Your SlideShare is downloading. ×
0
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Avoiding invasive tactics when conquering markets by fernando ferrer mpllc   nyc
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Avoiding invasive tactics when conquering markets by fernando ferrer mpllc nyc

85

Published on


Avoiding invasive tactics when conquering markets
By Fernando Ferrer. Multinational Partnerships LLC. NYC, USA. 2012
Abstract
Entering into and succeeding in Global, Latin-American and Emerging markets demands not only a deep analysis but real international experience, a wide range of skills, and culture sensitivity.
This presentation outlines the global perspectives of the organizations and their leaders, tackling then business in Latin America and in the life science market.

Published in: Business, Economy & Finance
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
85
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Avoiding invasive tactics when conquering markets Fernando Ferrer. BS, MBA September 29, 2012 New York City-Microsoft Building
  • 2. Avoiding invasive tactics when conquering markets Abstract Entering into and succeeding in Global, LatinAmerican and Emerging markets demands not only a deep analysis but real international experience, a wide range of skills, and culture sensitivity. This presentation outlines the global perspectives of the organizations and their leaders, tackling then business in Latin America and in the life science market. Fernando Ferrer. Multinational Partnerships 2
  • 3. from Domestic … to Global business Fernando Ferrer. Multinational Partnerships 3
  • 4. Globalization is a continuous process of worldwide interconnections A global business strategy should be doing everything the same everywhere Fernando Ferrer. Multinational Partnerships What works in one country, fails in another. Because national differences still matter. 4
  • 5. if national differences still matter, What can a Global firm do? Think globally Embrace diversity Fernando Ferrer. Multinational Partnerships Decentralize Set few standardized polices Create links around the processes Manage tradition and change 5
  • 6. …and a Global leader? Diversity of experience Skills to build successful partnerships Cultural sensitivity and awareness to get the message across Fernando Ferrer. Multinational Partnerships 6
  • 7. Heading to Latin America
  • 8. understand the environment from different perspectives Global Country Industry Internal Fernando Ferrer. Multinational Partnerships 8
  • 9. Latin American Alliances CELAC - Comunidad de Estados Latinoamericanos y Caribeños Mercosur - Mercado Común del Sur / UNASUR, 12 South American Countries CAN - Comunidad Andina de Naciones SICA / SIECA - Sistema de la Integración Centroamericana Caricom - Comunidad del Caribe ALBA - Alianza Bolivariana para los pueblos de nuestra America OEA - Organización de los Estados Americanos NAFTA - North American Free Trade Agreement Bilateral free trade agreements with other Nations and Economic Alliances Fernando Ferrer. Multinational Partnerships 9
  • 10. entering into “new” markets similar hurdles faced in established markets … regulations., quality, compliance market awareness & promotion competition, costs pricing, market access & distribution channels resources and infrastructure …but they need to be addressed with Fresh Eyes Fernando Ferrer. Multinational Partnerships 10
  • 11. Fresh Eyes understand the market’s dynamics use bottom up approach Fernando Ferrer. Multinational Partnerships 11
  • 12. address the countries’ demands deep and rigorous analysis to take informed decisions in an ambiguous multicultural environment clear objectives, strategy, organization, people, resources, skills commitment, flexibility Fernando Ferrer. Multinational Partnerships 12
  • 13. connect with the targeted Country and Region from different perspectives invest in learning Industrial Technological Political Social Economical Fernando Ferrer. Multinational Partnerships Natural Environment 13
  • 14. avoid invasive tactics conquer the market by understanding it: business development understand the rational and the emotional culture partner & learn with local experienced organizations engage with the local culture and community demonstrate local commitment divide risk by partnering with players that are looking to grow through innovation spend time with international customers lead with Senior decision-makers building trusts takes time show cultural sensitivity Fernando Ferrer. Multinational Partnerships 14
  • 15. specific market approach eliminate complexity in the processes Fernando Ferrer. Multinational Partnerships 15
  • 16. lead the change against “Not Made Here” Fernando Ferrer. Multinational Partnerships 16
  • 17. Procedures, controls and ensuring quality, ethics and compliance must support business development and innovation Fernando Ferrer. Multinational Partnerships 17
  • 18. Regional & Country Strategies aligned with the Corporation and the Market Business Models, Plans and Life Cycles Expansion & growth • Organic / M&A , JV , Alliances / Distribution , Partnership Financial goals and cash flow • Revenue / Profit Product portfolio and Marketing strategies • Proprietary / Generics / Holistic Approach Commercial & Industrial organization • In-company / outsourcing - mixed / investments , infrastructure Pricing & Served markets • Global / Country / Access Fernando Ferrer. Multinational Partnerships 18
  • 19. Expansion & Growth models different needs, benefits and time to market Organic High Time and Resources consumption Gain experience Follows the Corp model M&A, JV, Alliances Time Savings Distribution, Partnership Less Investment & profit High Cash Investment. Integration is key Fernando Ferrer. Multinational Partnerships Communication and alignment 19
  • 20. Product Portfolio / Product Mix • select the products that make sense to the market • new expensive therapies are difficult to commercialize • different demographics and diseases from US and EU • Wide range of registration timelines and requirements Fernando Ferrer. Multinational Partnerships 20
  • 21. Price and Place • For pricing approval, Governments are requesting pharmacoeconomic studies showing benefits • discounts and exchange rates of local currencies affect the forecast & marketing plans • autonomy among the Business and Therapeutic Areas avoid the bargain of the portfolio • invest on developing partnerships with the multiple distribution channels Fernando Ferrer. Multinational Partnerships 21
  • 22. Promotion and Communication channels • push and pull messages locally tested and validated throughout multilevel channels • local market research and holistic vision including all the stakeholders • follow and innovate on the traditional and digital channels Fernando Ferrer. Multinational Partnerships 22
  • 23. Integrate Clinical, Technical, Operational and Growth Strategies • impact on Latin American and Emerging markets must be considered at early stages • production scale is key for cost leadership and market share after LOE Fernando Ferrer. Multinational Partnerships 23
  • 24. Brands and Intellectual Property (IP) • remain global and differentiate yourself from local competitors • protect Brands and IP from noninternational practices or corruption Fernando Ferrer. Multinational Partnerships 24
  • 25. Human Resources (HR) and Structure • resources in headquarters providing dedicated support and guidance to the local business • local organization fully dedicated to the local operation • integrate the organization across the boundaries • higher demand of experienced talent, exchange rates and inflation impact the HR costs Fernando Ferrer. Multinational Partnerships 25
  • 26. Bottom Line • achieve profit as the ultimate goal • invest within the local communities • think long term Fernando Ferrer. Multinational Partnerships 26
  • 27. Thank you Fernando Ferrer Multinational Partnerships LLC info@multinationalpartnerships.com +1 908 219 9291

×