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A watershed year in the history of healthcare, 2012 also marked the transition of emerging markets to the pinnacle of a sound, global growth strategy. In fact, aggregate emerging market revenues are expected to grow at a compound annual growth rate (CAGR) of approximately 15 percent from 2012 to 2016. Frost & Sullivan projects that emerging market revenues will match mature market revenues by 2020, with almost a 50 percent share between the two groups. With price and margin pressures, there is significant outsourcing of applications from R & D, manufacturing, clinical trials, and support functions to many of these emerging markets. To address this rapidly expanding growth opportunity, Frost & Sullivan launches the Growth, Innovation and Leadership (GIL) 100 Index as a structured means to identify, evaluate and prioritize a country pipeline system, which will ensure unrelenting growth over the next five years.
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Emerging Market Innovation:Emerging Market Innovation:GILGIL--100 HC Index100 HC Index
Are your Strategies for Emerging Healthcare and Life Are your Strategies for Emerging Healthcare and Life Sciences Markets Innovative and Structured? Sciences Markets Innovative and Structured?
• Biologics and biosimilars; Vaccines; Molecular diagnostics• Diagnostics imaging• Health Information Exchange• Technologies to support long-term care• Medical tourism
Emerging Opportunities
Diverse challenges that can exist in an Emerging
MarketRegulatory
Need for local partners and/ or networks
Product customization
Competition from
Robust business planning
Infrastructural development
Emerging Market Entry Strategies Need to Address a Mix of Several Business Issues
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MarketRegulatory challenges
Competition from local players
Risks in entering Emerging Markets• Financial risk• Risk to business continuity• Product risk• Risk to branding• Risk to corporate image• Market risk
Source: Frost & Sullivan analysis.
Poll Question
What is the biggest challenge you have faced when entering an emerging market?
• No structured analytics to support investment strategy
• Difficulty in evaluating sales opportunities
• Insufficient information about emerging markets beyond BRIC
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• Lack of understanding of regulatory challenges
The GIL-100 HC Index Dr. Vinod Aggarwal
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Its all about Growth, Innovation and Leadership
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The GIL Index: Applying Methodologies to Establish Top Investment and Sales Potential Across the Globe
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Systematic macro scanning a must for geographical expansion decisions and to prioritize countries with potential investment opportunities
The GIL Index: Overview of Methodology
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GIL HC 100 Index: Country Banding
Countries that have moved up 6-10
Countries that have moved up 11 places and above in the sales/ investment attractiveness index
Achievers
Leaders
Best Practice
Top 100 countries were used as a base list (GDP> $20 billion)
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GIL rankings are compared with GDP rankings to arrive the range for delta. Based on delta values countries are classified into
Achievers, Leaders and Best Practice Countries. This process excludes countries with negative delta, GIL rankings less than GDP
rankings.
Countries that have moved up 0-5 places in the Sales/Investment attractiveness index from their original GDP rank
moved up 6-10 places in the sales/investment attractiveness index from their original GDP rank
attractiveness index from their original GDP rank
Achievers
LeadersBest Practice
GIL- 100 HC Index: Top Countries from a Sales Attractiveness Standpoint
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Achievers
Leaders
Best Practice
GIL- 100 HC Index: Top Countries from an Investment Attractiveness Standpoint
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Case Study: India
GIL HC Sales Attractiveness Comparison GIL HC Investment Attractiveness Comparison
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A number of healthcare related initiatives have been proposed and some launched to improve overall healthcare: • Universal Healthcare (UHC) in Rural and Urban Areas during 2012-2017 • National Rural Health Mission (NHRM)• National Programme for Prevention and Control of Cancer, Diabetes, Cardiovascular Diseases and
Stroke (NPCDCS)• National Programme for Healthcare of the Elderly (NPHCE)• Telemedicine
Note: 0 – 10 denotes the GIL Attractiveness Score, 0 being the lowest and 10 the highest; Source: Frost & Sullivan analysis
India: Regional Hub R&D and Pharmaceutical Manufacturing
� Rising middle class and per capita income
� Strong focus on R&D- partnering with research labs
� Pharmaceutical companies promoting drug discovery and
innovation
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Middle Class Bulge
Research and Development
Drug Discovery & Clinical Trials
Leveraging the GIL-100 Index for HC
Greg Caressi
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for HC
WorkshopsEmerging Market
Growth Monitor (EMGM)
Global Economic Tracker- Insights and
Trends (GET-IT) Other Services
12 month access to:
• Emerging Market
12 month access to:
• Quarterly updates on
economic trends and
• GIL-100 Index Workshop
OR
• Dedicated portal on frost.com
Emerging Market Innovation
Navigating Economic Uncertainty by Leveraging Data-driven Growth Insights
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• Emerging Market
Growth-Executive
Insights
• Integrated Emerging
Market Country Industry
Forecasts and Decision
Support Databases
• Growth, Innovation,
Leadership (GIL -100)
Index
• Economic Insights
economic trends and
opportunities
- BRICS
- Emerging Markets
- Europe
- Africa and
Middle East
- Latin America
- Asia Pacific
- North America
- Western Europe
- Rest of the World
OR
• Country Pipeline System
OR
• ECG Workshops
• Emerging markets
sales intensity
matrix (E)
• Country pipeline
system (C)
• GIL-100 Index (G)
• Workshops at GIL
• Interactive Database
• Ask the Expert/Briefings
• Access to Chief Economist
Emerging Market Innovation (EMI) Value Proposition for Healthcare and Life Sciences
Economic Insights
• Economic insights are designed to leverage a
systematic data foundation and develop valuable
insights on growth trends that are currently impacting
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insights on growth trends that are currently impacting
global markets
• They delve into pertinent economic issues and present
analysis and actionable insights that are imperative for
impending business decisions
Emerging Markets GIL 100 IndexMedical Tourism
Making all the Right Moves : Structuring your Emerging Market Strategy
• How should your company prioritize emerging markets beyond BRIC countries based on the factors most relevant to your company and products?
• If I move manufacturing to India today, will I be able to export cost-competitively five years from now?
• Which countries make the most sense as
Top Line Growth
Bottom Line Growth
Sales Attractiveness
Investment Attractiveness
Growth Drivers
Companies are shifting toward emerging markets for manufacturing and also to penetrate high growth domestic markets
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• Which countries make the most sense as manufacturing centers based on IP protection, labor costs and access to export markets?
“We were delighted with the Macro-to-Micro perspectivethat Frost & Sullivan proposed as part of supportingour quest to develop a systematic Country PipelineSystem. A data driven decision approach that typicallychallenges a "gut feel" approach to the next bigmarkets was important for us…”
– Senior Management of a leading automation company
?Tier II
Poland, Malaysia, Mexico, Philippines
Tier IChina, India, Brazil
Sample Analysis: Three-Phased Project Process
PHASE I PHASE II PHASE III
AS
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Evaluate and weight/ rank 30 target countries for market expansion on
FIT
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F T
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Growth Opportunity:Available customer base
Business MilieuBusiness MilieuBusiness setup requirements, Taxation,
Population Density
Diabetes Epidemiology
Evaluate top countries for market expansion
An interactive strategy development session between Frost & Sullivan and Client to
Prioritize and select the best countries for growth based on capabilities, fit and external opportunities.
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BR
OA
D A
SS
ES
SM
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T O
F T
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30
CO
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ST
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GIC
FIT
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Business setup requirements, Taxation, Labor Laws, etc.
Corporate EnvironmentCorporate EnvironmentEase of doing business, corruption perception, trading and infrastructure
Growth ProspectsGrowth ProspectsMarket sizing and forecasts, market trends
Country Risks
Political, economic and financial risks
Market AnalysisMarket AnalysisValue chain analysis, customer analysis and competitive landscape
Diabetes Epidemiology
Economics
Infrastructure
Other
Healthcare Spending
opportunities.
Generate a roadmap for target countries and market entry strategies in Phase IV
Sample Analysis: Phase I Methodology – A Two-Staged Filtering Process
First filter* % Weight
Population Density; per sq km 15
Diabetes cases 20
Total Healthcare Expenditures Per Capita
10
Per Capita Imports from US of Surgical Appliances and Supplies
5
% of Total Healthcare Spending from Out-of-Pocket
5
Second filter* % Weight
Private vs. Public Pay / Economics
TBD
Regulatory Process
TBD
Logistics TBD
30 Countries
3 – 6 Countries
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from Out-of-Pocket
Innovation Ecosystem 10
Estimated # of Physicians 5
Private Healthcare Expenditure as % of GDP
15
Government Effectiveness 5
Regulatory Quality 10
Total 100
Logistics TBD
Reimbursement / Economics
TBD
Total 100
* Metrics Used for First Pass Country Assessment** Metrics Used for First Pass Country Assessment (With Specific Sub-Components to be Determined)
1 – 2 Countries
Sample Analysis: Top Four Country Opportunities
60%
70%
80%
90%
100%
Reg. Quality
Gov't Effectiveness
Pvt. HC Exp's per Capita
# Physicians
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0%
10%
20%
30%
40%
50%
60%
#1 #2 #3 #4
Innovation Ecosystem
Out-of-Pocket HC Spending
Per Capita US Imports
HC Exp's Per Capita
Diabetes Cases
Population Density
GIL-100 Index Workshop
Macro Micro
A ½ day onsite workshop session where a team of qualified and trained Frost & Sullivan facilitators and analyst
conduct presentations and guide clients on how to prioritize growth opportunities and define growth strategies.
Workshop requirements & content must be defined and agreed in advance.
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½ Day WorkshopGIL-100 Index Detailed Country Investigation
In Scope Not In Scope
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