Acquisition costs
Understand cost per qualified lead, booking, completed test and newly acquired customer—not just advertising activity.
A corporate distribution & diagnostics growth partnership
Corporate Diagnostics
Growth Partnerships
Turn everyday corporate reach into measurable diagnostics engagement.
OJASHRI is exploring partnerships connecting corporate employee distribution with diagnostic providers—reaching employees and their households, activating workplace engagement, and measuring awareness through completed bookings.
01Corporate distribution
02Employee engagement
03Provider bookings
04Completed services
Proposed model. Scope, reach, services, costs and performance targets are subject to validation and mutual agreement.
The provider challenge
Reach is the beginning.
Completion is what counts.
Fragmented customer access
Employer-approved communication can provide a structured route to a defined employee audience, subject to consent.
Interest-to-completion drop-off
Convenient booking and suitable workplace collection may reduce friction; participation is never assumed.
Incremental value
Separate new acquisition, reactivation and additional purchases from existing customers.
Household opportunities
Relevant offers may reach consenting adult family members without assuming every employee or household will participate.
Operational utilisation
Assess staffing, travel, scheduling, transport and service economics with the provider.
The Ojashri partnership model
An additional route to employees
and their households.
We bring a potential distribution and engagement channel. Your team brings diagnostic services, fulfilment expertise and healthcare capabilities. Together, we can assess a measurable corporate growth model.
Product-linked visibility
Explore approved packaging panels, QR codes or campaign links that connect interested employees to a provider offer.
Workplace engagement
Coordinate information sessions, scheduling and collection days where employer approval and site arrangements permit.
Employee & family offers
Define negotiated benefits, eligibility, availability and trackable campaign codes.
Digital conversion
Use an approved provider-managed landing page and booking journey.
Corporate expansion
Assess a repeatable model across employers, locations and service requirements.
Measurement & optimisation
Agree reporting from distribution and engagement to bookings, completed services and attributable outcomes.
Audience size, services and deliverables must be validated with each prospective partner. No employer account or volume is guaranteed.
Potential partner value
Business outcomes.
Defined before launch.
| Partnership lever | Potential benefit | Example measures |
|---|---|---|
| Corporate audience access | An additional route to eligible employees | Employees reached; campaign reach |
| Packaging & QR campaigns | Trackable physical-to-digital engagement | QR scans; visits; scan-to-lead rate |
| Workplace activation | Convenience and possible collection efficiencies | Attendance; tests per session; cost per test |
| Employee & family offers | A relevant reason to engage | Redemptions; family bookings; acquisition cost |
| Digital booking | Less friction between interest and booking | Conversion; abandonment rate |
| Repeat-service engagement | Potential appropriate repeat transactions | Repeat booking rate; retention |
| Corporate accounts | A model that can adapt across employers | Accounts activated; revenue per account |
| Campaign attribution | Visibility into incremental results | New customers; reactivation; CAC; ROMI |
Potential benefits and proposed measurement areas—not guaranteed outcomes or live tracking integrations.
Workplace diagnostics
Closer to the employee.
Grounded in operational reality.
Workplace collection may offer convenience and a concentrated collection opportunity where the site, service and provider capabilities are suitable.
Employer approval
Confirm site, schedule, facilities, eligible audience and employee communications.
Service design
The provider determines tests, clinical requirements, staffing, sample handling and reporting.
Pre-booking
Employees select approved slots through the provider’s system where available.
On-site collection
Qualified personnel perform agreed services under appropriate clinical and operational protocols.
Follow-up
The provider manages reports, customer support and clinically appropriate follow-up.
Campaign reporting
Share agreed operational and marketing metrics, not individual health results.
Evaluate cost per completed test, collections per session, staff utilisation, attendance, cancellations, transport, turnaround and employee experience. Demonstrate efficiencies using actual operating data; do not assume cost savings.
Employee-to-household engagement
Extend the opportunity.
Keep participation voluntary.
With employer approval and appropriate consent, employees may share a unique code or link with eligible adult family members. Offers need defined eligibility, validity, exclusions and service availability, with booking and payment managed by the provider.
Separate the journeys
Track employee and family visits, qualified enquiries, bookings and completed services separately.
Measure incremental value
Assess family acquisition cost, contribution after discounts and fulfilment costs, and lawful repeat-purchase measures—not just enquiries or redemptions.
Proposed measurement framework
The whole funnel.
Not just impressions and clicks.
| Funnel stage | KPI | Agreed definition |
|---|---|---|
| Distribution | Eligible reach | Employees or households reached using an agreed, defensible method. |
| Engagement | QR scan rate | Unique campaign scans divided by the agreed reach denominator. |
| Lead generation | CPL | Attributable campaign spend divided by defined leads. |
| Lead quality | Qualified-lead rate | Qualified leads divided by total leads. |
| Booking | Booking conversion | Bookings divided by the agreed lead denominator. |
| Fulfilment | Completion rate | Completed services divided by bookings or another agreed denominator. |
| Acquisition | CAC | Acquisition spend divided by newly acquired paying customers. |
| Reactivation | Reactivated customers | Previously inactive customers returning under an agreed definition. |
| Monetisation | Revenue per acquired customer | Attributable revenue divided by acquired customers. |
| Profitability | Contribution margin | Attributable revenue less agreed variable and fulfilment costs. |
| Retention | Repeat purchase rate | Customers making a subsequent eligible purchase within a defined period. |
| Marketing return | ROAS | Attributable revenue divided by advertising spend. |
| Marketing efficiency | ROMI | Defined incremental contribution relative to marketing investment, using an agreed formula. |
Defensible attribution
Separate estimated and verified reach, leads and paid transactions, and new, reactivated and existing customers. Define attribution windows and duplicate handling.
Shared reporting rules
Agree each data owner and reporting frequency. Set targets only after reviewing baselines, audience estimates, service costs and conversion assumptions.
Commercial models · private discussion
A structure that fits
your objectives.
Media & activation fee
Defined packaging visibility, campaign placements and activation deliverables.
Diagnostics sponsorship
An agreed testing or employee-benefit package, with distribution deliverables defined separately.
Performance-linked
Eligible qualified leads or completed transactions, agreed attribution and permitted compensation.
Hybrid partnership
A media component with a separately negotiated diagnostics package and appropriate incentives.
Employer-funded services
Employer-purchased packages or credits, with clear campaign responsibilities.
Commercial principles
No assumed free testing. Distinguish placement fees, test costs, CPL and CAC; define cost and revenue ownership.
Scope, taxes, payment terms, cancellation, reporting and any limited exclusivity require agreement. Specific prices, referral fees, forecasts, customer lists and corporate prospects remain private.
Ownership & integrity
Clear responsibilities.
Private health information.
Ojashri & employer coordination
Ojashri coordinates corporate access and agreed distribution deliverables, subject to actual permissions. Employers approve sites and employee communications.
Diagnostic provider
The provider owns service design, clinical protocols, qualified staff, collection, sample handling, reports, booking, payment, support and clinical follow-up as agreed.
Joint accountability
Agree creative approvals, campaign IDs, attribution, reporting, commercial settlement and dispute resolution before implementation. Each party owns its privacy and security responsibilities.
Health reports are not marketing data
Do not share individual health reports with Ojashri or employers through campaign reporting. Use agreed aggregated or de-identified reporting, with appropriate employer approvals and participant consent.
Document access, retention, deletion, security, incident handling and legal obligations. Tests and clinical follow-up are determined by the provider. No claim is made that consuming Ojashri oil improves diagnostic results or guarantees any health outcome.
Begin a private conversation
Discuss a Partnership
Tell us your business objectives. We’ll explore scope, responsibilities, costs, privacy and a defensible measurement baseline before assessing expansion.
No result, cost reduction, customer volume or return is guaranteed. Outcomes depend on agreed scope, participation, execution and measured performance.