="6397414" type="UNKNOWN" weightage="20" keywordseo="Ananth-Narayanan">Ananth Narayanan</keyword> was one of the most high profile exits from Flipkart, after it was acquired by Walmart. </li><li>Narayanan has now joined e-pharmacy startup <keyword id="3873233" type="PERSON" weightage="20" keywordseo="Medlife">Medlife</keyword>. </li><li>Medlife, which was started in 2014, reportedly does 20,000 deliveries in a day.</li></ul>Ananth Narayanan, who quit Flipkart owned Myntra after the acquisition by Walmart, has now joined Medlife as its <a href="https://www.livemint.com/companies/people/former-myntra-jabong-ceo-ananth-narayanan-joins-medlife-1564991124569.html">CEO</a>. There were rumours that Narayanan left his position as Myntra Jabong’s CEO because of his misalignment with Flipkart CEO Kalyan Krishnamurthy. Even while Narayanan was working for the company, reports said that he could join the Indian OTT platform Hotstar. However, he is now part of <keyword id="2868700" type="PERSON" weightage="20" keywordseo="online-pharmacy">online pharmacy</keyword> startup. Medlife was founded in 2014 by Tushar Kumar and Prashant Singh, and helps patients and doctors manage their files online. The company claims to perform 20,000 deliveries across India and is reportedly in talks with pharma giant Cipla for a funding round. Cipla could invest <a href="https://timesofindia.indiatimes.com/business/india-business/cipla-in-talks-to-back-e-pharmacy-medlife/articleshow/70489577.cms">₹170 crore </a>in the e-pharmacy startup. There were also reports that <a href="https://www.business-standard.com/article/companies/softbank-in-talks-to-invest-70-million-in-indian-e-pharmacy-medlife-119061301247_1.html">SoftBank</a> too was looking at investing in the startup. Bengaluru-based Medlife had also acquired its competitor <a href="https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/medlife-acquires-myra-to-take-epharma-service-to-22-cities/articleshow/69193813.cms">Myra Medicines</a> earlier in May 2019, expanding its deliveries to 22 cities in India.

Former Myntra CEO Ananth Narayanan joins online pharmacy Medlife

<ul><li><keyword id="3873233" type="PERSON" weightage="20" keywordseo="Medlife">Medlife</keyword> is currently witnessing an 8% month-on-month growth and hopes to achieve 100% year-on-year growth over last year.</li><li>It will continue to focus on digital marketing, and come up with hyper-local personalized content to target consumers.</li><li>Medlife is looking at almost doubling its consumer base from last year’s 1.5 million to 2.5 million this year.</li></ul> It’s been about three months since <keyword id="6397414" type="UNKNOWN" weightage="20" keywordseo="Ananth-Narayanan">Ananth Narayanan</keyword>, former CEO of Myntra and Jabong came on board as the Co-founder and CEO of Bengaluru-based health-tech company Medlife. Since then, Narayanan has focused on coming up with strategies to scale up the business, always keeping the consumer at the core. Founded in 2014 by Tushar Kumar and Prashant Singh, Medlife, which started out being an online medicine delivery platform has today diversified its offering to <keyword id="164597" type="PERSON" weightage="20" keywordseo="diagnostics">diagnostics</keyword> and online consultations. The company is currently witnessing an 8% month-on-month growth and hopes to achieve 100% year-on-year growth over last year. It is also looking at expanding its diagnostics presence across 50 cities within the next 24 months. In a recent conversation, Narayanan told us that Medlife’s marketing strategy would revolve around coming up with hyper-local digital content to target different areas in the cities they launch and will back that up with BTL as well as Radio. “However, our aim would be to do a 360 degree surround for our consumers. When they think of healthcare, Medlife should be the first port of call for them,” says Narayanan. Edited excerpts: Q) From growing Myntra in the fashion e-commerce space to now growing Medlife in the online healthcare space, how has the journey been so far? I am a consumer-backed person and look for large markets to play in. Both Myntra and Medlife are a $100 billion market, however in India, access, consumer journey and having standardized processes and procedures to make healthcare simple is a problem. So it felt like a very large problem to solve. Medlife started four years ago and is in the process of solving at least two or three of these problems. I met the founders Tushar and Prashant at that time, and it felt like we're very complementary. While Tushar played more of a strategy role, Prashant and I went on to run the business. It seemed like a good idea to come together and see if we could scale it. My vision for Medlife is to build it into a trusted brand partner and serve all the healthcare needs of the 100 million plus Indians, by keeping technology at the core. Since you joined Medlife, what have your areas of focus been? There have been three to four focus key focus areas for me. The first is to improve consumer experience. We’ve launched a new react native app and have reduced the lead time for delivery. We're scaling Express which is our two-hour delivery service in eight cities. So consumers have been a big focus. Secondly, we need to make the business sustainable. In the next six to eight months, we want to reach unit economics breakeven, which means at the unit level, we don't lose money anymore. Once we achieve that, we can scale as much or as little as we want. Thirdly, there’s a continued focus on ramping up the team. We already have a terrific team of 400 people but are working on strengthening it further. We want to strengthen the tech, product and the operation side of the team. Also, we're a very small part of a very large business and our aim is to sustain a healthy growth. What kind of growth has Medlife been witnessing? Today, the online penetration of health is less than 2%. We want to grow 8% month-on-month. By the end of this year, we'll have a 100% year-on-year growth over last year. It looks like we will be ahead of our original plan for the year. Have you set a target for yourself, in terms of Medlife’s growth? In the next five years, I want to be 10X of what I am today. And if we continue to see 100% growth year-on-year, we will easily reach there. Also, I want to be able to serve multi-million customers. By when do you expect Medlife to become a profit-making entity? The key milestone is unit economics. Hopefully, as I said, six to eight months from now, we'll get there. And after that, it's really a matter of choice as to when you want to become profitable. How big is your consumer base right now and what kind of growth are you seeing in that regard? Last year, we served 1.5 million customers, and we continue to grow. This year, we will serve 2.5 million customers. Since you have diversified to diagnostics and consultation, which segments are performing the best for you? We started out being a medicine delivery platform and that's still 85-87% of the business and still growing rapidly. But that gives us a large customer base to do diagnostics with. Diagnostic is a newer business which we started about a year ago and is growing very fast for us, the unit economics are already profitable. On the <keyword id="387573" type="PERSON" weightage="20" keywordseo="online-consultation">online consultation</keyword> front, we have about 1,500 doctors on board and again, that number is growing rapidly too. In terms of growth, medicine delivery is growing at 6-7% and the other two are growing in double digits month-on-month. How have you built the consumer’s trust on your platform? In the businesses we operate in, the way to build trust is by sticking to your promise. We measure a lot on NPS and consumer experience. We work hard to ensure that we deliver whatever we commit to the customer. We are also very careful about quality, whether it's our medicines, diagnostic test results or the consultations. We do a lot of checks, tech-driven and otherwise, that allow us to make sure that the quality of our offering is great. Your vision is to turn Medlife into an e-health provider. Can you expand on that? Our aim is to own the consumer journey and provide them with everything they need. Today, we may be into medicine delivery, diagnostics and consultation but there are many other things that the customer actually wants. They want home healthcare, primary and secondary care and health insurance. We don't intend to do all of this but we’re trying to partner with the ecosystem to provide customers all of these offerings. What are your strategies to grow your market share and expand reach? Like I said, the current penetration is 2% and we have 10x growth ahead of us. We’ve built a good supply chain network. We have over 40 fulfillment centers all over. Extending the supply chain is one way of penetrating the market. The second is continuing to reach people through digital marketing. And the third is by starting to expose them to the multiple services that we actually offer. There are roughly 62 million online transacting customers in India today and we only serve 2 million, so there’s a huge opportunity. Are your consumers primarily from the metro cities? The age range of our customers is between 26 and 86, so it's a much broader range than e-commerce. Secondly, about 60% of our consumers are from the top 30 cities and 40% come from beyond. Medlife has made some strategic acquisitions with <keyword id="8296503" type="UNKNOWN" weightage="20" keywordseo="medlabz">MedLabz</keyword> and <keyword id="304370" type="PERSON" weightage="20" keywordseo="Myra">Myra</keyword>. Are more acquisitions on the cards? We will continue to do strategic acquisitions. We acquired MedLabz when we realized diagnostic is important for us. Express delivery was an important capability. The market today has chronic needs and acute needs. Acute needs account for roughly half the market, but you need to be able to supply within one to two hours. That's why we acquired Myra. So we will keep looking for capabilities to buy. How will be your broad marketing strategy going ahead? The healthcare space works micro-market by micro-market. So we look at 10 parts of Mumbai as 10 different markets. We think of personalizing the digital marketing in each of these areas very differently. We will also do Radio and BTL to get to our consumers. But the key is to start doing a 360 degree marketing around the customer so that Medlife becomes a part of their lives. Medlife needs to be the first port of call for them, whenever they think of health needs and that’s what we're trying to establish. Our brand proposition is, ‘Health comes home’. Where do you want to see Medlife in the next few years? There's still a lot of scale left to be had in the medicine delivery side of business. We want to expand our Express rapidly. We are offering diagnostics in 20 cities currently, we'd love to be in 40-50 cities. So we'll scale it up in the next 24 months. Thirdly, we will also work on creating personal online consultation into a paid consultation service, not just a complimentary one. Where do you anticipate the next phase of growth for Medlife will come from? We will grow with deeper penetration in the current cities that we’re in. I believe that in all the big cities that we're in for pharma, labs will start to become big. Medicine delivery will expand beyond the top 30 cities and we're starting to think about supply chain infrastructure beyond the top 30 cities.

Medlife hopes to achieve 100% growth by the end of this financial year, will take its diagnostics offering to 50 cities within the next 24 months

New Delhi, Apr 28 () E-Health platform Medlife on Tuesday said it has partnered with accredited labs to launch at-home testings for COVID-19 in select cities, and plans to expand it going forward. The price of a test is set at Rs 4,500 and will be conducted by labs authorised by the Indian Council of Medical Research (ICMR), Medlife said in a statement. It added that the tests will be conducted using real-time PCR methodology. Currently, the COVID-19 testing service is available in Mumbai, Delhi, Noida, Ghaziabad and Faridabad, it added. Gurugram and Pune will be added shortly, the company said. Medlife has also launched its e-consultation services and has empanelled 1,500 doctors across India for the same, the statement said. "We are partnering with ICMR-authorised labs to aid in the rapid scaling up of COVID-19 testing in India, an essential measure to check the spread of the virus in the country," Medlife co-founder and CEO Ananth Narayanan said. As the company plays its part in the nation's fight against the pandemic, it is determined to ensure that regular and chronic patients continue to receive quality healthcare services, he added. "The launch of our e-consultation service is aimed at encouraging vulnerable and at-risk patients, especially ones with chronic diseases, to direct their concerns to our highly-trained doctors from the safety and comfort of their homes", Narayanan said. The labs with which the company has partnered are accredited by National Accreditation Board for Testing and Calibration Laboratories (NABL), a constituent board of the Quality Council of India. AKT HRS

Medlife launches at-home COVID-19 testing in select cities

<ul><li>While we all are watching, worrying about everything that’s happening outside from behind the closed doors, delivery personnels from Dunzo, Medlife and Housejoy are risking their lives everyday to make sure we get our daily essentials and stay safe.</li><li>We reached out to their marketing heads of these brands to understand the challenges these players have faced in the past 21 days, from delivering products to communicating with consumers and here is how they are functioning in the new normal. </li></ul>While we are all scared and anxious to step out even for a few minutes, brands like Dunzo, Medlife and Housejoy are making sure that we are all safely cooped at home. From catering to the ever-increasing demand to coming up with creative solutions like contact-less delivery that ensure the safety of their consumers, as well as their delivery partners, these brands have embraced the challenges—as and when they come—with open arms. To prepare for the long haul, they are welcoming new delivery personnel, introducing fresh HR policies, sanitising their storing facilities, and reminding their consumers to take good care of themselves by washing their hands and maintaining safe physical distance -- on social media every day. However, things haven’t been simple for these players on the ground. In the first few days of the lockdown, owing to confusion and lack of clarity around guidelines, it was difficult for a lot of these players to function smoothly. Telling us what kind of challenges Medlife faced during the first few days of the lockdown, Meera Iyer, CMO, Medlife, said, “The lockdown has been quite a difficult time for Medlife. In terms of business, our traffic and demand has more than doubled. Organically, a lot of people have been coming online and wanting to order medicines as well as use our e-consultation service. But unfortunately, on the other side, the lockdown has meant total disruption on the ground for our operations team. The supply chain particularly was severely impacted in the first 2 weeks. Things are better now and slowly coming back to normal but it was the case of 2X the number of orders and pretty much 50% capacity on the ground, thereby allowing us to service around 25% of our customers. So customer experience went for a toss during this period.” Despite the limitations that the lockdown brought, it also brought with it a lot of growth opportunities for brands like Dunzo. Elaborating, Sai Ganesh, Head Marketing &amp; Creative, Dunzo said, “Groceries used to be our main category earlier and demand in that category has gone through the roof. We have seen significant organic growth, especially in grocery, medicine, meat and fish. That’s been the biggest opportunity where we are seeing a lot of organic traffic and new users coming in. Housejoy, which is a tech-driven construction, renovation, interiors and Home Maintenance company, rose to the occasion and started delivering essentials. Telling us how they arrived at it, Arpan Biswas, Vice President - Marketing, Housejay, said, “We saw an opportunity as the big players, who deliver essential services, have seen a growth of 6X. However, a lot of their delivery personnel left for their hometowns. So we have internally we offer home services and some of them don’t fall in essentials, so we have supply and tech in place. We just had to add groceries to it. We took a couple of weeks to take a call -- we saw an opportunity and thought this might make sense for us! From there, it was quite easy for us. Also, we wanted to make sure our internal delivery guys get to earn a bit and keep their households running. We have seen good growth so far. If it continues, we will think of approaching this category seriously.” In sensitive times such as today, there's always a chance that if brands come out with marketing communications, their intent will be frowned upon. Telling us how Dunzo is treading that line between communicating what’s required and being opportunistic, Ganesh said, “Our marketing communications in the past 45 days is very rarely focusing on selling the value proposition of Dunzo. We have also tried to use what guidelines WHO released for brands to incorporate social distancing, wearing masks, washing hands regularly, etc, so we have tried to use that. After the first lockdown was announced for two weeks, there was a period when users did not care about what your brand had to say. We saw very little engagement in those two weeks. The first two weeks were spent on informing the audience about what's happening, right things to the users and what precautions we are taking. Right now, they are looking for lighter, humourous content. There is a lot of stress right now and social media is a comic relief for them. So, we have moved to lighter content and none of it sells our product.” To help maintain a positive environment on social media and reach out to a wider audience, Dunzo is also looking at exploring TikTok, which, as Ganesh said, is a great way to connect with their delivery partners. Biswas, on the other hand, reminded us that this situation might not end very soon even if the lockdown opens. Therefore, as a marketer, you need to remind your consumers about the do’s and don’ts they need to follow. He further said, “We should think of ourselves as customers, not marketers. When I think of what is my need v/s want, as a customer, it is the essentials. So I would rather stick to delivering essentials and making sure that consumers get the necessary information. You also need to be very patient and see how things turn out in the next two-three months. We should save cash, not burn it in the media. We should rather create content that adds value to our customer’s life.” Moreover, taking care of the health, wellness and hygiene of their delivery partners is also a priority for most of these brands. Talking about all that Medlife has been doing to take care of its partners, Iyer said, “All our fulfillment centres across 15 cities have a doctor. We have thermal scanning for allowing people to come in. Use of masks and periodic sanitizing is mandatory. And we are doing everything to ensure that their commute to the warehouses and back home is also made safe.”

From delivering essentials to communicating effectively with consumers, here is how these brands are helping us survive the lockdown

New Delhi, Mar 25 () Online health platform Medlife on Wednesday said one of its delivery personnel in Delhi was hit by the cops while on duty, and urged authorities to ensure that delivery personnel with valid documentation are allowed to perform their duties. The development comes at a time when the entire country is under 21-days lockdown. The government, however, in its notification has allowed delivery of all essential goods including food, pharmaceuticals and medical equipment through e-commerce. "Medlife delivery personnel Prakash in Delhi in the Todapur area was bringing back curfew passes and was hit by the cops on the way back to the fulfillment center. In the process, he was injured and suffered bruises on his face and body. We now also have reports of similar incidents in Bengaluru," Medlife CEO and co-founder Ananth Narayanan said in a statement. Narayanan said, the indiscriminate use of force against personnel delivering items specifically exempted by the government during the shutdown will disrupt services. "The essential services sector has to be free of harassment and violence. We request the state governments and concerned authorities to ensure that strict instructions are given to the police to permit delivery personnel with valid documentation to perform their duties in these times of crisis," he added. E-commerce players, including Amazon India and Milkbasket, have been facing disruption in delivery of even essential products to their customers. Industry watchers have said there is an urgent need for uniform classification of essential items across various states, and that instructions need to flow down clearly to the last mile, where the delivery agents are facing issues. Industry experts also flagged challenges around movement of delivery personnel and staff, as well as interstate movement of goods amid lockdown across the country. Some e-commerce players are also urging the government to expand the scope of essential products beyond food items and medicines to include other products like cable and routers that may be required for customers who are working from home. SR SHWSHW

Covid-19 lockdown: Medlife says staff was hit by cops

<ul><li>Recent estimates of time spent on media consumption pegs the share of <keyword id="6357922" type="ORGANIZATION" weightage="20" keywordseo="Television">television</keyword> at 59% with digital following a close second at 30%. </li><li>Google, which leads digital AdEx revenues, and spent approximately a massive Rs 557 crore on television in 2019, promoting its various services. </li><li>Meera Iyer, Chief Marketing Officer, Medlife.com lists down the reasons why TV gets the lion’s share of marketing budgets. </li></ul> If one was to consider recent statistics, an average adult customer spends nearly 5 hours daily consuming media. Recent estimates peg the share of television at 59% with digital following a close second at 30%. The remaining is made up of other traditional media like print and radio. When you compare the time spent to Adex estimates, TV gets 38%, digital 19%, while print takes the second position at 32% of all marketing spends in the country. In a sense, the ratio of spends to time spent as percentages for both TV and digital are about 64%. Despite this, as a marketeer, given a choice for 2020 and the foreseeable near future, I would choose to invest in television. The foremost reason for this is the simple rule of marketing which indicates that, provided there is budget available, it is good to invest in the medium where customers spend the maximum time. Why? Here are my top 5 reasons. Highest Consumption Television has the highest share of screen time, nearly double digital! Going back to economics, it is best to advertise here if you have the spending power. What’s more is that the reach is also better. About 195 million households (~80% of the total) own a television in India, of which 80% are CNS. No other medium is as widely penetrated and coupled with screen time, it’s a clear winner. Better Recall Television is less cluttered than any other medium. There are about 12K brands advertising on television when compared to the 2 lakh on print and more than a million on digital. This means marketeers stand a better chance at creating memorability and recall on this medium as compared to any other. One can argue that it’s the creative that determines the recall, but for the same spread of good, average and bad creatives across all media, the recall will be higher on television. This is not just due to the lesser clutter but also the higher view time. Trusted Medium People trust messaging from TV more. According to a Nielsen study , TV trust stands at 68%, ranked below word of mouth (85%), print (71%), and online customer reviews (70 %). Digital ads fared at about 48% to 53%. This goes to show that TV will have a better shot at influencing your brand’s purchase decision and trust. Print can also build trust, but it has far lesser reach and time spent, apart from being quite expensive. Cost Effective Medium When you compare the cost to reach a 1000 people, while minimum outlay on television for an effective campaign is large, the cost per reach is cheaper than other mediums for comparable duration of ad viewership. Although one does not know if the ad playing on TV has been fully watched, it is estimated that only 9% of digital ads are seen for more than a second. The average time spent on a full-page print ad is about 2.8 seconds. Television is thus a more cost effective medium. Helps Brand Metrics Last but not the least, television is a medium that works! In my 15 years of experience, I have seen most of the brand and business metrics move with TV spends more linearly as compared to other media. For me personally, the jury is still out on whether the same can be said for any other medium despite having experimented quite a bit now in the two startups I have been a part of. In conclusion Television is and will remain relevant to marketeers for quite some time to come; the numbers are stacked in its favor after all. Even completely digital businesses like Amazon and Flipkart still use television to drive adoption. While it may seem tongue in cheek, Google, which leads digital AdEx revenues, spent a massive Rs 557 crore on television in 2019 promoting its various services – because it’s proven! - By Meera Iyer, Chief Marketing Officer, Medlife.com

Television: The marketeer’s darling for brand building and business growth

<ul><li>The intensity of the quake was felt at IV MMI (Modified Mercalli Intensity) in Kepahiyang district of the province, II MMI in Liwa, the capital of West Lampung district of Lampung province, II MMI in Padang, the provincial capital of West Sumatra, Painan town and Mentawai islands district of the province.</li><li><keyword id="8692" type="LOCATION" weightage="20" keywordseo="Indonesia">Indonesia</keyword> has been frequently hit by earthquakes as it lies on a vulnerable quake-impacted zone called the Pacific Ring of Fire. </li></ul> Twin earthquake, with one of them measuring 6.8 on the Richter scale, rocked Indonesia's <keyword id="9783047" type="UNKNOWN" weightage="20" keywordseo="western-bengkulu-province">western Bengkulu province</keyword> on Wednesday, <a href="https://www.nst.com.my/world/world/2020/08/617611/twin-quakes-strike-indonesia-updated">AFP</a> reported. "The first earthquake was quick...but another one hit shortly after and it was just as strong," Bengkulu resident Jumentrio, who goes by one name, told AFP. The first earthquake struck at 5.29 a.m. with the epicentre at 78 km southwest of <keyword id="9783045" type="LOCATION" weightage="20" keywordseo="bangkulu-utara-district">Bangkulu Utara district</keyword> and a depth of 11 km under the sea bed, Xinhua reported. The intensity of the quake was felt at IV MMI (Modified Mercalli Intensity) in Kepahiyang district of the province, II MMI in Liwa, the capital of West Lampung district of Lampung province, II MMI in Padang, the provincial capital of West Sumatra, Painan town and Mentawai islands district of the province. Indonesia has been frequently hit by earthquakes as it lies on a vulnerable quake-impacted zone called the Pacific Ring of Fire. SEE ALSO: <a href="https://www.businessinsider.in/business/startups/news/with-reliance-buying-netmeds-and-pharmeasy-merging-with-medlife-amazon-and-flipkart-are-in-for-a-tougher-competition-than-they-would-like/articleshow/77625512.cms">With Reliance buying Netmeds and PharmEasy merging with MedLife, Amazon and Flipkart are in for a tougher competition than they would like</a> <a href="https://www.businessinsider.in/science/news/a-car-size-asteroid-flew-within-1830-miles-of-earth-over-the-weekend-the-closest-pass-ever-and-we-didnt-see-it-coming/articleshow/77603002.cms">A car-size asteroid flew within 1,830 miles of Earth over the weekend — the closest pass ever — and we didn't see it coming</a> <a href="https://www.businessinsider.in/careers/latest-job-openings-at-google-microsoft-jp-morgan-goldman-sachs-ericsson-amazon-adobe-zomato-for-software-engineers/slidelist/77585263.cms">Google, Microsoft, JP Morgan, Goldman Sachs, Ericsson and other companies hiring software engineers in India right now</a>

Twin earthquakes rocks Bengkulu province in Indonesia

New Delhi, Mar 26 () There is a need to sensitise the administration and law enforcement agencies to allow movement of essential goods, including medicines, within the cities and across states to increase their accessibility during the coronavirus outbreak, e-pharmacy players said. "Law enforcement agencies need to be sensitised to allow operations of essential services like ours to continue unhindered - it will encourage our ground teams and not create fear," Medlife CEO Ananth Narayan said. Though the government has identified the sectors in the economy that should keep running to ensure this period passes through, the processes to enable essential services supply have not been set up, resulting in multiple breakdown points in the supply chain and last-mile delivery, he added. "We need to ease the movement of goods across states to ensure supply," Narayan said. On the challenges being faced by e-pharmacies, Netmeds.com founder and CEO Pradeep Dadha said the current challenge is that the courier companies are not accepting orders. "We urge the government to step in and enable the courier companies to accept orders, so the medicine delivery, which is essential right now, gets delivered on time," he added. As a healthcare company, "we too are in the forefront of the battle against coronavirus, and we are working hard to ensure that customers get uninterrupted supply of protective and preventive products, which are much needed during this stage of containment," he said. Stating that despite the initial troubles, the situation is stablising now, PharmEasy co-founder Dharmil Sheth said initially the local administration/police administration was not prepared to differentiate between people associated with essential and non-essential services. This led to beating up of a few delivery boys, leading to disruption of the entire movement of medicines. However, things have stabilised on Thursday, he said. Another problem is that the city and state borders are also blocked and interstate movement of medicines has been affected, he added. "We have delivery partners who can manage movement seamlessly and the government should also allow uninterrupted medicine delivery to semi-urban and tier 2/3 areas," Sheth said. AKT RVK

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Former Myntra CEO Ananth Narayanan joins online pharmacy Medlife

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Medlife hopes to achieve 100% growth by the end of this financial year, will take its diagnostics offering to 50 cities within the next 24 months

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Medlife launches at-home COVID-19 testing in select cities

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From delivering essentials to communicating effectively with consumers, here is how these brands are helping us survive the lockdown

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Covid-19 lockdown: Medlife says staff was hit by cops

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Television: The marketeer’s darling for brand building and business growth

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Twin earthquakes rocks Bengkulu province in Indonesia

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Sensitise law enforcement agencies to ensure supply of essential goods: E-pharmacies

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