Enquirer Consulting Group

Reachable Buyer Map

Prepared for Seth Sankaran · PlasmaGen · August 2026
Plasma derived therapy in India is sold in two directions at once: the hospital that uses the product, and the licensed blood center that supplies the plasma to make it. Both are named markets with named roles, and most outreach is built for only one of them. This map covers both across the Indian market, and the export layer beyond it. Who signs, where they sit, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Licensed blood centers
The supply side of the business, and a market in its own right. Roughly half of these sit inside a hospital, which quietly moves the decision from the transfusion team to hospital administration and makes the same account a supplier and a customer at once.
Who signs: blood center medical officer in charge, head of transfusion medicine, hospital medical superintendent, and the trust or society administrator.
4,000 to 4,500
licensed blood centers across India, spread across trust, government, corporate and standalone ownership
Multi specialty and tertiary hospitals
The demand layer. Intensive care, burns, liver units, neurology and hemato oncology are where these products are used, and the ordering pattern is steady rather than seasonal once a product sits on the list.
Who signs: purchase and materials head, medical superintendent, head of critical care, and the treating consultants who create the demand in the first place.
4,000 to 5,000
Indian hospitals at roughly 100 beds and above, the layer that runs specialty and intensive care units
Hospital groups and chains
Small by count and disproportionate in value, because one approval at group level covers many sites and takes the individual hospital conversation off the table. The slowest sale on this page and the most durable one.
Who signs: group procurement head, corporate medical director, and the chair of the formulary or purchase committee.
Roughly 60 to 90 groups
multi site hospital groups operating in India; no public register enumerates them, so this layer is identified by name rather than pulled from a list
Medical colleges and teaching hospitals
The one segment that is both markets inside a single account: a teaching hospital that uses the product, and in most cases an attached licensed blood center that could supply plasma. Also where prescribing habits are formed for the next generation of consultants.
Who signs: dean or principal, hospital superintendent, blood center in charge, and the purchase committee.
700 to 800
medical colleges in India, each with an attached teaching hospital
State and government procurement
Large volume, public calendar, long cycle. The tender is usually decided months before it is published, in the specification stage, and that stage is a relationship rather than a document.
Who signs: managing director and procurement officers at the state medical services corporations, plus the district and program level health officers who raise the requirement.
28 states and 8 territories
each running its own medical services procurement body, tender calendar and empanelment process
Export markets without local fractionation
Asia carries the majority of the world population and a small share of global fractionation capacity, so most countries in the region import what they cannot make. Stated plainly: there is no list of these buyers anywhere public, which is exactly why the segment stays underworked.
Who signs: the country importer or agent principal, the regulatory affairs lead who owns registration, and the ministry or central medical stores buyer.
No public register
reached one importer and one regulator at a time; the difficulty of building the list is the reason the segment stays open

Where the openings are

1
Supply and demand are two different channels. Blood centers and hospitals are the same company's problem and the opposite conversation. One is about a partnership and an audit, the other is about a product on a list. A channel built for one of them starves the other, and the two need to run at the same time rather than in turn.
2
The person who creates demand does not sign the order. A consultant in critical care or hemato oncology decides what a patient receives. A purchase head decides what the hospital stocks. Reaching both inside the same account, in the same week, with the right message for each, is a coverage problem and it is mechanical.
3
Capacity is not coverage. In this category the binding constraint is usually plasma agreements on one side and hospital by hospital presence on the other, rather than anything technical. Both are reach problems. Both can be worked as a named list of several thousand seats instead of a territory a rep can drive around.
4
The export layer rewards whoever builds the list by hand. Because no register covers importers, agents and central medical stores in the countries that cannot fractionate locally, nobody can buy that list. It has to be assembled account by account, which is slow work and a durable advantage once it exists.
Built from public market data and published counts of licensed facilities in India, banded deliberately. Facility counts move between publications, and a licensed site is not the same thing as a buying organization, so these figures describe the reachable buying layer rather than an exact market size. Where no public register exists, that is said rather than estimated.
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