IMS Health’s Thailand GM Amit Backliwal explains the central role that the three government reimbursement schemes play in Thailand’s pharmaceutical market and how recently enacted spending limits on government healthcare schemes have left MNCs struggling to adapt. This new arena makes placement on the National List of Essential Drugs (NLED) critical, say Backliwal. Click to learn how to get your products placed on the NLED.
The 2016 IMS APAC Insight Magazine provide insights to unveils new areas of play, new methodologies and new geographies that are poised to disrupt the healthcare landscape in this region.
The Growing Pharmaceutical Business in Latin America. By Fernando Ferrer. Mul...Fernando Ferrer, MBA
Presentation at the Meadowlands Chamber of Commerce. NJ, USA
Fernando Ferrer, MBA - October 30, 2013
The challenges of the Pharmaceutical business in Latin America
The global pharmaceutical retail market is forecasted to reach US$ 1.2 trillion by 2017.
The 33 Latin American countries when taking together possess certain regional common characteristics in their political, geographical, socio-economic, racial and cultural profile; but many peculiarities and differences that range from infrastructure to local regulations and market access, all of which must be understood in order to create and implement business strategies to capture the market of 600 million people.
Brazil, Mexico, Argentina and Venezuela rank already on the top 20 worldwide pharma markets. At a Compound Annual Growth Rate (CAGR) of 12% in 5 years, the sales forecast of the top 7 Latin American markets will reach close to US$ 110 billion, boosting the growth of other regional countries and life science markets.
During the presentation we will discuss on key factors to succeed when entering in these growing markets.
The document discusses the pharmaceutical industry outlook in Southeast Asia. It provides overviews of the markets in Vietnam, Thailand, the Philippines, Indonesia, and Malaysia. Some key points discussed include:
- The region has seen rapid growth in the pharmaceutical sector driven by economic growth and demographic changes. Competition remains fierce with both local and global players.
- All of the countries discussed have seen rises in non-communicable diseases like cancer and diabetes, driving pharmaceutical market growth. However, price controls and focus on cost-efficiency limit market potential.
- Most of the countries have trade deficits as they rely heavily on imports for active pharmaceutical ingredients and finished drugs. Local industries focus on generics while multinationals provide innovative medicines.
The insights driving superior healthcare outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region, delivering fresh perspectives on how to navigate through the challenges and opportunities in Asia-Pacific pharmaceutical market.
The insights driving superior healthcare
outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region to engage in conversations about the forces that are shaping healthcare in Asia - and the strategies necessary to surge ahead of the competition
Pharmaceuticals: KHR718bn (US$178mn) in 2011 to KHR806bn (US$193mn) in 2012; +12.2% in local currency terms and +8.8% in US dollar terms. Growthforecast unchanged from Q312, although we have adjusted the absolute value following reassessment of the market size.
The 2016 IMS APAC Insight Magazine provide insights to unveils new areas of play, new methodologies and new geographies that are poised to disrupt the healthcare landscape in this region.
The Growing Pharmaceutical Business in Latin America. By Fernando Ferrer. Mul...Fernando Ferrer, MBA
Presentation at the Meadowlands Chamber of Commerce. NJ, USA
Fernando Ferrer, MBA - October 30, 2013
The challenges of the Pharmaceutical business in Latin America
The global pharmaceutical retail market is forecasted to reach US$ 1.2 trillion by 2017.
The 33 Latin American countries when taking together possess certain regional common characteristics in their political, geographical, socio-economic, racial and cultural profile; but many peculiarities and differences that range from infrastructure to local regulations and market access, all of which must be understood in order to create and implement business strategies to capture the market of 600 million people.
Brazil, Mexico, Argentina and Venezuela rank already on the top 20 worldwide pharma markets. At a Compound Annual Growth Rate (CAGR) of 12% in 5 years, the sales forecast of the top 7 Latin American markets will reach close to US$ 110 billion, boosting the growth of other regional countries and life science markets.
During the presentation we will discuss on key factors to succeed when entering in these growing markets.
The document discusses the pharmaceutical industry outlook in Southeast Asia. It provides overviews of the markets in Vietnam, Thailand, the Philippines, Indonesia, and Malaysia. Some key points discussed include:
- The region has seen rapid growth in the pharmaceutical sector driven by economic growth and demographic changes. Competition remains fierce with both local and global players.
- All of the countries discussed have seen rises in non-communicable diseases like cancer and diabetes, driving pharmaceutical market growth. However, price controls and focus on cost-efficiency limit market potential.
- Most of the countries have trade deficits as they rely heavily on imports for active pharmaceutical ingredients and finished drugs. Local industries focus on generics while multinationals provide innovative medicines.
The insights driving superior healthcare outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region, delivering fresh perspectives on how to navigate through the challenges and opportunities in Asia-Pacific pharmaceutical market.
The insights driving superior healthcare
outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region to engage in conversations about the forces that are shaping healthcare in Asia - and the strategies necessary to surge ahead of the competition
Pharmaceuticals: KHR718bn (US$178mn) in 2011 to KHR806bn (US$193mn) in 2012; +12.2% in local currency terms and +8.8% in US dollar terms. Growthforecast unchanged from Q312, although we have adjusted the absolute value following reassessment of the market size.
South East Asia Pharmaceutical Markets Jamie Davies October 2014jamiedavies12345
The document discusses trends in the pharmaceutical market in Southeast Asia. It forecasts strong growth in the region but identifies risks like protectionism, intellectual property issues, and pricing and reimbursement challenges. The economy is expected to outperform globally and universal healthcare is becoming more politically important. Companies need region-specific strategies given the diversity across Southeast Asian markets that are undergoing economic and regulatory integration.
Healthcare and Pharma Brands across APAC NationsSumit Roy
This document summarizes key insights from an issue of the IMS Asia-Pacific Insight Magazine. It discusses the burgeoning over-the-counter (OTC) drug market in Asia-Pacific, which has significantly outpaced global OTC growth for the past three years. Within Asia-Pacific, developed OTC markets like Australia, Japan, Singapore, and the Philippines have established norms of self-medication and OTC advertising. However, developing markets still have developing consumer mindsets and less accessibility. The document advocates understanding differences between developed and developing markets to effectively capture opportunities in the growing Asia-Pacific OTC market.
1) The introduction of smartphones in China has propelled its healthcare industry into new areas, but mHealth has not yet dominated due to issues like unmet doctor needs, poor medical coverage, and lack of trust in reliability.
2) A successful example is Sanofi's diabetes mHealth program providing rural residents access to medical experts, and helping companies understand patient needs.
3) Customizing doctor information on platforms like "Ding Xiang Yuan" and "Chunyu Yisheng" allows companies to deliver individualized options to gain insight into doctor needs in the market.
An introduction to Myanmar's current healthcare system with an eye on whether the country is ready for meaningful foreign direct investment in the sector.
The document discusses the history and context around why the United States does not have universal healthcare. It traces the evolution of the healthcare system from the early 1900s through various reforms. While many argue universal healthcare could help prevent deaths and bankruptcy, others believe it would burden taxpayers as it is not free. Historically, the US healthcare system has undergone shifts between private and public involvement through reforms. Legislatively, the checks and balances system and power of private sectors have made it difficult for universal healthcare legislation to pass due to concerns over costs and government control of the economy.
Healthcare services ; pharmaceutical market of myanmarAccord Healthcare
This report consolidates the main developments of the pharmaceutical market in Myanmar over the last decade. Among the APAC Markets, Myanmar is catching the most attention after the Vietnam. The report provides in-depth information on the healthcare medical system & Pharmaceutical market of Myanmar.
Understand more about the Awareness, Affordability and Access strategic framework to drive success for global pharma companies engaging with Asian Markets.
IPHA Healthcare Facts and Figures provides detailed facts and figures about healthcare in Ireland and the pharmaceutical and healthcare industry both nationally and globally across the following areas: Healthcare Today, Self-Care Today, Demographic Trends, Healthcare Tomorrow, The Medicines Industry, Medicines in the Community and Medicines and Global Health
Pharma’s Future – A market entry strategy for emerging marketsNaveen Kumar
The document discusses a market entry strategy for an emerging pharmaceutical company in emerging markets. It analyzes the political, economic, social and technological environments in Tanzania, Indonesia, and Panama. It recommends focusing on Indonesia to capture rising South Asian markets. The document also discusses conducting a PEST analysis, assessing risks, and developing internal strategies to achieve future growth goals. Key risks include increased competition, pricing pressures, policy uncertainty, and access to resources. The company aims to have a long-term positive impact through a proposed "Live a HAPPY Life" CSR campaign focusing on health awareness, treatment access, and community partnerships across the three countries.
The document discusses the outlook for the medical device market in Indonesia, noting that spending on healthcare is increasing along with the economy and population. It provides an overview of the key segments in the medical device market and predicts strong growth in the coming years, especially with the implementation of universal healthcare coverage. Regulations around medical device registration and imports are also examined.
The document summarizes a PwC study on opportunities for pharmaceutical companies in China's county-level hospital market. Some key points:
- China's county-level hospital market (Tier 6-7 cities) is estimated at $200 billion currently and is poised to become the largest sector and main driver of growth in the coming decades.
- County hospitals have improved infrastructure and attract patients from rural areas, maintaining 20-30% annual growth even as China's overall market growth slows.
- However, few domestic or international drug companies have penetrated this market currently. Understanding local needs, regulations, and developing new business models will be critical for companies to succeed.
As the economy continues to grow in Myanmar, one of the areas that has seen a major overhaul is the healthcare industry. This Research Note from Ipsos Business Consulting explores the healthcare sector in Myanmar, including their healthcare systems and facilities, opportunity sectors and medical tourism.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Indian pharmaceutical market outlook enhanced purchasing powerAnil Gangwar
The Indian pharmaceutical market is growing rapidly due to factors such as increased healthcare spending, rising incomes, and expansion of healthcare access in rural areas. Rural and tier 2/3 cities now account for a major share of sales and are attracting more investment from large pharmaceutical companies seeking future growth opportunities. The market is expected to continue growing strongly, with certain therapeutic segments such as diabetes drugs experiencing especially high growth. Government efforts to improve infrastructure and encourage public-private partnerships will further aid expansion of the sector.
Indian healthcare sector is expected to grow significantly over the next decade to reach US$372 billion by 2022. Key growth drivers include rising incomes, greater health awareness and demand for quality services. Healthcare infrastructure has also expanded rapidly with the number of doctors and medical colleges increasing. Notable trends in the sector include the emergence of telemedicine, expansion of services to tier-2 and tier-3 cities, and a shift from communicable to lifestyle diseases. The government aims to increase healthcare spending and develop India as a global healthcare hub through various initiatives.
This document provides an overview of the healthcare systems in India and Bangladesh, including public and private hospitals. It finds that India has over 16,000 total hospitals compared to 1,683 in Bangladesh. Approximately 60% of hospitals in Bangladesh are public compared to 75% in India. The document also examines population statistics, healthcare expenditures, innovation, and recommendations for improving healthcare access and quality in both countries.
Healthcare sector update march 2013 ibefbrandsynapse
The document discusses the healthcare market in India. It notes that the healthcare revenue in India is projected to reach $280 billion by 2020, growing at a CAGR of 12% from 2012-2015. Private sector accounts for 68% of total healthcare spending in India in 2011. Key segments of the healthcare market include hospitals, pharmaceuticals, medical equipment and supplies, and medical insurance. Hospitals account for 71% of total healthcare revenues in India. The market is expected to benefit from rising incomes, increasing health awareness, lifestyle diseases, and greater health insurance penetration.
The document provides an overview of the Indian healthcare sector in May 2014. It discusses key metrics of the sector such as total healthcare expenditure reaching USD90.4 billion in 2013. Hospitals account for the largest share of healthcare expenditure at 71%. Growth drivers for the sector include increasing population, rising incomes and health insurance penetration. Challenges include lack of infrastructure and manpower as well as inaccessibility and high costs of healthcare services. The healthcare market is projected to grow at a CAGR of 15% to USD158.1 billion by 2017, driven primarily by rising per capita expenditure and technological advancements.
This document discusses how the global healthcare profit pool will shift between 2010 and 2020. It predicts that the total profit pool will grow at 4% annually from $520 billion to $740 billion over this period. However, profitability will decline for most players as the sources of growth and margins change significantly between sectors and regions. Innovative pharmaceutical and medical technology companies will see much slower growth and declining margins. In contrast, providers of healthcare delivery and lower-margin sectors like generics will capture a larger share of profits. To remain competitive, companies will need to develop new business models focused on improving healthcare delivery and outcomes rather than just generating more products and procedures.
The panel discusses opportunities and challenges for healthcare improvement and value in emerging Asia-Pacific markets. While an emerging middle class and shift to chronic diseases present opportunities, most countries have limited healthcare funding and infrastructure. Governments are reforming systems but face pressure to control costs. Some countries like Korea and Taiwan have adopted health technology assessment (HTA) to balance innovation and resources, but others lack expertise and data for HTA. European examples demonstrate the long-term benefits of balancing cost containment and industrial policy, with HTA integrated over time to improve efficiencies and avoid unintended consequences of short-term measures.
Growing Pains. China new's realities and the necessity of an informed strateg...QuintilesIMS Asia Pacific
China is a rapidly evolving healthcare market. However companies that take too macroscopic approach to projecting growth, disregarding the more granular trends across drug categories, risk facing a gap between assumed and actual portfolio growth. To address this gap, companies have a variety of options, ranging across levels of difficulty and the degree of transformation necessary.
Download the paper to learn more.
South East Asia Pharmaceutical Markets Jamie Davies October 2014jamiedavies12345
The document discusses trends in the pharmaceutical market in Southeast Asia. It forecasts strong growth in the region but identifies risks like protectionism, intellectual property issues, and pricing and reimbursement challenges. The economy is expected to outperform globally and universal healthcare is becoming more politically important. Companies need region-specific strategies given the diversity across Southeast Asian markets that are undergoing economic and regulatory integration.
Healthcare and Pharma Brands across APAC NationsSumit Roy
This document summarizes key insights from an issue of the IMS Asia-Pacific Insight Magazine. It discusses the burgeoning over-the-counter (OTC) drug market in Asia-Pacific, which has significantly outpaced global OTC growth for the past three years. Within Asia-Pacific, developed OTC markets like Australia, Japan, Singapore, and the Philippines have established norms of self-medication and OTC advertising. However, developing markets still have developing consumer mindsets and less accessibility. The document advocates understanding differences between developed and developing markets to effectively capture opportunities in the growing Asia-Pacific OTC market.
1) The introduction of smartphones in China has propelled its healthcare industry into new areas, but mHealth has not yet dominated due to issues like unmet doctor needs, poor medical coverage, and lack of trust in reliability.
2) A successful example is Sanofi's diabetes mHealth program providing rural residents access to medical experts, and helping companies understand patient needs.
3) Customizing doctor information on platforms like "Ding Xiang Yuan" and "Chunyu Yisheng" allows companies to deliver individualized options to gain insight into doctor needs in the market.
An introduction to Myanmar's current healthcare system with an eye on whether the country is ready for meaningful foreign direct investment in the sector.
The document discusses the history and context around why the United States does not have universal healthcare. It traces the evolution of the healthcare system from the early 1900s through various reforms. While many argue universal healthcare could help prevent deaths and bankruptcy, others believe it would burden taxpayers as it is not free. Historically, the US healthcare system has undergone shifts between private and public involvement through reforms. Legislatively, the checks and balances system and power of private sectors have made it difficult for universal healthcare legislation to pass due to concerns over costs and government control of the economy.
Healthcare services ; pharmaceutical market of myanmarAccord Healthcare
This report consolidates the main developments of the pharmaceutical market in Myanmar over the last decade. Among the APAC Markets, Myanmar is catching the most attention after the Vietnam. The report provides in-depth information on the healthcare medical system & Pharmaceutical market of Myanmar.
Understand more about the Awareness, Affordability and Access strategic framework to drive success for global pharma companies engaging with Asian Markets.
IPHA Healthcare Facts and Figures provides detailed facts and figures about healthcare in Ireland and the pharmaceutical and healthcare industry both nationally and globally across the following areas: Healthcare Today, Self-Care Today, Demographic Trends, Healthcare Tomorrow, The Medicines Industry, Medicines in the Community and Medicines and Global Health
Pharma’s Future – A market entry strategy for emerging marketsNaveen Kumar
The document discusses a market entry strategy for an emerging pharmaceutical company in emerging markets. It analyzes the political, economic, social and technological environments in Tanzania, Indonesia, and Panama. It recommends focusing on Indonesia to capture rising South Asian markets. The document also discusses conducting a PEST analysis, assessing risks, and developing internal strategies to achieve future growth goals. Key risks include increased competition, pricing pressures, policy uncertainty, and access to resources. The company aims to have a long-term positive impact through a proposed "Live a HAPPY Life" CSR campaign focusing on health awareness, treatment access, and community partnerships across the three countries.
The document discusses the outlook for the medical device market in Indonesia, noting that spending on healthcare is increasing along with the economy and population. It provides an overview of the key segments in the medical device market and predicts strong growth in the coming years, especially with the implementation of universal healthcare coverage. Regulations around medical device registration and imports are also examined.
The document summarizes a PwC study on opportunities for pharmaceutical companies in China's county-level hospital market. Some key points:
- China's county-level hospital market (Tier 6-7 cities) is estimated at $200 billion currently and is poised to become the largest sector and main driver of growth in the coming decades.
- County hospitals have improved infrastructure and attract patients from rural areas, maintaining 20-30% annual growth even as China's overall market growth slows.
- However, few domestic or international drug companies have penetrated this market currently. Understanding local needs, regulations, and developing new business models will be critical for companies to succeed.
As the economy continues to grow in Myanmar, one of the areas that has seen a major overhaul is the healthcare industry. This Research Note from Ipsos Business Consulting explores the healthcare sector in Myanmar, including their healthcare systems and facilities, opportunity sectors and medical tourism.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Indian pharmaceutical market outlook enhanced purchasing powerAnil Gangwar
The Indian pharmaceutical market is growing rapidly due to factors such as increased healthcare spending, rising incomes, and expansion of healthcare access in rural areas. Rural and tier 2/3 cities now account for a major share of sales and are attracting more investment from large pharmaceutical companies seeking future growth opportunities. The market is expected to continue growing strongly, with certain therapeutic segments such as diabetes drugs experiencing especially high growth. Government efforts to improve infrastructure and encourage public-private partnerships will further aid expansion of the sector.
Indian healthcare sector is expected to grow significantly over the next decade to reach US$372 billion by 2022. Key growth drivers include rising incomes, greater health awareness and demand for quality services. Healthcare infrastructure has also expanded rapidly with the number of doctors and medical colleges increasing. Notable trends in the sector include the emergence of telemedicine, expansion of services to tier-2 and tier-3 cities, and a shift from communicable to lifestyle diseases. The government aims to increase healthcare spending and develop India as a global healthcare hub through various initiatives.
This document provides an overview of the healthcare systems in India and Bangladesh, including public and private hospitals. It finds that India has over 16,000 total hospitals compared to 1,683 in Bangladesh. Approximately 60% of hospitals in Bangladesh are public compared to 75% in India. The document also examines population statistics, healthcare expenditures, innovation, and recommendations for improving healthcare access and quality in both countries.
Healthcare sector update march 2013 ibefbrandsynapse
The document discusses the healthcare market in India. It notes that the healthcare revenue in India is projected to reach $280 billion by 2020, growing at a CAGR of 12% from 2012-2015. Private sector accounts for 68% of total healthcare spending in India in 2011. Key segments of the healthcare market include hospitals, pharmaceuticals, medical equipment and supplies, and medical insurance. Hospitals account for 71% of total healthcare revenues in India. The market is expected to benefit from rising incomes, increasing health awareness, lifestyle diseases, and greater health insurance penetration.
The document provides an overview of the Indian healthcare sector in May 2014. It discusses key metrics of the sector such as total healthcare expenditure reaching USD90.4 billion in 2013. Hospitals account for the largest share of healthcare expenditure at 71%. Growth drivers for the sector include increasing population, rising incomes and health insurance penetration. Challenges include lack of infrastructure and manpower as well as inaccessibility and high costs of healthcare services. The healthcare market is projected to grow at a CAGR of 15% to USD158.1 billion by 2017, driven primarily by rising per capita expenditure and technological advancements.
This document discusses how the global healthcare profit pool will shift between 2010 and 2020. It predicts that the total profit pool will grow at 4% annually from $520 billion to $740 billion over this period. However, profitability will decline for most players as the sources of growth and margins change significantly between sectors and regions. Innovative pharmaceutical and medical technology companies will see much slower growth and declining margins. In contrast, providers of healthcare delivery and lower-margin sectors like generics will capture a larger share of profits. To remain competitive, companies will need to develop new business models focused on improving healthcare delivery and outcomes rather than just generating more products and procedures.
The panel discusses opportunities and challenges for healthcare improvement and value in emerging Asia-Pacific markets. While an emerging middle class and shift to chronic diseases present opportunities, most countries have limited healthcare funding and infrastructure. Governments are reforming systems but face pressure to control costs. Some countries like Korea and Taiwan have adopted health technology assessment (HTA) to balance innovation and resources, but others lack expertise and data for HTA. European examples demonstrate the long-term benefits of balancing cost containment and industrial policy, with HTA integrated over time to improve efficiencies and avoid unintended consequences of short-term measures.
Growing Pains. China new's realities and the necessity of an informed strateg...QuintilesIMS Asia Pacific
China is a rapidly evolving healthcare market. However companies that take too macroscopic approach to projecting growth, disregarding the more granular trends across drug categories, risk facing a gap between assumed and actual portfolio growth. To address this gap, companies have a variety of options, ranging across levels of difficulty and the degree of transformation necessary.
Download the paper to learn more.
Group health insurance is a popular employee benefit offered by many companies. When structuring a group health insurance plan, companies should select the right insurance partners, figure out participant numbers, and provide effective employee communication. An insurance broker can help companies design the optimal plan by providing personalized quotes from top insurers, managing enrollment and claims assistance, and advising on benefit strategy and cost containment. The basic covers that can be included are coverage for the employee, spouse, children and sometimes parents, along with benefits like maternity coverage, dental, OPD visits and pharmacy reimbursement. Companies typically provide a minimum sum insured of Rs. 200,000 but some set higher limits or corporate buffer amounts. Claim ratios, premium costs and the demography
Why Every Biz Should Consider Cdhp From Tbajanderson87
- Consumer driven health plans (CDHPs) can save employers 20-40% on premium contributions and lower long term costs through reduced trend and utilization. Employees also benefit by becoming healthier consumers of healthcare.
- A study found CDHPs can save employers up to 29% compared to standard PPOs due to decreased over-utilization, increased preventative care, and participation in wellness programs.
- CDHPs empower employees through health savings accounts that allow tax-free savings for current and future medical costs while also building wealth over time. However, a gradual transition plan is needed and lower-paid employees may not contribute.
Employee benefit Insurance policies guide for Indian CompaniesSusheel Agarwal
Group health insurance is a popular employee benefit offered by many companies. When structuring a group health insurance plan, companies should select the right insurance partners, figure out employee numbers, and provide effective employee communication. An insurance broker can help companies design the optimal insurance program by providing personalized quotes from top insurers, managing enrollment and claims assistance, and recommending strategies to control costs while ensuring employee satisfaction. The core elements of a group health plan include covers for employees, spouses, children, and sometimes parents, as well as benefits like maternity coverage and room cost caps. Premiums are impacted by the number covered, demographics, included covers, and prior claims experience.
Affordable Care Act & its impact on physicians- Florida is the example state ...Andrew Eriksen, CMPE
This presentation is an overview of the Affordable Care Act and how it has and will continue to impact physicians. The presentation is focused on the Florida market but most of the information can be applied to any state.
The document outlines a 10 step marketing plan for a proposed health consultancy company called Health Solutions Consultancy. Steps 1-5 define the primary target market as NGOs, small hospitals, clinics, and LGUs, and establish that while the market for consultancy services is large, existing competitors do not fully address the needs of these organizations. Steps 6-10 describe the marketing mix, including offering consultancy services, pricing based on revenues generated, promoting through word-of-mouth, personal selling and direct marketing initially within Metro Manila, and implementing a niche strategy.
This document outlines concerns with Congress's approach to health care and health insurance reform. It argues that Congress conflates health care costs with health insurance costs, when they should be addressed separately. The high cost of health care, not health insurance profits, drive rising insurance costs. A public option will not create competition to lower rates because insurance profits are already slim. To truly reform costs, Congress must address rising health care costs, not just insurance regulations. The letter urges Congress to be honest if its goal is a government-run system, and to tell citizens directly how their taxes will increase to pay for the uninsured.
The document discusses the merger between Union Planters Corporation and Regions Financial Corporation that was announced in January 2004 and finalized in June 2004. Some key points:
- The merger created the 12th largest bank holding company in the US.
- Regions and Union Planters had few overlapping branch locations across 14 states, making consolidation easier.
- Integrating the financial and accounting systems between the companies posed a challenge due to their different existing systems.
The letter discusses the Malaysian healthcare system and proposals to transform it. It notes that while the current system performs well on health outcomes, it could be improved with more government funding allocated to healthcare. The letter raises concerns that transforming the entire system to one like the UK's NHS may not necessarily improve things and could increase administrative costs and burden without improving health. It argues for increasing healthcare allocation to the WHO-recommended 8-9% of GDP rather than completely privatizing the system or putting public money into a common fund. Healthcare is considered a responsibility of the government and human right rather than a privilege.
The document discusses cost containment strategies in health systems in Europe, the United States, and the United Kingdom. In Europe, health spending and performance varies widely by country. While total spending correlates somewhat with life expectancy, the public-private split does not seem to directly impact performance. In the US, consistent performers at containing costs emphasize quality care, financial incentives, health improvement, and data-driven decision making. Many successful companies have adopted consumer-driven health plans. In the UK, insurers focus on remaining competitive while employers prioritize other benefits; the NHS is exploring more public-private partnerships and giving patients more choice and control.
- The annual CGAP meeting comes at a pivotal time as financial inclusion has expanded dramatically in recent years through innovations that have increased access and lowered costs. However, billions remain excluded and services often do not meet needs.
- The speaker urges CGAP to focus on scale and sustainability to benefit millions, and on impact, particularly in rural areas and for women. Getting to scale requires greater private sector engagement and understanding barriers.
- Impact means more than demand and should accelerate development priorities like food security through coordinated, multi-sector partnerships including finance ministries and addressing challenges like access to markets. Demonstrating progress at country level is critical.
How Can Pharma Sales Leaders Create A Winning Sales Organisation?Anup Soans
Inside this Issue
1. Interview with Salil Kallianpur – with Anup Soans, Editor – MedicinMan
“There is much work to be done and a unified pharma industry can prove to be a valuable ally to the government.”
2. Patient-centricity: How Pharma Can Move from Intention to Action by Hanno Wolfram
Patient-centricity begins with moving from talking about the patient to talking to the patient
3. The Corporate Halo Effect by Vivek Hattangadi
How a great corporate brand elevates a company’s products in the minds of doctors and patients
4. For a Positive Attitude, Clean Your Mind’s Windows by Asheesh Kumar Patel
A bad attitude is a learned behavior and can be unlearned when we discover it’s source
5. The Three Transformations for Leadership by Srinivasan Athmanathan
Three key professional traits that every successful leader must possess
6. Book Review: Feather in a C.A.P. by Kamalesh Subramanian
A corporate saga with valuable lessons for professionals of all backgrounds
Strategy Report on NHS and Recommendations - Gaspare MuraGaspare Mura
The document discusses challenges facing the UK National Health Service (NHS) including an aging population, rising life expectancy, and budget constraints. It analyzes the NHS using PEST and SWOT frameworks to understand external factors and identify issues. Key problems identified are lack of integration between primary, secondary, and community care services; insufficient capacity as demand increases; and need for continued development and innovation. Solutions proposed include optimizing resource allocation, improving preventative care and disease management, strengthening community services, and utilizing low-cost technologies.
Investments and actions during and after covid 19Jukka Veteläinen
This document provides guidance to marketers on marketing actions during and after the COVID-19 pandemic. It recommends that brands do not stop advertising, as cutting advertising will hurt long-term sales and profits. While pausing advertising to adjust is reasonable, maintaining budgets is important. It also suggests focusing on improving the customer experience, developing new products and services, maintaining pricing, and conducting research to understand changing consumer demands and preferences. Cutting advertising could gain short-term savings but negatively impact profits over the next 2-4 years as it takes longer to recover lost sales and market share.
Pharma Policy 2017 - Read it in MedicinMan September 2017 IssueAnup Soans
1. Draft Pharma Policy: The Good, The Bad and The Ugly...............................................1
Interview with Sunil Attavar
2. Career Brand Plan: A Career Stepping
Stone..........................................................9
Soham Wagh
3. Succeeding as Country GM at GSK: A Whitepaper..............................................12
Sundar Ramachandran
4. Role of Digital in the Customer Journey ....................................................................21
Salil Kallianpur
5. Executive Function Disorder .................24
Vivek Hattangadi
Following years of growth and favourable market trends, the global life sciences industry now finds itself facing a ‘new normal’. By any measure it is still a stand-out performer globally, and a key strategic area for the EMEA region. However, markets are changing.
Life science companies must adopt new business models to achieve the following:
Counter slowing sales growth
Stem profitability challenges
Deliver patient outcomes that reflect higher consumer expectations
Position the industry for future success and innovation.
Making these adjustments successfully will come down to individual companies’ ability to find, engage and retain the right people. For the most part, the challenge is about talent and the ability of each organisation, regardless of location, to source it.
Here, we look at the top five issues facing the industry and how organisations in the region can respond.
Amid a general slowdown of the global pharmaceutical market, pharmerging markets continue to be a formidable engine of growth; across Asia, Africa and South America, these markets are boasting a CAGR of 10-14%. At the outer edges of these growing economies are markets identified by IMS Health as “Frontier Markets” – the next big drivers of growth, opportunity and even innovation.
Among the Frontier Markets, Myanmar is capturing the most attention. With the completion of parliamentary elections in early November of 2015, there are positive signs that the momentum for change and market liberalization will accelerate. Indeed, Myanmar resembles the early days of some of today’s leading Asian developing markets such as Vietnam and Indonesia. However, while understanding the similarities is certainly valuable, the temptation to merely duplicate entry strategies and market assumptions should be resisted. Myanmar’s underinvested healthcare infrastructure, sizeable talent gaps, and significant regulatory and affordability hurdles, require an informed approach, and managed expectations. Multinationals will be challenged to re-evaluate what it takes to play, and what it means to win in both the short and long term.
The document discusses healthcare reform and its potential repeal. It notes that while repeal seems out of reach currently, many aspects of the law have already taken effect. These include eliminating pre-existing condition exclusions for children, covering dependents until age 26, and minimum loss ratios for insurance companies. The document also discusses the costs and implementation of state health insurance exchanges. It provides the perspective of the author who has advised on the impacts of healthcare reform.
The document discusses the market potential for laparoscopic adjustable gastric banding (LAGB) surgery in the United States. It outlines that over 97 million Americans are overweight or obese, and around 7 million are considered morbidly obese and suitable candidates for LAGB. The financial forecast estimates that the contribution margin from LAGB surgery in the US could reach $1.2 billion within five years, demonstrating the lucrative nature of this market. Partnering with government agencies to increase insurance coverage and media organizations to educate consumers could help more people access LAGB treatment and further grow the market.
Similar to Navigating the New Thailand Interview (20)
- The document compares the personalities and business strategies of the CEOs of Merck KGaA and Merck & Co.
- Merck KGaA's CEO Karl-Ludwig Kley emphasizes profit maximization and acquisitions to sustain long-term growth, while Merck & Co.'s CEO Kenneth Frazier prioritizes research and development to bring new medicines to patients.
- Despite differing approaches, both companies are now investing heavily in biopharmaceuticals to benefit healthcare systems and patients worldwide.
1. The document discusses opportunities for France and China to collaborate on improving China's healthcare system to address the country's changing demographic and economic landscape.
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The document summarizes the changing landscape of the top 10 pharmaceutical companies from 2002 to 2012. It notes that while the companies have remained largely the same, there has been some shuffling between positions. It also discusses how the companies have diversified their business models through mergers and acquisitions, but this has failed to increase their collective market share. The rise of Teva into the top 10 reflects a greater emphasis on generics. Overall, the top companies face challenges in innovating new blockbuster drugs and achieving growth.
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The pharmacy channel in Malaysia has been growing faster than other healthcare channels since 2007, with a compound annual growth rate of 12.25% according to IMS Health data. The growth of pharmacies is due to an increasing number of retail outlets, more trained pharmacists, and patients becoming more comfortable obtaining medications directly from pharmacists. However, multinational pharmaceutical companies will need to adapt to Malaysia's changing healthcare landscape which includes a push to separate medication dispensing from physician offices to retail pharmacies. This will increase pressure on brand name drugs that traditionally relied on doctor prescriptions.
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1. 1
Navigating the New Thailand
An audio interview with Amit Backliwal, GM, Thailand, IMS Health
AUDIO INTERVIEW!
Turn on your speakers.
2. Navigating the New Thailand
IMS Expert: Amit Backliwal
Length: ~17:30 minutes
Amit Backliwal
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To download the PDF transcript, click here.
Questions? Comments? Fill out the form at the end of this presentation.
3. 3
Today, we are going to be talking about the challenges that
face pharmaceutical companies in Thailand, given the
recent cutbacks the government has made on healthcare
spending and restrictions imposed by the National List of
Essential Drugs or NLED. We will explore with Amit the
strategies Multinational Companies can employ in light of
these changes in order to maintain and indeed increase
revenues in this challenging market.
Hello, Amit.
Amit Backliwal (AB): Hello Andrew.
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4. 4
Now this is quite an interesting topic, isn’t it?
AB: Yes, it is indeed, and with the environment becoming so
dynamic it’s quite a challenge for MNCs to keep up with the
changes and react in a timely manner.
Is reacting to market forces the root of the problem for
MNCs in Thailand?
AB: Oh, absolutely. Being able to understand and adapt
effectively to changing regulations in the healthcare market is
becoming more crucial than ever.
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5. 5
So what are the challenges they face?
AB: Well, I think first we need to understand and explain the
government system here. So we’ve got the three government
reimbursement schemes which are operating in Thailand. And
the impact and the changes these schemes will have on the
sales revenue or for MNCs. So you can get an understanding of
the opportunities that are not being addressed at the moment
by most of these companies.
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6. 6
Ok, so you are talking here about theCivil Servant
Reimbursement Scheme, known as CSMBS, the Social
Security Scheme, or SSS for short, and the Universal
Healthcare Scheme or UHC, which between them provide
healthcare coverage to 98% of the Thai population.
AB: Yes, that’s right. So obviously, given the extent of
population coverage, it is pretty much the majority of population
here. Changes to these systems will have a great impact in the
market not only now but also in the future.
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7. 7
Being 98% of the market, I’m sure that’s true. So what are
these schemes and how do they work?
AB: Well, basically, you need to understand the CSMBS. As you
said, it covers civil servants and their dependents, roughly
about 5-6 million citizens, or about 10% of the population. And
at that, on a fee-for-service reimbursement basis and it’s
currently limited not to the current listing. They actually get
everything for free.
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8. 8
Sorry to clarify. This listing, that’s the NLED, the National
List of Essential Drugs?
AB: Yes, that’s right.
OK. And how about the SSS and UHC?
AB: Yes, SSS covers about 7 or 8 million private sector
employees, while the third scheme, which is the Universal
Health Coverage, covers roughly 47 million citizens who are not
covered by either of the CSMBS or the SSS scheme. So that is a
large population. And both these schemes, which is the SSS and
UHC, work on a capitation reimbursement basis. But
importantly, both are currently limited to or excessively use the
NLED list.
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9. 9
So I can logically summarise that CSMBS is where most
MNCs will derive their Thai incomes as this is not
restricted to the cheaper and often generic drugs on
NLED. Am I right?
AB: Yes, we see that for most of the companies anywhere
between 60 to 80% of their revenues actually come out of the
CSMBS to date.
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10. 10
So the problem facing MNCs today is how the changes in
the CSMBS scheme will affect that income stream as the
government tries to cut CSMBS spending.
AB: In a nutshell, yes. Basically, the cuts are in response to the
slowdown that was seen in the Thai economy. Between 2000
and 2008, in a period of about 7 or 8 years, the budget
especially for the outpatient grew significantly, more than300
per cent or a CAGR of about 15 per cent plus or so. And then,
following the political crisis, the Universal Health Coverage was
near to completely free instead of the30 Baht scheme that used
to exist forthe47 million users. So that put a lot of strain
constantly of the government.
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11. 11
Inevitably it would put a strain on the government
healthcare budget.
AB: Of course, and on top of that, the crisis hit in 2009.The
economy had slowed significantly because Thailand is an
economy which is driven a lot by export. So global crises had a
big impact. And that forced the government to start really
taking steps to curb the spending on CSMBS through a massive
drive almost to regulate prescriptions, through audit of hospitals
and a lot of different measures.
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12. 12
So what you are saying is that original drug use is being
hit.
AB: Yes, and generic drug substitution has been encouraged.
And what we started seeing in the market is that generics have
started growing quite well. The cost containment measures were
expanded and formalised last year, with a focus on limiting
original drug use across areas of high expenditure.
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13. 13
Areas of high expenditure? What types of drugs are being
affected here?
AB: What the government did was they did an audit of about
top 30 or 34 hospitals in the public system. And they realised
there were nine therapy areas and primarily these are primary
care, for example, PPI, which is anti-ulcerants, cholesterol-
reducing agents and oncology products where they realised that
a lot of original prescription usage was overused or there was
excessive usage of some of these things. So in some hospitals,
if doctors now don’t specify the brand preferred on the
prescription, the generic version is starting to be dispensed.
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14. 14
It sounds like the overall process for prescribing original
drugs at a hospital level is far more stringent today.
AB: Absolutely. And it’s going to get more and more stringent
going forward, with the market becoming more sophisticated.
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15. 15
It’s obvious where that will affect revenues quite
significantly. So I am sure MNCs are taking action.
AB: I’d like to say so, but not to the extent you would imagine.
By far, most MNCs were caught a bit unaware and have shown
surprising shortsightedness, at least till last year, especially with
their reluctance to reduce their dependence on the CSMBS
scheme. This whole emphasis on one small but previously very,
very profitable area has always been, in my view, a very high-
risk strategy. It’s basically putting all the eggs in one basket. It
has typically ignored the trends and opportunities at play
related to the vast majority of the population and lots of other
interesting opportunities that we start seeing, which are not
covered by CSMBS anymore.
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16. 16
Yes, but I can understand that to some extent, as CSMBS is
not restricted to NLED and the other schemes are.
AB: Yes, but to survive and grow, MNCs have to respond to the
realities of current times and they can’t ignore the role the
national essential drug list now plays in the healthcare industry
throughout Thailand. The public sector that dispenses drugs
solely listed on the NLED makes up quite a substantial amount
of the market.
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17. 17
So it seems logical for MNCs to create new strategies
around the NLED.
AB: Exactly. They have to get their products on that list. That’s
it. It is that simple.
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18. 18
That’s an interesting point. We’ve been mentioning the
NLED quite a bit. Can I just turn the focus to that for a
moment so we can better understand its pivotal role and
what MNCs need to be understanding and doing.
AB: Well, first of all, the national essential drug list was
originally based on the WHO’s recommendation of what the
essential list of drugs should be. But since then, it has
significantly expanded, saying that, it is still highly genericised
but it’s expanding every few years and the new list is supposed
to come out in the next year or so.
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19. 19
So it’s a list of a mix of patented and generic drugs?
AB: Not as today. It’s still predominantly generics and more of
the off-patent drugs. But there are some high-cost innovative
products, typically oncology cancer drugs, which turn out to be
easy to substitute or have a generic. However, in the list, which
is due in next year or so, I know for a fact that a lot of MNCs
have provided dossiers and asked for a listing of innovative
products as well to expand the list further.
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20. 20
How do drugs get on the list?
AB: Basically, the manufacturers, associations and healthcare
professionals can all propose drugs for inclusion and MNCs need
to be aware of the factors that influence the decision to either
include or exclude. Basically without inclusion, MNCs find it very
difficult to reach out to the public sector, which as I said, you
know, we’ve got pretty much the whole population sitting there.
But to get on the list, basically what you need to do is, MNCs
need to provide a localised dossier, they need to look at the
product effectiveness and safety profile, and they need to
provide a lot of data that supports why that drug is beneficial to
the bigger population. At the same time, the government then
negotiates with them around pricing because they are looking at
a huge volume but potentially can be made available to them.
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21. 21
Now that you put it that way, I can accept your comment
about MNCs being shortsighted. It does seem incredible
that they have focused on one small sector for so long
and ignored a huge potential revenue stream in the non-
government sectors.
AB: Yes, but, to be fair, it was a different market up till about a
few years ago. But the point is, things have changed. The
baseline has moved. With that, they have to adapt to the
changing circumstances and now make use of whatever is
available in the present market to their advantage.
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22. 22
So how do MNCs address this now? What factors should
they be aware of when launching products in today’s
market?
AB: Well, as I mentioned, awareness of how to get on this list is
crucial. Obviously looking at product safety profile, the efficacy
are a given. And that’s almost like hygiene factors. The major
deciding factor after that is pricing because the government,
with all these cost-containing measures, is very cost conscious
for now. So the subcommittees on the essential drug list make
the decision. However, the Thailand FDA reviewers are
empowered to actually make comments on cost of products,
which can actually slow down the approval process and even
result in sometimes the product being rejected as a first-line
therapy.
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23. 23
I hear also that a new bill is being proposed that requires
manufacturers to submit additional details concerning all
costs. What is the implication there?
AB: The Ministry of Health is looking at what they call a median
price, which is effectively a ceiling price for individual active
ingredients. Theoretically, that applies to the sale to all public
hospitals. The implication, however, is that public hospitals will
not be able to purchase a drug whose active ingredient is priced
above the ceiling price. But the enforcement of that is still being
worked upon.
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24. 24
But cost alone isn’t the only strategy MNCs can use. I am
thinking back to a previous IMS Insight discussion I had
about MNCs moving into the generic space as well.
AB: Yes that’s a good point. When you start looking at, based
on all this chaos and CSMBS issues, what does this mean? We
know for a fact that a lot of MNCs have already started looking
at generics, for example, looking at out-of-pocket markets,
which is in the drugstore dispensing, over-the-counter
consumer care, especially for maintenance therapy for chronic
care ailments like diabetes and hypertension. What we also
started to see in the private sector is the increase in terms of
the brands spent because, for the affordability areas, it’s
something which they can work around, compared to that what
they can do potentially in the hospital sector. It’s another
interesting area for MNCs can diversify into.
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25. 25
You mention this need to diversify. Does this apply to
MNCs’ portfolio of drugs as well, to increase the chances
of getting on the NLED?
AB: Yes, it’s a valid strategy to look at portfolio diversification,
not just for the reason of listing it, but a diversified portfolio for
any company, for example, it allows them to cater to a shifting
demographic and align specialist care products to future needs.
But for, example, branded generics can play a big part here,
too.
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26. 26
The cuts in the public sector will also have an impact on
growth in the private sector I would imagine.
AB: Yes, absolutely. We have seen this already. The way it
happens is, once, sorry, expansion of primary care is still
continuing. We are seeing, for example, the number of private
clinics has more than doubled in the last 3 to 5 years or so. This
growth will certainly have a positive impact on MNCs because it
gives you more opportunities to play with the patient population
in the private sector.
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27. 27
I’d imagine though that with a curb on branded drugs,
restrictions on sales and marketing of such drugs would
go hand in hand?
AB: Absolutely. That’s a good observation. What we are seeing
is that restrictions are being put in place in this regard,
particularly in relation to the marketing activities for doctors as
well as some of the reps, and becoming more and more
stringent around some of these areas. So yes, these are a
barrier MNCs will have to keep in mind because they need to
obviously comply with certain ethical practices.
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28. 28
OK, to summarise, despite the cutbacks on spending and
restrictions on marketing, there are quite a number of
strategies MNCs can adopt to grow revenue. We’ve talked
about what they need to do. Now how do they go about
doing it?
AB: First of all, what needs to be set right is, from an analyst’s
point of view, we are highly optimistic about the markets going
forward purely from an overall demographics perspective of
affordability and the economic situation here. The second thing
to look at is that we’ve helped MNCs navigate similar changes in
landscape across many more countries before, so we have a
broad range of solutions and we understand what MNCs would
require to adapt to some of these rapid changes we are seeing
even in a market like Thailand.
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29. 29
Such as?
AB: Well, firstly we have done and can help companies prepare
for just the listing on the essential drug listing, including helping
them localise, for example, their cost effectiveness study or
even build budget impact models for dossier submission. We are
also starting to work increasingly, for example, to set up a
health institute in China. And we started to work with policy
makers around the world to really shape the pharmaceutical
environment for the future, so that the insights we have gained
are highly valuable for both the government and our clients.
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30. 30
Other than on listing and pricing issues, how do you help such
companies better adapt to the changing Thai environment? We
covered quite a few strategies in our discussion. I imagine you
must be able to help in those areas, too.
AB: Yes, absolutely. For example, we are also doing a lot of work now
helping companies localise their portfolios through the launch of
generics or focus on non-traditional areas like consumer care and OTC.
We are also walking them through almost a stepwise process on how to
engage with stakeholders because as the market is becoming more
complex, the number of stakeholders and the complexities are also
going up. So how they deploy the new strategies to launch new
products actually make their current sales force more effective. There
is a lot that can be done. It’s a question of really being able to identify
for each of their current service clients what is it they want to achieve
in the market and the opportunities that they can actually leverage
upon early on and take the right action.
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31. 31
Well, thank you very much Amit for talking to us today on
how MNCs can apply new approaches and strategies to
expand revenues, given Thailand’s rapidly changing
economic and healthcare landscape.
AB: You’re welcome. Thank you very much.
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To download the PDF transcript, click here.
Questions? Comments? Fill out the form at the end of this presentation.
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32. 32
Thank you for listening!
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