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A N A L Y S I S  O F  T H E  B I O M E D I C A L  I N D U S T R Y
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A N A L Y S I S O F T H E B I O M E D I C A L I N D U S T R Y

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    A N A L Y S I S  O F  T H E  B I O M E D I C A L  I N D U S T R Y A N A L Y S I S O F T H E B I O M E D I C A L I N D U S T R Y Presentation Transcript

    • ANALYSIS OF THE BIOMEDICAL INDUSTRY: THE MIRANDOLA DISTRICT CASE
    • Definition of biomedical
      • three different business units:
      • pharmaceutical
      • biotechnologies
      • medical device technology industry (MDTI) (Mirandola)
    • MDTI – Industry Structure
      • 9000 companies in EU
      • 6000 in USA
      • 400 in Canada
      • In all areas companies are for 80% small-medium sized
    • MDTI – Products Areas
      • Complex technological products: the most profitable (x-rays, dental care, hortopedics, electromedical devices, etc)
      • Disposable: accessories, contact lens, canulas, DNA tests
    • MDTI – Market
      • Value: about 190 bln$
      • 100 bln$ in USA
      • 66 bln$ in EU
      • 24 bln$ in JAPAN
    • HEALTH AREAS
      • RENAL area:
        • Renal healthcare: (45 bln$) major deamand source, especially USA
        • Dialisys products: (8.3 bln$) sub-sector, involves directly Mirandola. 3 competitors (Gambro, SWE; Fresenius, GER; Baxter, USA)
    • HEALTH AREAS – 2
      • CARDIOVASCULAR area:
        • About 14 bln$, high concentration in cardiovascular products market
      • TRANSFUSIONAL area:
        • 1.4 bln$, growth rate 5%
    • MIRANDOLA: FIGURES
      • 35 direct-to-consumer companies and 35 intermediate product companies (6% revenues on final sales
      • 16% biomedical devices, 84% disposable
      • 2001:
        • 560 mln euros revenues
        • 3941 employees
    • MIRANDOLA: COMPANIES
      • 5 multinational groups control 5 major companies, which earn alone about the 80% of total sector revenues. Multinationals compete in both renal, transfusional and cardiovascular areas, hence the demand of biomedical devices and disposables produced in Mirandola district. The groups are:
      • GAMBRO: (21000 employees, swedish, 40 countries) leader in renal products and healthcare. Owns all over the world about 700 clinics where about 55000 patients are given treatments. Total revenues: 3.2 bln$
      • GAMBRO DASCO, Medolla, 710 employees
    • MIRANDOLA: COMPANIES - 2
      • B BRAUN: (29253 employees, german). 4 core divisions: anestetic products and services, rianimation and infusions (Hospital Care), surgical products (Aesculap), in-house patient care products (Outpatient Market), dialisys systems and products (MedTech). Tot rev: 2.7 bln$
      •  B BRAUN Carex, Mirandola, 111 employees
      • TYCO: (260000 employees). American multidivisional company, healthcare sector counts for 6.7 bln$ in revenues
      •  MALLINCKRODT DAR, Mirandola, 331 employees
    • MIRANDOLA: COMPANIES - 3
      • FRESENIUS: (66000 employees, German), mostly in USA. Fresenius Medical Care, 43445 employees, treats about 120000 patients. Tot rev: 5.5 bln$
      •  FRESENIUS Hemocare Italia, Cavezzo, 143 employees
      • SORIN GROUP: (4841 employees, Italian) cardiac rhythm control, cardiac surgery and vascular care. Tot rev: 671 bln$
      •  BELLCO, Mirandola, 404 employees
      •  DIDECO, Mirandola, 654 employees
    • DISTRICT STRUCTURE
      • 577 mln Euros revenues within the district
      • Percentage on total group revenues:
        • GAMBRO DASCO: 6.86%
        • DIDECO: 20.79%
        • BELLCO: 12.32%
        • MALLINCKRODT DAR: 0.58%
        • FRESENIUS HEMOCARE: 2.16%
        • B BRAUN CAREX: 0.96%
    • DISTRICT STRUCTURE - 2
      • Among control groups, just Tyco diversifies its activities in sectors different from the biomedical one.
      • The most important productions are biomedical devices and disposables, filter machines for dialisys, apparats and cases in atossic plastic, selftransfusion systems, etc.
      • GAMBRO and FRESENIUS main income area is USA (about 50-60% of total), while SORIN, TYCO and B BRAUN sell more in Europe
      • Controlled Mirandola companies direct sales mostly to controllants, followed by sanitary systems (public/private) and commercial third parts
    • DISTRICT STRUCTURE - 3
      • EBITDA:
        • GAMBRO DASCO: 9.41%
        • DIDECO: 18.93%
        • BELLCO: 14.00%
        • MALLINCKRODT DAR: 20.11%
        • FRESENIUS HEMOCARE ITALIA: 18.64%
        • B BRAUN CAREX: 1.91%
    • STRATEGIES
      • Relatively few competitors on global market
      • Necessity of continous innovation, cost reduction and organizational flexibility
      • Central factor: right allocation and management of networks hubs
      • Challenge: increasing capitalistic mentality in far-east could lead to the creation of large-dimensioned asiatic competitors (especially China)
    • STRATEGIES - 2
      • Defending strategies:
      • Protect technologic leadership not in a passive way (positional advantage) but active (overwhelming technologic improvement skills and better human resources
      • Exploit potential advantages resulting from chinese competitive opening
      •  Joint ventures in China aimed at producing disposable (low added-value products)
    • GLOBAL SCENARIO FOR MIRANDOLA
      • Increasing demand in sanitary specialistic areas
      • Cost-efficiency and and technologic superiority
      • Exploitation of the network potentiality, especially for R&D centers
    • MIRANDOLA: OVERVIEW
      • Mario Veronesi: founder and designer (Modena)
      • Pattern of development known as biomedical pyramid: small firms earn and develop thanks to research and innovations sold to larger organizations which exploit them
      • Mirandola  80% comes from disposable (differs from other districts because it is linked to more specific healthcare applications
      •  just a few portion involves complex technologic applications, which require huge investments and continous research, but grants better incomes
    • MIRANDOLA: OVERVIEW - 2
      • Strategic relevance of European market, but USA stand as the most profitative and attractive market, even if it is difficult to reach and serve
      • Asia acquires importance over years, growing in quantity and quality
      • Good management and satisfying operative results within the district, but dynamically less attractive than former periods
    • DANGERS AND THREATS
      • Lack of physical infrastructures (viability) and economical structures (public and private)
      • Collaboration and presence of laboratories and R&D structures is still too weak if compared to other districts
        • Joined to italian cronic lack of capital and resources, led firms to focus on disposable, the less technologic area (despite it is quite specialised)
        • This entails a future direct competition with China and Far East
    • FUTURE AND HOPES
      • Even if never solved, logistic issues have never prevented Mirandola from being competitive
      • Focus on quality of technics, still required by multinational controlling groups
      • New market opportunities (Asia)