Pharma business expansion into new markets
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Should you use distributors or start with own Legal entity when going international? What are the benefits and what can be mayor pitfalls in each of these scenarios?
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A joint venture partnership involves sharing both equity and profits between partners. For example, one partner may contribute 70% of the capital and work at a below-market salary for a year, while the other contributes 30% of capital, guarantees a bank loan, and provides intellectual property, resulting in a 60/40 split of company ownership and profits. Company-owned outlets are stores directly owned and operated by a franchisor, identical in appearance to franchised outlets, and allowing the company to retain 100% of profits rather than sharing with franchisees. Dealerships and distributorships involve selling products to third parties at wholesale prices to establish distribution channels.
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1. The document discusses the various modes that firms use to enter international markets, including exporting, licensing, franchising, and interfirm cooperation.
2. It explains that licensing allows firms to capitalize on existing R&D without a large capital investment or involvement in foreign markets, but it may create competitors.
3. Franchising provides financial gains and allows market access but requires standardization and adaptation to local conditions. Interfirm cooperation can be used for market development and risk sharing.
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This document discusses various pricing strategies and programs that a company can use to adapt prices based on changing circumstances and opportunities. It covers geographical pricing to account for location-based differences, forms of international trade involving bartering or offsets, the risks of overusing discounts, and types of promotional pricing like loss leaders, rebates, and financing. It also explains differential pricing approaches like discriminating prices for customer segments, product versions, channels, locations, seasons, or early vs. late purchases. The goal is to help companies set prices that meet varying needs.
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This document discusses how companies can analyze competition within their industry. It outlines Michael Porter's five competitive forces model which identifies industry competitors, substitute products, potential entrants, buyers' bargaining power, and suppliers' bargaining power as key factors that determine the attractiveness of an industry. The document then provides tips for companies to identify their direct and indirect competitors based on satisfying similar customer needs. It also offers strategies for analyzing competitors' objectives, strengths, weaknesses, and strategies to determine how to position themselves against competitors. Finally, it stresses the importance of balancing a customer-centered approach with monitoring competitors.
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A joint venture partnership involves sharing both equity and profits between partners. For example, one partner may contribute 70% of the capital and work at a below-market salary for a year, while the other contributes 30% of capital, guarantees a bank loan, and provides intellectual property, resulting in a 60/40 split of company ownership and profits. Company-owned outlets are stores directly owned and operated by a franchisor, identical in appearance to franchised outlets, and allowing the company to retain 100% of profits rather than sharing with franchisees. Dealerships and distributorships involve selling products to third parties at wholesale prices to establish distribution channels.
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There are several types of retail ownership structures. Independent retailers make up the majority of stores but a smaller percentage of sales, while chains have bargaining power from centralized purchasing. Franchising allows franchisees to operate under an established brand in exchange for fees and royalties. Leased departments in department stores are rented spaces responsible for their own operations. Vertical marketing systems integrate manufacturing, wholesaling, and retailing to varying degrees under shared or single ownership.
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This document discusses the challenges companies face when sourcing goods from low-income populations and rural areas. Key challenges include the high costs of distributing supplies, collecting outputs, and monitoring suppliers in remote locations. Partnering with local organizations can help but often results in mismatched priorities or operational differences. Other common problems involve uncertain cash flows, gauging demand accurately, and difficulties with sales and distribution in fragmented markets. The document provides examples of solutions such as repackaging products, using credit, and teaming up with established local partners. It also notes risks such as damage to brand image that companies must consider when developing new business models to serve low-income communities.
Identifying competitors
This document discusses analyzing competitors and different types of competitors. It provides examples of industry competitors like Coca Cola and Pepsico. There are two main types of competitors: industry competitors, which are classified based on factors like product differentiation and barriers to entry/exit; and market competitors, which can help a firm tap into new markets while minimizing competition. The document advocates using "blue ocean thinking" to find unoccupied market positions that create real value innovation, like how a Belgian movie theater company created a unique low-cost cinema experience.
Modes Of International Business
1. The document discusses the various modes that firms use to enter international markets, including exporting, licensing, franchising, and interfirm cooperation.
2. It explains that licensing allows firms to capitalize on existing R&D without a large capital investment or involvement in foreign markets, but it may create competitors.
3. Franchising provides financial gains and allows market access but requires standardization and adaptation to local conditions. Interfirm cooperation can be used for market development and risk sharing.
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This document discusses various pricing strategies and programs that a company can use to adapt prices based on changing circumstances and opportunities. It covers geographical pricing to account for location-based differences, forms of international trade involving bartering or offsets, the risks of overusing discounts, and types of promotional pricing like loss leaders, rebates, and financing. It also explains differential pricing approaches like discriminating prices for customer segments, product versions, channels, locations, seasons, or early vs. late purchases. The goal is to help companies set prices that meet varying needs.
Chapter 11 Dealing With Competition
This document discusses how companies can analyze competition within their industry. It outlines Michael Porter's five competitive forces model which identifies industry competitors, substitute products, potential entrants, buyers' bargaining power, and suppliers' bargaining power as key factors that determine the attractiveness of an industry. The document then provides tips for companies to identify their direct and indirect competitors based on satisfying similar customer needs. It also offers strategies for analyzing competitors' objectives, strengths, weaknesses, and strategies to determine how to position themselves against competitors. Finally, it stresses the importance of balancing a customer-centered approach with monitoring competitors.
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This document discusses various forms of nontraditional retailing, including direct marketing, direct selling, and e-retailing. Direct marketing involves customers being exposed to goods through nonpersonal media like mail, phone or computer and ordering without visiting a store. It is a $300 billion industry in the US. E-retailing is the fastest growing form of nonstore retailing and allows retailers to reach geographically dispersed customers conveniently. Other nontraditional formats discussed are video kiosks and airport retailing which benefit from captive audiences.
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Every corporations is operating in a global marketplace. Even a takeaway down the street is competing with Mcdonalds for a pie of customer spend. If a corporation's competition is global why should not its market be the same.
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- Selecting markets through a preliminary evaluation of economic indicators, followed by an in-depth analysis of industry forecasts, entry conditions, competition, customers, and industry history.
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This document discusses different sales channel strategies for software companies, specifically comparing direct sales versus indirect/partner channels. It notes that indirect channels can help reach new geographies and customer segments in a more cost-effective manner by spreading sales and support costs across multiple product lines. However, direct sales may be preferable for large deals and customers. The document provides financial models comparing the profitability of different channels and qualitative factors to consider. It also outlines what resellers/partners look for in vendors, how they should be compensated, and keys to a successful partner program like transparency into results and treating partners as extensions of the company.
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- Evaluating products/services based on their competitiveness, market needs, and ability to be commercialized internationally. This determines what to offer in new markets.
- Selecting markets through a preliminary evaluation of economic indicators, followed by an in-depth analysis of industry forecasts, entry conditions, competition, customers, and industry history.
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- Indirect sales channels can provide a cost
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Pharma business expansion into new markets
- 1. Time for Business Expansion?
- 2. Decision is made, your pharma business is going international. But should you use Distributors or start your own Legal entity? What are the benefits and what can bee pitfalls of each of these two models?
- 3. Retail price Gross WS price NET WS price Investments ExW/CIP Price Distributor's Profit COGS After investments in Marketing &Sales, operations and other expenses Gross Margin Manufacturers basic profitability Distributor model Retail Margin Pharmacy margin WS Margin Mandatory and non-mandatory WS margins Distributor fee - difference between ExW/CIP and NET WS Price and/or marketing expense share PRO Significantly lower OPCO Experienced local teams, Distributors market knowledge and contacts Established relations with TA KOLs and KA CONTRA Less control over SF activities, portfolio cherry picking Product focus/seasonality on distributor Lower Gross margin and profitability Distributors model is interesting: Related to companies: a) Companies interested in international sales, no capabilities for expansion b) Medium to large companies focused on other markets; c) Companies that look for market/ sales creation before entrance with own entity; Related to market type: a) Small markets does not justify investment in time, people and money; b) Emerging markets out of current focus; c) Regional markets; distributor cover several markets with centralized communication to principal (Logistics, marketing, regulatory);
- 4. When is the time for Own Legal Entity: Related to companies: a) Company expanding territories, increasing recognition, brand value and M&A value; b) Expansion after acquisition; c) Market/ sales developed by distributors; Related to products: a) Products with established sales via distributors, transfer to own entity and portfolio enlargement; b) Acquisition entrance, distributors agreement termination; c) Specific products: Short time to market/ Satisfying target market value/ Added value products; Retail price Gross WS price Net CIP Price COGS Additional profitability after investments in Marketing &Sales, operations and other expenses Manufacturers basic profitability Gross Margin Own Legal Entity Retail Margin Pharmacy margin WS Margin Mandatory and non-mandatory WS margins PRO: Full control on portfolio and activities, Building company Identity, brand equity, recognition Logistic activities centralized (in compare with scenario of several distirbutors) Direct communications with authorities Higher Gross margin and profitability CONTRA: Significantly increased OPCO HR issues