Mexican supermarket industry is mainly characterized by a variety of types of consumers, mainly
marked by differences in purchasing power. Mexican industry self serves the needs of different consumers
through: (i) modern formats such as supermarkets, warehouses, hypermarkets and membership clubs; (ii)
traditional formats such as small independent sundries; and (iii) informal, such as farmers' markets and local street
vendors. This paper analyzes retrospectively the acquisition of the Gigante stores by Soriana from the theory of
industry, resources and capabilities, reviewing the situation of both companies in the diamond industry by Porter,
SWOT analysis themselves that theory.
Mexican supermarket industry is mainly characterized by a variety of types of consumers, mainly
marked by differences in purchasing power. Mexican industry self serves the needs of different consumers
through: (i) modern formats such as supermarkets, warehouses, hypermarkets and membership clubs; (ii)
traditional formats such as small independent sundries; and (iii) informal, such as farmers' markets and local street
vendors. This paper analyzes retrospectively the acquisition of the Gigante stores by Soriana from the theory of
industry, resources and capabilities, reviewing the situation of both companies in the diamond industry by Porter,
SWOT analysis themselves that theory.
1st Riyadh Marketing Club (Introduction to Business Development Management) ...Mahmoud Bahgat
#Mahmoud_Bahgat
#Marketing_Club
Join us by WhatsApp to me 00966568654916
*اشترك في صفحة ال Marketing Club* عالفيسبوك
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*اشترك في جروب ال Marketing Club* عالفيسبوك
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*Marketing Club Middle East*
25 Meetings in 6 Cities in 1 year & 2 months
Since October 2015
*We have 6 groups whatsapp*
*for almost 600 marketers*
From all middle east
*since 5 years*
& now 10 more groups
For Marketing Club Lovers as future Marketers
أهم حاجة الشروط
*Only marketers*
From all Industries
No students
*No sales*
*No hotels Reps*
*No restaurants Reps*
*No Travel Agents*
*No Advertising Agencies*
*Many have asked to Attend the Club*
((We Wish All can Attend,But Cant..))
*Criteria of Marketing Club Members*
•••••••••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
*Must be only Marketer*
*Also Previous Marketing experience*
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join other What'sApp group
*Marketing Lover Future Club Group*
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Intrest
*Also Can't attend*
If Working in
*Marketing Services Provider*
=not *Hotel* Marketers
=not *Restaurant* Marketers
=not *Advertising* Marketer
=not *Event Manager*
=not *Market Researcher*.
■■■■■■■■■■■■■■■■
■■■■■■■■■■■■■■■■
*this Club for Only Marketers*
Very Soon we will have
*Business Leaders Club*
For Sales Managers & Directors
Will be Not for Markters
●●●●●●●●●●●●●●●●●●●●
■ *Only Marketers* ■
*& EPS Marketing Diploma*
●●●●●●●●●●●●●●●●●●●●
Confirm coming by Pvt WhatsApp
*To know the new Location*
*#Mahmoud_Bahgat*
00966568654916
*#Marketing_Club*
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*اشترك بصفحة جمعية الصيادلة المصريين* عالفيسبوك
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www.TheLegendary.info
The Innovation Gap in Pharmaceutical Drug Discovery and New Models for R&D Su...Michael Hu
Whitepaper exploring the root causes behind Pharma Industry's widening Innovation Gap and discusses several R&D innovation models for addressing the productivity conundrum.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
Walgreens Boots Alliance ( NASDAQ: WBA ) ranks at number 17 on the Fortune 500 list of largest firms. Reportedly they are exploring options to take the company private which may also be a strong signal to other industry leaders that it is open to takeover offers. Regardless of what their ultimate goals are, they remain a global force in retail, pharmacy, wholesaler and other sectors. The company’s CEO, Stefano Pessina, has communicated Walgreens is actively pursuing more partnerships as a business strategy that enable it to generate revenue by asserting its corporate, financial, clinical and operations resources to build market access and revenue while disrupting competitors — without having to deploy funding for complete acquisitions that contribute to further to debt loads.
Primary elements of Walgreens Boots Alliance financial profile:
- Market capitalization of $50 billion
- Annual sales: $136.86 billion ( 2019 figures which represented a 5.8% increase over 2018 )
- Earnings: $3.982 billion
- Debt: $15 billion
- Ownership stake of 16% held by CEO Stefano Pessina
Strategic global attributes of WBA
- Business operations in more than 25 nations
- Over 415,000 employees
- More than 18,500 stores located in 11 countries
- Over 390 distribution centers servicing pharmacies ( including pharmacies not owned by WBA ), physician offices and healthcare provider organizations
- Ownership stake of 26% in AmerisourceBergen ( NYSE: ABC ), a global leader in healthcare wholesaler operations ranked at number 12 on the Fortune 500 list; annual sales of $153 billion
Key Points:
- Leading companies seeking strategic alliances with Walgreens
Kroger, McKesson, Microsoft and Prime Therapeutics collaborating with Walgreens
- Brand marketing, pharmacy, market access and technology partnerships driving revenue for Walgreens and partners
- Global and domestic market access, commercial synergies and profit in strategic partnerships
Read the article for complete details on each of the strategic partnerships Walgreens has in place with Kroger, McKesson, Microsoft, Prime Therapeutics
Contact John Baresky for additional details
1st Riyadh Marketing Club (Introduction to Business Development Management) ...Mahmoud Bahgat
#Mahmoud_Bahgat
#Marketing_Club
Join us by WhatsApp to me 00966568654916
*اشترك في صفحة ال Marketing Club* عالفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
*اشترك في جروب ال Marketing Club* عالفيسبوك
https://www.facebook.com/groups/837318003074869/
*Marketing Club Middle East*
25 Meetings in 6 Cities in 1 year & 2 months
Since October 2015
*We have 6 groups whatsapp*
*for almost 600 marketers*
From all middle east
*since 5 years*
& now 10 more groups
For Marketing Club Lovers as future Marketers
أهم حاجة الشروط
*Only marketers*
From all Industries
No students
*No sales*
*No hotels Reps*
*No restaurants Reps*
*No Travel Agents*
*No Advertising Agencies*
*Many have asked to Attend the Club*
((We Wish All can Attend,But Cant..))
*Criteria of Marketing Club Members*
•••••••••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
*Must be only Marketer*
*Also Previous Marketing experience*
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join other What'sApp group
*Marketing Lover Future Club Group*
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Intrest
*Also Can't attend*
If Working in
*Marketing Services Provider*
=not *Hotel* Marketers
=not *Restaurant* Marketers
=not *Advertising* Marketer
=not *Event Manager*
=not *Market Researcher*.
■■■■■■■■■■■■■■■■
■■■■■■■■■■■■■■■■
*this Club for Only Marketers*
Very Soon we will have
*Business Leaders Club*
For Sales Managers & Directors
Will be Not for Markters
●●●●●●●●●●●●●●●●●●●●
■ *Only Marketers* ■
*& EPS Marketing Diploma*
●●●●●●●●●●●●●●●●●●●●
Confirm coming by Pvt WhatsApp
*To know the new Location*
*#Mahmoud_Bahgat*
00966568654916
*#Marketing_Club*
http://goo.gl/forms/RfskGzDslP
*اشترك بصفحة جمعية الصيادلة المصريين* عالفيسبوك
https://lnkd.in/fucnv_5
■ *Bahgat Facbook Page*
https://lnkd.in/fVAdubA
■ *Bahgat Linkedin*
https://lnkd.in/fvDQXuG
■ *Bahgat Twitter*
https://lnkd.in/fmNC72T
■ *Bahgat YouTube Channel*
https://www.Youtube.com /mahmoud bahgat
■ *Bahgat Instagram*
https://lnkd.in/fmWPXrY
■ *Bahgat SnapChat*
https://lnkd.in/f6GR-mR
*#Mahmoud_Bahgat*
*#Legendary_ADLAND*
www.TheLegendary.info
The Innovation Gap in Pharmaceutical Drug Discovery and New Models for R&D Su...Michael Hu
Whitepaper exploring the root causes behind Pharma Industry's widening Innovation Gap and discusses several R&D innovation models for addressing the productivity conundrum.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
Walgreens Boots Alliance ( NASDAQ: WBA ) ranks at number 17 on the Fortune 500 list of largest firms. Reportedly they are exploring options to take the company private which may also be a strong signal to other industry leaders that it is open to takeover offers. Regardless of what their ultimate goals are, they remain a global force in retail, pharmacy, wholesaler and other sectors. The company’s CEO, Stefano Pessina, has communicated Walgreens is actively pursuing more partnerships as a business strategy that enable it to generate revenue by asserting its corporate, financial, clinical and operations resources to build market access and revenue while disrupting competitors — without having to deploy funding for complete acquisitions that contribute to further to debt loads.
Primary elements of Walgreens Boots Alliance financial profile:
- Market capitalization of $50 billion
- Annual sales: $136.86 billion ( 2019 figures which represented a 5.8% increase over 2018 )
- Earnings: $3.982 billion
- Debt: $15 billion
- Ownership stake of 16% held by CEO Stefano Pessina
Strategic global attributes of WBA
- Business operations in more than 25 nations
- Over 415,000 employees
- More than 18,500 stores located in 11 countries
- Over 390 distribution centers servicing pharmacies ( including pharmacies not owned by WBA ), physician offices and healthcare provider organizations
- Ownership stake of 26% in AmerisourceBergen ( NYSE: ABC ), a global leader in healthcare wholesaler operations ranked at number 12 on the Fortune 500 list; annual sales of $153 billion
Key Points:
- Leading companies seeking strategic alliances with Walgreens
Kroger, McKesson, Microsoft and Prime Therapeutics collaborating with Walgreens
- Brand marketing, pharmacy, market access and technology partnerships driving revenue for Walgreens and partners
- Global and domestic market access, commercial synergies and profit in strategic partnerships
Read the article for complete details on each of the strategic partnerships Walgreens has in place with Kroger, McKesson, Microsoft, Prime Therapeutics
Contact John Baresky for additional details
Using comics and graphic novels to support higher level thinkingMaria Selke
Background information about sequential art and comics, followed by teaching suggestions and a list of resources and the comics and graphic novels I shared during Confratute 2015
Model Agency Milano è considerata come agenzia leader nel modello di portafoglio germogli, modello di gestione, la promozione del modello, la pubblicità servizi fotografici e foto ritocco a Milano.
This document represents the Needs Analysis of the Dutch situation regarding the discussion on Zwarte Piet and the general situation of (perceived) social exclusion in the Netherlands in general.
The text has been drafted within the framework of the European project Talking about taboos.The project has been funded with support from the European Commission. The document reflects the view only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Pharmaceutical Competitive Intelligence: An Essential Pill in the Pharmaceuti...RNayak3
Discover how competitive intelligence in pharma generates insightful data highlighting the capabilities of pharma businesses to meet patient requirements.
Competitive Intelligence: An Essential Pill in the Pharmaceutical KitRNayak3
Discover how competitive intelligence in pharma generates insightful data highlighting the capabilities of pharma businesses to meet patient requirements.
Competitive Intelligence: An Essential Pill in the Pharmaceutical KitRNayak3
Discover how competitive intelligence in pharma generates insightful data highlighting the capabilities of pharma businesses to meet patient requirements. Source: https://www.wns.com/perspectives/articles/articledetail/123/competitive-intelligence-an-essential-pill-in-the-pharmaceutical-kit
Competitive Intelligence: An Essential Pill in the Pharmaceutical KitRNayak3
Discover how competitive intelligence in pharma generates insightful data highlighting the capabilities of pharma businesses to meet patient requirements.
Similar to emerging markets four entry strategies for small (20)
Competitive Intelligence: An Essential Pill in the Pharmaceutical Kit
emerging markets four entry strategies for small
1. White paper
>220
product launches
in 20 countries
supported since 2009
>7,100
sales reps
Executive summary
Emerging markets offer significant untapped sales potential for biopharma companies, but bringing a
new product to these markets can be complicated, costly and time consuming. This paper outlines the
obstacles small and mid-sized biopharma companies face when entering emerging markets, the benefits
and risks of different market access strategies, and how to choose an approach that delivers the most long
term value to their business.
Emerging markets:
Four entry strategies for small
and midsized companies
Evangelos Tryfonidis, Vice President of Business Development, Emerging Markets
2. Executive summary 1
Great potential, unknown risk 3
The right market strategy for you 3
1. Work with a big pharma partner 4
2. Work with a distributor 5
3. Go it alone 5
4. Partner with a global commercial solutions provider 6
How to choose 7
References 7
About the author 8
Table of contents
3. 3 | www.quintiles.com
Great potential, unknown risk
There is no question that emerging markets represent a significant opportunity for the biopharmaceutical
industry. The growth and increased age of local populations, improved prosperity, and government
initiatives to bolster access to better healthcare are predicted to drive sector growth that will likely
continue in the coming years. And the need in the communities for more robust pharmaceutical treatment
options is substantial. Populations in these countries suffer from myriad chronic health issues, including
diabetes, cancer, heart disease and others. China and India currently have the world’s highest population
of diabetics1
, in Russia cancer accounts for approximately 15 percent of all mortalities2
, and in Brazil
cardiovascular disease and cancer are the leading causes of death and disability3
.
At the same time, growth in developed markets, including the U.S. and the UK, appears to be steadily
slowing, with spending slightly below global averages meaning emerging markets aren’t just a nice to have
side business. In the coming years they are likely to represent larger swathes of sales volumes, making them
vital to long term profitability. While these countries still have relatively low price thresholds, the large volume
of need makes them important strategic destinations for biopharma companies, but only if they can develop
targeted market plans that address the unique needs of local consumers, physicians, regulators and payers.
But bringing a new drug to market in Russia, Turkey, Mexico, Brazil or any other emerging market
destination can be fraught with risk. Shifting regulations, lack of an existing sales network, unfamiliar
marketplace mechanics, and uncertainty about local laws and IP protection are just a few of the challenges
that biopharma companies face when they try to break into a new emerging market. Larger biopharma
companies often have the time and resources to establish the necessary infrastructure, relationships and
feet on the ground to establish their brand in these destinations, but for small and mid-sized companies
who may have smaller pipelines, choosing the right strategy is more complicated.
The right market strategy for you
There are four paths that small and midsized biopharma companies can choose when entering an emerging
market. These include partnering with big pharma; working with a distributor, going it alone, or
partnering with a commercial solutions provider. Each of these models offers a unique set of benefits
and rrisks; however, choosing the approach that is right for a company will depend on their strategic intent.
Maximizing both short term profit and long term value often presents conflicts, and companies will need to
decide which to focus on based on the strategic importance they place on entering the market in question
and their willingness to allocate incremental investment to entry in new markets.
Shifting regulations, lack of
an existing sales network,
unfamiliar marketplace
mechanics, and uncertainty
about local laws and IP
protection are just a few
of the challenges that
biopharma companies face
when they try to break into a
new emerging market.
4. 4 | www.quintiles.com
1. Work with a big pharma partner
When entering an unknown emerging market, many small and midsized companies often look for a partner
who already understands the particular complexities that exist there. When possible, that partner will be a
larger biopharma company that already has existing infrastructure, capabilities and networks in the country,
and can help them navigate the legal and commercial landscape.
There are many short term benefits from this model. Partnering with big pharma eliminates a lot of the early
entry risks and costs associated with building infrastructure and developing a team, while linking the unknown
product to a well-established brand name and team. It also means they can likely ramp-up the sales cycle
sooner than if they had started from scratch, all while requiring less time or effort.
But long term, the benefits of this model are less clear. When companies enter these partnerships they
can often become a small fish in a very big pond. In most cases control of the sales strategy and product
messaging is heavily compromised when relying on the partner to effectively deliver a product to market. Yet,
a big pharma company’s priorities will often be to build a market strategy that benefits their own portfolio first,
which means the smaller company’s product may get sidelined, the price may be lowered, or the dedicated
sales team may be insufficient, limited to a niche market, or pulled in too many different directions. This can
dilute the value of the smaller company’s product in that marketplace, and lower the broader value of their
product portfolio. The company also sacrifices the opportunity to build its local relationships, expertise and
corporate brand presence in the country, limiting their ability to expand independently in the future.
Figure 1 – Comparison of market entry strategies with their trade-offs
Market entry strategies
A number of options with different trade-offs are available to partner
Build own
presence
Partner with
pharma
Partner with
commercial
provider
Work with a
distributor
Ease of implementation
Strategic control
Economic benefit
Capability level
Local knowledge
transfer
Focus on product
without dilution
Compliance, quality &
governance approach
Low Medium High
5. 5 | www.quintiles.com
2. Work with a distributor
Small and midsized companies may also opt to work with a global distributor for many of the same reasons
mentioned above. These distributors have established networks and sales processes, and understand the
rules and regulations governing the pharma marketplace. Like working with big pharma, this saves the smaller
company the cost, effort and hassle required to build their own infrastructure, and they get the product to
market more quickly. But again, the short term benefits may not be worth the long term sacrifices.
As with big pharma, smaller companies give up control of their market strategy and miss the opportunity
to establish relationships with local KOLs when they work with a distributor. Often in these partnerships,
the product may make it to pharmacy shelves, but with little targeted marketing effort or supporting sales
initiatives, it can struggle to gain a foothold in new markets. And just like big pharma, distributors have a
whole portfolio of products to sell and will accordingly make marketing decisions based on the needs of their
entire portfolio – not just a single product.
These companies are also relying on distributors to understand and adhere to the intricacies of any regulatory
issues related to their product, and the broader laws and regulations that govern that country’s pharma
sector. When choosing this model, they must do their due diligence to be sure the distributor’s strategies align
with their own corporate policies on these matters.
3. Go it alone
In the long run, going it alone is the most financially beneficial route to take, because it represents the best
chance that the product will get the right marketing attention and product messaging, and that its value to the
company will remain fully intact. It can also be an important step in a company’s strategic plans if it is seeking
to expand its global presence and to gain a permanent foothold in that burgeoning new market.
But in the short term, small and midsized companies will need to address many challenges in bringing this
model to fruition. Entering an emerging market with no experience or infrastructure in place can be a risky
process that requires significant time, investment and a willingness to make mistakes before the business
team figures out the landscape for the product and the company. The rules governing each country are
different, and business leaders need to be certain they are adhering to the laws and rules of that country,
or they risk fines, delays and other obstacles that can setback their market plan. For example, in Brazil, a
pharma company must have a legal entity established in the company’s name before they can begin any
regulatory submission processes. That means the company either has to purchase an existing pharma
business, which can be expensive; purchase a shell entity established for this purpose, which can be less
expensive but more risky; or build a corporation from scratch, which is arguably the safest choice but can add
18 months or more to the launch timeline.
These companies also have to deal with all of the operational issues, including training sales reps, building
relationships with physicians and regulators, confirming they have all of the equipment and labs necessary
to do business, and making sure they understand and have completed all licensing steps, compliance
requirements, and paperwork needed to legally bring that product to market.
None of these obstacles is insurmountable, but they do require significant capital and time to be successful,
an important strategic consideration.
Entering an emerging
market with no experience
or infrastructure in place
can be a risky process that
requires significant time,
investment and a willingness
to make mistakes before the
business team figures out the
landscape for the product and
the company.
6. 6 | www.quintiles.com
4. Partner with a global commercial solutions provider
The fourth option is to partner with a commercial solutions provider that acts as a seasoned representative
and guide for that company in the marketplace. Small and midsized companies that chose this model get
many of the early benefits of partnering with big pharma or a distributor, as well as the long term benefits of
going it alone.
In the short term, they can take advantage of the extensive local knowledge and existing infrastructure,
technology and headcount of the global commercial solutions provider who will have already established
relationships with payers, providers, pharma and patient communities in that marketplace. This can also be
provided from a support and administration perspective, comprising staffing, training, HR, IT and finance.
These tools, relationships and teams can be immediately leveraged to support a new product market
strategy, which will dramatically shorten the time it takes to bring that product to market.
This model does require an up-front investment on the part of the product owner, but in exchange, that
company maintains full control of their portfolio, as well as the messaging, pricing and go-to-market plan.
When working with a commercial solution provider, each product has its own dedicated sales force and
strategy, so the marketing plan never gets diluted to meet the needs of another brand. And if the product
owner’s goals for that product change, the market strategy can be adapted to accommodate it. For example,
the owner may decide to add or subtract sales reps based on early numbers, or redeploy a sales team from
one city to another to take advantage of current market conditions.
From a long term standpoint, the owner company also benefits from being able to establish their own roots in
the community under the tutelage of the commercial solution provider team. Unlike other partnership models,
in this scenario, the product owner can opt to eventually take over the sales process, moving headcount onto
their own books, and proceeding forward with the market process entirely under their own banner. This gives
them the long term strategic advantage of going it alone while avoiding short term mistakes, and ensures
they never have to give up control of that products market destiny. In short, this final option can offer speed,
flexibility and risk mitigation, not to mention enhanced control.
Figure 2 – Components of a market entry solution
Legal entity
Medical/Regulatory Commercialization Supply & distribution
Quality, governance and
compliance
Dossier preparation
Agency interaction
Brand management Importation
Integrated compliance
approach
Clinical trials
Market access
Value dossier
Warehousing
Medical information and
pharmacovigilance
Managed markets
Contracting
Distribution
Patient support Market research
Medical communications Commercial analytics
Medical science liaisons Field force operations
Partnering with
a commercial
solutions provider
can offer small
and midsized
companies many
of the early benefits
of partnering with
big pharma or a
distributor, as well
as the long term
benefits of going
it alone.
7. 7 | www.quintiles.com
References
1. http://www.bloomberg.com/news/2013-09-03/china-catastrophe-hits-114-million-as-diabetes-spreads.html
2. http://www.pmlive.com/pharma_intelligence/the_rise_of_chronic_disease_in_bric_markets_487936
3. http://www.pmlive.com/pharma_intelligence/the_rise_of_chronic_disease_in_bric_markets_487936
How to choose
There are many factors to consider when developing an emerging market entry plan, and business leaders
want to be sure they have looked at all of the short and long term benefits and risks before making a decision.
When companies take the time to build a solid business plan, and consider how the choices they make today
will align with their current access to capital, individual product goals and long term strategic expectations,
they will make the best decision for the product, the portfolio and their own bottom line.