Alzheimer’s disease (AD) remains incurable, and existing drugs only slow symptoms with limited effect, leaving early intervention needs unmet. To address this, we developed Neurobloom — a synthetic-biology-based probiotic capsule that produces sakuranetin and LPC in the gut to protect neurons via the gut–brain axis, with a dual safety suicide system ensuring biosafety. Our goal is to deliver a safe, science-based, and accessible early-intervention solution for people at risk of AD.

Figure:Mission, vision and goal of Neurobloom

As China rapidly enters an aging society, the middle-aged and elderly population is not only large in number but also increasingly becoming the main driving force of health consumption. In 2023, the Chinese middle-aged and elderly consumer market exceeded ¥14 trillion, and is projected to surpass ¥20 trillion by 2028. This trend shows that with growing health awareness, the demand for nutrition and wellness solutions in this demographic continues to expand.

Figure: China’s Middle-aged and Elderly Consumer Market Size

Despite their rising consumption power, there remain significant gaps in health and nutrition. Survey data indicates that satisfaction with medical and elderly care services is the highest, while satisfaction with health supplements is the lowest—particularly among the 45–54 and 65–74 age groups. This reflects persistent issues such as serious product homogenization, insufficient efficacy validation, and poor user experience. Moreover, the penetration rate of nutraceuticals in China is still far below that of developed countries, underscoring the urgent need for market education and scientific awareness.

Figure: Satisfaction Analysis of Middle-aged & Elderly Needs

With the acceleration of population aging and the rise of health awareness, the nutraceutical market continues to expand. In 2023, China’s nutraceutical market size exceeded ¥400 billion (≈USD 56 billion), with the middle-aged and elderly segment contributing the largest share, over ¥1.4 trillion (≈USD 196 billion). This vast market provides a solid demand foundation for innovative and science-based functional nutraceuticals, and creates unprecedented opportunities for Alzheimer’s early-intervention products.

Figure: Market analysis of Neurobloom

Having communicated with our stakeholders, we have confirmed the shortcomings of current Alzheimer’s disease interventions and the urgent need for a safe, science-based, and accessible early-intervention solution. Finally, we have identified middle-aged and elderly individuals at risk of AD, their families and caregivers, as well as healthcare and elderly care institutions as our potential customers.

Figure: Potential customers of Neurobloom

Neurobloom is designed as a health management solution for potential AD patients, aiming to enable early intervention through synthetic biology. Using E. coli Nissle 1917 as the chassis, we constructed an efficient biosynthesis system that stably produces sakuranetin and LPC, paving an innovative path for “living nutraceuticals” in AD prevention.

Figure: Three system of our program

Looking ahead, we will further explore the integration of Traditional Chinese Medicine (TCM) with synthetic biology. Communication with potential users revealed that the elderly show strong recognition and acceptance of TCM, providing new directions for product expansion and innovation.

Figure: Dialogue with TCM Experts

Discussions with TCM experts confirmed that certain traditional herbs—such as Acorus tatarinowii, Rehmannia glutinosa, and Chuanxiong—show unique potential in AD intervention, improving memory, regulating mood, and protecting neurons.

Building on customer feedback, market analysis, and product competitiveness evaluation, we further incorporated insights from experts in engineering and biology to validate and optimize our solution. Together, these efforts established a solid foundation for the feasibility, scalability, and innovativeness of Neurobloom—factors that are key to ensuring market success.

Feasibility

Market Potential

As China’s population structure shifts from a “pyramid” to a “pillar” shape, the trend of population aging has become increasingly prominent. By 2040, middle-aged and elderly individuals are expected to account for 55% of the total population, a 33% increase compared with 2010. This large demographic group is not only substantial in size but also possesses growing purchasing power, making it the most promising consumer segment of the future. At the same time, the rising number of Alzheimer’s disease patients places a heavy burden on families and society, highlighting the urgent demand for early intervention products. Together, these dynamics create a broad development space for innovative nutraceuticals.

Figure: China’s Population Pyramid

Product Competitiveness

Our Neurobloom project aims to develop an innovative probiotic nutraceutical through synthetic biology, providing a safe, science-based, and accessible solution for the early intervention of Alzheimer’s disease (AD). Through communication with potential customers, physicians, and elderly care institutions, we have confirmed the strong demand for products that are scientifically validated, economically affordable, and reduce the burden of medication.

Neurobloom directly addresses these core pain points by acting continuously through the gut–brain axis, thereby lowering patient dependence and easing caregiver challenges. At the same time, we have carefully examined the landscape of competing products, including existing drugs (such as donepezil), conventional nutritional supplements, and other early intervention strategies.

Based on an in-depth analysis of market demand and competitive dynamics, we conducted a SWOT analysis to provide stakeholders with a comprehensive perspective. The results demonstrate that Neurobloom, with its mechanistic innovation and controllable safety, stands out among similar products and opens a new pathway to alleviating the burden of AD.

Figure: SWOT analysis

PESTEL analysis is a strategic framework used to evaluate external factors that could impact an organization's operations and performance. It focuses on six key areas: Political, Economic, Social, Technological, Environmental, and Legal influences. This analysis helps businesses identify potential risks and opportunities in their market environment to make informed decisions.

Figure: PESTEL analysis

In addition, by comparing with other nutraceuticals on the market, we conducted a comprehensive assessment of our competitiveness. Neurobloom’s key advantages lie in its mechanistic innovation, high compliance, affordability, and controllable safety.

Figure: Analysis of Neurobloom’s Product Features

Scalability

From the outset, Neurobloom has been designed with scalability in mind. Using E. coli Nissle 1917 as the chassis strain, our production process can seamlessly integrate with standard industrial fermentation platforms, enabling a rapid transition from laboratory-scale to large-scale manufacturing. The application of synthetic biology ensures the stable production of sakuranetin and LPC, while the dual suicide system effectively reduces biosafety risks during scale-up. At the same time, the capsule formulation simplifies downstream processing, packaging, and distribution, making the product suitable for both clinical settings and the consumer health market. Within this scalable framework, Neurobloom can further evolve into a functional platform, incorporating additional active compounds to address a wider range of neurodegenerative diseases and aging-related health needs.

Figure: Application and implementation Flow

Inventiveness

Neurobloom distinguishes itself in early Alzheimer’s intervention with a pioneering design that integrates engineered E. coli Nissle 1917 and the gut–brain axis. By continuously producing sakuranetin, a neuroprotective flavonoid, together with LPC, a metabolite capable of crossing the blood–brain barrier, our approach delivers a synergistic effect that sets it apart from traditional drugs and dietary supplements. This strategy not only reduces treatment burdens but also enables safe, long-term intervention. Moreover, the inclusion of dual suicide systems ensures that engineered strains cannot persist outside the host, greatly enhancing biosafety. This combination of mechanistic innovation, safety control, and patient compliance underscores Neurobloom’s inventiveness and its unique position in the market.

Business model

Our business model canvas outlines a strategy for Alzheimer’s-related nutraceuticals, with the core objective of achieving sustainable and effective disease delay and intervention. By building partnerships with hospitals, nursing homes, and charitable foundations, we aim to deliver a cost-efficient yet impactful product. Leveraging synthetic biology approaches to regulate the gut microbiome and produce functional compounds, Neurobloom introduces an innovative “living nutraceutical” model that addresses the pain point of missed doses in traditional supplements. Our core users include high-risk groups and mild-to-moderate patients, with caregivers and elderly care institutions as important extended users. Revenue growth will be driven through subscription services, product sales, and IP licensing, while we consistently uphold strict quality and efficacy standards and expand the social impact of our brand.

Figure: Business model canvas

Milestones

After formulating the business model for Neurobloom, we further developed a milestone plan that outlines the R&D timeline and funding strategy. To ensure the product can be successfully brought to market, we must accomplish the following key tasks.

Figure: Milestones of Neurobloom

Selling strategies

Our sales strategy combines both B2C and B2B models. On one hand, we will reach elderly consumers—particularly those at risk of Alzheimer’s disease—directly through e-commerce platforms, our own website, and subscription services. On the other hand, we will partner with hospitals, nursing homes, and pharmacy chains to integrate Neurobloom into long-term health management programs. This dual-channel approach not only enhances brand recognition but also generates stable and recurring revenue.

In terms of cost and profitability, Neurobloom leverages the low-cost advantage of synthetic biology fermentation. Production and packaging account for approximately 25–30% of the retail price, while distribution and marketing expenses account for 30–40%, with the remainder allocated to R&D and patent amortization. Based on this structure, the projected gross margin is 40–50%, equal to or exceeding the industry average, while maintaining a more consumer-friendly price point—offering a better value proposition compared to existing supplements.

Financial analysis

1. Cost Structure

Leveraging synthetic biology fermentation and capsule formulation, Neurobloom maintains a relatively low production cost compared to existing supplements.

• Production & Formulation (fermentation, purification, encapsulation): ¥20–25 per box
• Packaging & Logistics: ¥8–10 per box
• Distribution Channels (e-commerce, pharmacies): ¥15–20 per box
• Marketing & Promotion: ¥10–15 per box
• R&D and Patent Amortization: ¥5–8 per box

2. Pricing Strategy

Neurobloom is positioned as a “premium yet affordable” probiotic nutraceutical:

• Retail Price: ¥150–200 per box (30 capsules / 1-month supply)
• Gross Margin: ~50–60%
• Comparison: Souvenaid (international reference product): ~¥450/month
• Conventional probiotics: ~¥100–200/month
• Neurobloom offers a clear cost–value advantage while maintaining higher differentiation.

Figure: competitor Souvenaid

3. Revenue Model

Neurobloom will adopt a diversified revenue strategy to ensure long-term growth:

• Core Product Sales: Direct-to-consumer via e-commerce platforms, complemented by partnerships with hospitals and nursing homes.
• Subscription Plans: Monthly/quarterly memberships to enhance adherence and secure recurring income.
• Value-added Services: Cognitive assessments, personalized nutrition guidance, and digital health monitoring to build a holistic health ecosystem.
• Licensing & Partnerships: Technology transfer and co-development with nutraceutical and pharmaceutical companies, expanding B2B revenue streams.

4. 3-Year Financial Projection

Assuming an average retail price of ¥180 per box:

Neurobloom is expected to achieve break-even by the end of 2028 and, with large-scale production and expanded partnerships, enter a phase of rapid revenue growth.

Resources

In our project, the definition of resources consists of two parts: the key partners and the resources we already possess. By making effective use of both, we can achieve greater efficiency in scientific research, product development, commercialization, and social outreach at every stage.

Key partners mainly come from the stakeholder network we established during our Human Practices process. Through continuous communication and interaction with them, we are able to gather authentic feedback, validate design directions, and optimize our project. At the same time, different partners can also provide us with multidimensional support: some institutions can offer financial or policy assistance, some experts contribute technical guidance and frontier knowledge, while some industry partners provide pilot scenarios and production facilities—together pushing our scientific achievements gradually toward commercial implementation.

The key resources we possess form the essential foundation that enables our team to conduct research and drive innovation. These resources include talents, facilities, funding, technology, and policy support. They not only ensure that we can complete experiments and development work, but also sustain us in gradually achieving large-scale production and market promotion.

Key Partners

• Financial institutions and angel investors
• Venture capital firms and financial advisors
• Universities and research institutes (synthetic biology, neuroscience, pharmacology)
• Hospitals, nursing homes, and caregiving institutions
• Original equipment manufacturers and fermentation factories
• CDMO platforms and business incubators
• Government and regulatory authorities
• Overseas partners and potential international market channels
• Industry experts (drug development, metabolic engineering, law, and intellectual property)

Key Resources

• Team expertise, research experience, and continuous commitment
• Skilled researchers with comprehensive capabilities
• Laboratory space, fermenters, freeze-drying equipment, and testing platforms
• Intellectual property and patent application capabilities
• Experience in product development and market promotion
• Technology transfer channels from laboratory to industrialization
• Collaborative resources with external organizations

Risk analysis

• Layers: Technical/Clinical, Biosafety/Regulatory, Manufacturing/Supply, Market/Customer, Legal/IP, Data/Privacy, Financial, Brand/Comms, ESG/Environment, Ethics.
• Scale: Likelihood (L/M/H) × Impact (L/M/H) with R/Y/G heatmap.
• Governance: Quarterly review; KPI triggers → CAPA workflow.

Table: Top-12 risks

Crisis Playbook

1. Tech/Quality: KPI trigger → CAPA meeting in 48h; quarantine lots; root-cause analysis; corrective plan within 72h.

2. Regulatory/Claims: Remove/replace materials within 1 business day; publish correction; re-audit asset library.

3. Safety/Environment: Any escape/disposal issue → activate BSL SOP, notify authorities/park; submit report within 7 days.

4. Comms: Single spokesperson; publish Q&A and timeline; update every 24h until closure.

Our exit strategy is designed to remain diversified and flexible, ensuring maximum value creation for all stakeholders.

• Mid-term: We will actively explore strategic acquisition opportunities by leading pharmaceutical and nutraceutical companies aiming to expand into the neurodegenerative disease prevention market. Such partnerships would accelerate Neurobloom’s clinical validation, global distribution, and market penetration.
• Alternative pathway: We may also pursue technology licensing and platform out-licensing of our synthetic biology chassis and proprietary probiotic strains to international collaborators, enabling recurring revenue streams without direct large-scale commercialization.
• Long-term: If Neurobloom demonstrates strong user adoption and sustainable revenue growth, we will consider an initial public offering (IPO) or a merger with a global healthcare conglomerate, thereby providing investors with scalable and sustainable returns.

This multi-path approach ensures resilience against market uncertainties and allows us to adapt dynamically, aligning with both short-term industry opportunities and long-term capital market potential.

Skills and Capabilities

Neurobloom is driven by a team of highly motivated high school students with diverse academic, cultural, and personal backgrounds. Each member contributes unique strengths—from experimental design and molecular biology to human practices, entrepreneurship, and creative design—ensuring the project remains both scientifically rigorous and socially impactful. Some team members bring strong scientific expertise, having prior experience in wet-lab research, while others excel in communication, business planning, and outreach, creating a well-balanced structure.

Our team also benefits from strategic affiliations with biotechnology incubators and academic mentors, which grant us access to advanced laboratories, professional feedback, and industrial connections. These combined skills and resources empower Neurobloom to bridge scientific innovation with practical implementation, building a foundation for both competition success and real-world translation.

Stakeholders

Following the principle of consumer-driven product design, we identified and prioritized key stakeholders essential to Neurobloom’s development. Using Mendelow’s Matrix, we mapped their levels of interest and power, which helped us refine strategies for engagement and co-creation.

Figure: Stakeholders map

• End-users (patients, families at risk of AD): High interest, medium power. They guide our design through surveys and feedback, ensuring accessibility and usability.
• Medical professionals (neurologists, geriatricians, nutritionists): High power, high interest. Their clinical insights validate safety and scientific rationale.
• Institutional partners (hospitals, nursing homes): High power, high interest. They provide testing grounds and adoption pathways for B2B deployment.
• Regulators and policymakers: High power, lower direct interest. Their guidelines shape our compliance and approval path.
• Biotech incubators and CDMOs: Medium power, high interest. They support scale-up, manufacturing, and quality assurance.
• General public and educational communities: Medium interest, lower power. They are key to awareness-building and reducing stigma around early Alzheimer’s interventions.

This mapping allowed us to structure tailored outreach—from professional interviews and pilot collaborations to public education and online engagement—ensuring that every stakeholder’s voice is reflected in Neurobloom’s design and implementation.

The introduction of Neurobloom is not only intended to provide a novel solution for early intervention in Alzheimer’s disease, but also to catalyze the broader application of synthetic biology in health management. In the long run, Neurobloom has the potential to reduce the heavy burden of caregiving on families and society, enhance the quality of life and independence of the aging population, and contribute to the building of a more sustainable healthcare system.

Beyond Alzheimer’s, the establishment of a functional probiotic platform offers opportunities to expand interventions to other neurodegenerative and aging-related conditions, thereby fostering innovation within China’s health industry and creating a global model for biotechnology-driven wellness.

At the same time, we recognize that large-scale adoption of such technology may bring challenges. Potential concerns include regulatory uncertainties, public acceptance of engineered probiotics, cost accessibility across diverse socioeconomic groups, and the need for long-term clinical validation. By proactively addressing these risks through rigorous safety design, transparent communication, and inclusive pricing strategies, Neurobloom aims to maximize its positive impact while minimizing unintended consequences.

1. Apostolova, L. G. (2016). Alzheimer disease. Continuum: Lifelong Learning in Neurology, 22(2), 419-434
2. Montero-Odasso, M., Ismail, Z., & Livingston, G. (2020). One third of dementia cases can be prevented within the next 25 years by tackling risk factors. The case “for” and “against”. Alzheimer's Research & Therapy, 12(1), 81.
3. NBC News, "FDA Approves Eli Lilly's Alzheimer's Drug That Slows Memory Decline" https://www.nbcnews.com/health/health-news/fda-approves-eli-lillys-alzheimers-drug-slows-memory-decline-rcna158794
4. JAMA Neurology, "Cost-effectiveness of Aducanumab and Donanemab in Early Alzheimer's Disease in the U.S." https://jamanetwork.com/journals/jamaneurology/fullarticle/2790531