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title: "Business Model - MedTech Roadmap | MedTech Launch Guide"
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Step 06 of 7 · Roadmap

# Business Model

Capital equipment, consumables, SaaS, or service - pick on purpose

When to start 

Concurrent with regulatory pathway - before pricing decisions are made

Duration 

Initial model: 1–2 months · Refined with payer/buyer evidence: 12+ months

Indicative cost 

Internal - but the wrong choice can cost 50%+ of enterprise value at exit

Business model selection determines your unit economics, the kind of investor who'll fund you, and the comparable companies your exit will be priced against. Most medtech founders default to a model without examining alternatives - and discover at Series B that the wrong choice has compounded.

## The five common archetypes

Each has distinct gross margin, sales cycle, and investor base.

-   Capital equipment - high upfront price, long sales cycle, hospital capital committee approval 
-   Razor + blade - equipment placed at low/zero cost, recurring consumables drive economics 
-   Per-procedure / pay-per-use - usage-aligned billing, often through GPO/IDN contract 
-   SaaMD subscription - software-as-a-medical-device with annual or monthly licensing 
-   Service / pathology - internal device powering an outsourced clinical service line 

## Match the model to the buyer

Hospital capital committees evaluate equipment annually with 18-month budget cycles. Service-line directors approve consumables monthly. Health-system CIOs sign SaaS. Knowing who signs determines what you build - and how you price it.

## Build a defensible moat

FDA clearance is a moat for ~24 months. Long-term defensibility comes from data network effects, clinical workflow integration, GPO contracts, or installed-base lock-in. Identify yours before Series B - investors will ask.

Artifacts to ship

-   Pricing model with sensitivity analysis on volume and contract length 
-   Unit economics by channel (direct, GPO, distributor) 
-   Customer-facing ROI calculator (per facility) 
-   Five-year financial model tied to clinical adoption curves 

Common pitfalls

-   Pricing against R&D cost instead of the value created (or destroyed) for the payer 
-   Building a SaaS model when your buyer doesn't have a software budget 
-   Razor-blade with a razor that needs annual capital approval - the placement never closes 
-   Forgetting to model GPO admin fees (typically 3%) and distributor margin (typically 25–40%) 

Primary sources

-   [AdvaMed - Hospital Procurement Buyer behavior ](https://www.advamed.org/)
-   [AHRMM - Value Analysis VAC process ](https://www.ahrmm.org/)
-   [HSCA - GPO Landscape GPO contracting ](https://www.supplychainassociation.org/)
-   [MedTech Innovator Model benchmarking ](https://medtechinnovator.org/)

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Step 07 · KOLs, IDN selling, GPO contracting, and the chasm in between

](/roadmap/go-to-market)

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