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United healthcare trends discussion by Frost & Sullivan

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United healthcare trends discussion by Frost & Sullivan

  1. 1. Growth and Innovation in the Healthcare Industry Trends, Opportunities, and Challenges January 17, 2014
  2. 2. 2 Healthcare—What Survey Participants Identified as Hot Topics Rank Market Topic % of Respondents Nominating as Hottest Topic 1 Mobility in Healthcare/mHealth 51% 2 Cloud in Healthcare: Current Issues 45% 3 Regulatory Environments 44% 4 Cancer Market Outlook 39% 5 Remote Monitoring 38% 6 Drug Delivery Market 35% 7 Patient and Consumer Engagement 32% 8 Healthcare Dashboards 31% 9 Electronic Health Records/Electronic Medical Records 31% 10 Growth Drivers Impacting the Medical Devices Segments 30% 11 Drug Discovery Research Outsourcing Market 28% 12 Homecare Market Trends - Demand, Addressable Segments, Infrastructure, and Policy 25% 13 Video Telemedicine 24% 14 Cardiovascular Therapeutics - Dyslipidemia/CHD Prevention 24% 15 Changing Profiles of Influencers and Decision-makers Impacting Medical Device Choice 22% Healthcare: Identification of Hot Topics, Global, 2013 Source: Frost & Sullivan
  3. 3. 3 Healthcare Policy Issues Addressing Quality, Access, Cost Incentive payments Telehealth At-Risk Contracting • Population health management • Patient Empowerment Moving the needle gets harder
  4. 4. 4 Telehealth and mHealth
  5. 5. 5 Telehealth Industry—Percent Revenue Forecast by Vertical Market Note: All figures are rounded. The base year is 2012. Source: Frost & Sullivan analysis. Key Takeaway: Remote monitoring is the oldest and largest of the three subsegments, with sizable contributions from both the professional and consumer sectors Remote Monitoring 71.1% Video Telemedicine 11.4% mHealth 17.5% Telehealth Industry: Percent Revenue Forecast by Vertical Market, North America, 2012 Note: Does not include general infrastructure or managed services Market Revenue, 2012 $2.39 Billion $280M 2012 $430M 2012 $1.74B 2012
  6. 6. 6 Consumers Believe mHealth Will Improve Convenience, Quality, and Cost Source: The Economist Intelligence Unit (2012 ) and PWC: Emerging mHealth: Paths for Growth (2013) and Frost & Sullivan Surveys of consumers show an increasing interest and enthusiasm for using mobile devices to engage with healthcare providers In the next three years, patients agree that… 52% 48% 46% mHealth applications / services will make healthcare substantially more convenient for me mHealth applications / services will improve the quality of healthcare I receive mHealth applications / services will substantially reduce my overall healthcare costs Top drivers for patients to begin using or increase using mHealth - Ability to access by my healthcare providers more conveniently/effectively Ability to reduce my own healthcare costs Ability to take greater control of my health Ability to obtain information that is difficult or impossible for me to obtain from other sources Ability to access better quality healthcare 46% 43% 32% 28% 25%
  7. 7. 7 Which Telehealth Markets Will Have the Highest Impact on Healthcare Industry? Home Healthcare and Disease Management Base: Telehealth Respondents (ATA 2013; N=63) Q. Please rate the following telehealth markets on their level of overall impact for healthcare industry over the next five years. Remote Physician / Specialist Services Telemental Health Video Diagnostic Teleconsultation 93% 91% 73% 66% Current Opportunity Short Term Growth Long Term Growth Transformative Potential Best Business Models Industry Sector % Rating High + Very High Impact
  8. 8. 8 mHealth The Most Likely Additions To Telehealth Services Base: Telehealth User responses (ATA 2012; N=83); Note: Multiple Mention Response Q. What telehealth service are you looking to add in the next 3 years? (check all that apply) *Other Selection was a write in answer. Users’ Responses Regarding the Most Likely Additions To Their Telehealth Services, North America, 2012–2015 12% 8% 12% 10% 7% 4% 10% 10% 23% 5% 0% 5% 10% 15% 20% 25% Post-discharge Remote… Telecardiology Telemental Health Telestroke/Neurology Telenursing Teleimaging Telerehabilitation Remote Consultation (Non-specialist… mHealth Other Selection* User Response Source: Frost & Sullivan.
  9. 9. 9 Next Steps for mHealth Adoption  Personal devices  Professional solutions Regulation  FDA guidance finally released  Impact to date on funding Business model success  Waiting for reimbursement?  Will ACOs be the tipping point?  Sustainable consumer models? Value  Clinical efficacy still unproven?  Long term value to individuals?
  10. 10. 10 Adoption and Impact of Cloud Technology
  11. 11. 11 Confluence of Change in HC Driving Shift Toward the Cloud Data creation and storage Targeted Care Prevention Cost Control HC Innovation Information sharing Information access Costs Impact of genomic data
  12. 12. 12 Confluence of Change in HC Driving Shift Toward the Cloud Data creation and storage Targeted Care Prevention Cost Control HC Innovation Information sharing Information access Costs Deployment speed Scalability HCIT personnel shortages Impact of genomic data Data silos
  13. 13. 13 Cloud Solutions Are Aligned With Healthcare Shifts Source: Frost & Sullivan analysis Big Data Mobility Cloud Social Media Cloud allows scale in storing big data Collaboration in research means moving partners to the data Care collaboration and transitions in care require flexible access and merged data sets Cloud is a key enabler of mobilizing data for use by consumers and enterprise users Point of Care PatientLab Genomics Care Coordination
  14. 14. 14 Healthcare Transformation Will Require Shared Access Source: Frost & Sullivan analysis “Within ___ years, it will be considered malpractice to treat a patient without consideration of their individual –omics data” Not if, but when… With 5,400 petabytes of raw data from next generation sequencing to be stored by 2018, cost effectively storing and making this data accessible to clinicians and researchers will require cloud solutions
  15. 15. 15 Cloud Solutions Can Help Address HCIT Challenges We are creating millions of useful data points, from a wide variety of sources… DATA  INTEGRATION  ANALYTICS  ACTION …But the data is provided in separate solutions which prevent getting a holistic view of the patient Predictive analytics has arrived…Natural language processing will become a commodity… ,,,But working with only part of the data Analytics alone cannot drive process change. Analytics ideally need to create actions, with prompts and information embedded in workflows (not in stand- alone platforms)
  16. 16. 16 Trust Among Consumers 74% of patients are comfortable having their health records available in the cloud, assuming adequate security (excluding Germany and Japan) According to a recent survey of 6,000 people in 10 countries (sponsored by Cisco) Consumers view benefits as outweighing costs or risks of storing health information in the cloud – at least to the degree they understand the risks
  17. 17. 17 Big Data…Briefly
  18. 18. 18 Leveraging Big Data To Reduce Healthcare Costs NaturalLanguageProcessing Biometric sensors
  19. 19. 19 Types of Analytics Applied in Healthcare Big Data Solutions What Happened? MoreTraditional HealthcareAnalytics PREDICTIVE ANALYTICS COMPARATIVE ANALYTICS PRESCRIPTIVE ANALYTICS DESCRIPTIVE ANALYTICS What Will Happen? NewAnalyticsTools NeededByACOs Source: Frost & Sullivan
  20. 20. 20 Vendor Consolidation, Startups and Large IT Market Entrants Software, Platform, Integration, Customization, Consulting, Services
  21. 21. 21 Opportunities to Leverage Big Data Source: Frost & Sullivan Clinical Decision Support (Accelerate dissemination of research findings) Individualization of Treatment and Interaction Comparative Effectiveness and Outcomes Research Clinical Trial Design Microsegmentation of Cohorts and Consumers Direct-to-Consumer Analytics New Data Sets, New Tools, New Business Models
  22. 22. 22 Consumer Engagement
  23. 23. 23 Consumerization Behavioral economics Quantified self Increased individual financial responsibility Social networks and online health resources Source: Frost & Sullivan
  24. 24. 24 Patients Bring A Consumer Mindset To Healthcare Interactions Consumer Expectations  24 / 7 / 365 support via phone, chat, etc.  Direct outreach to consumers based on consumer preferences  One stop resolution or call backSource: Frost & Sullivan. • Customer service focus • Comparison shopping • Self-service, online shopping • Special offers • Proactive outreach to stimulate consumer response • One stop shop • Anytime, anywhere service Entertainment, Media, & Telecommunications Transportation & Distribution Retail & Finance • Customized products • At-home service • Variety • Engaging interface  Ability to control and customize  Flexibility and convenience  Anytime, anywhere options  Real time info at point of use  Info comes to consumer  High levels of interaction and Q&A online and in person “We have not been able to accelerate to that next level of providing that customer experience that people come to expect when interfacing with a hotel or other industry”
  25. 25. 25 What Are Consumers Looking For From Healthcare Engagement? • Breaking down “bricks and mortar” approach to healthcare • 24/7 access to personal health information via web portal • Ability to communicate with providers via email • Test results and other data delivered via mobile devices • Online scheduling and bill pay • E-visits  Convenience Engagement Personalization • Preference-based care vs. evidence-based care • Customized approach to communication • “Respect my wishes for privacy and security” • Clear explanations of condition • Content to help patients understand health status • Shared-decision making • “In the loop” – treat patient like a member of the healthcare team • “I want all my information in one place so my community has access” Source: Frost & Sullivan
  26. 26. 26 Social Networks: Where Patients Are Empowered Patients flock to sites to share experiences and learn from others with similar conditions What do people discuss online regarding health conditions? • Symptoms • Treatment options • Medications, side effects, etc. • Doctor-patient interaction • Emotional support What health conditions are discussed? • Breast cancer • Depression • Bipolar disorder • Arthritis • Cardiovascular disease • Fibromyalgia • Alzheimer’s disease Source: NM Incite, Frost & Sullivan analysis.
  27. 27. 27 Consumer Attitudes Towards Care Delivery Are Changing 76% of patients say access to care is more important than physical human contact with their care provider 70% of patients would trust an automated device to provide a diagnosis and determine whether or not they needed to see a doctor According to a recent survey of 6,000 people in 10 countries (sponsored by Cisco) 87% of patients would trade off time, money and/or convenience to be treated at a perceived leading healthcare provider, and gain access to trusted care and expertise
  28. 28. 28 Two Views of the Provider–Patient Relationship Information giving Authoritarian (parent-child) Dictated behavior Compliance Resistance is bad Persuade, Manipulate Information exchange Shared decision making, Cooperation Negotiated behavior Adherence Resistance is information Understand, Adjust, Accept We save the patient Patient saves themselves Practitioner centered Patient centered Source: Steve Basiago, Walgreens Health Services
  29. 29. 29 Multi-Channel Approaches Add Value In Patient Engagement IVRText EmailVoice Report Data Self Service Inbound Outbound At-Risk Motivate Quality Measures Educate Live Agent ChatVideo • More interactions • More often • Engagement more critical • Personalization in interaction • Approach depends on engagement goal • Automate, escalate, engage Patient experience changes over time: optimism, acceptance, knowledge, social support, etc. Source: Frost & Sullivan
  30. 30. 30 Opportunities to Address Empowered Patients • Consumer is addicted to repairative care  Value of preventative care not sold • Health literacy is low, anxiety regarding diagnosis • Not just data, what’s the meaning • Information provided like a financial statement • Here’s where you started the month...this month’s activities...here’s where you are now Gaming, Rewards, Motivation Combine patients to create consumer power Content that is individualized + personalized Network, Collaborate Source: Frost & Sullivan analysis. Patient ownership of data Research and market products designed for specific types of patients Direct-to- consumer analytics Packaged episode of care bundle, customized and purchased online
  31. 31. 31 Medical Device Connectivity
  32. 32. 32 Interoperability Platform Medical Device Connectivity Oximeter Infusion Pumps Monitors Electronic Medical Record Workstation Medication Station Smart phone or tablet Other Diagnostic Devices or Biometric Sensors Point-to point Connectivity enables Standardized Electronic Records, Remote Healthcare and Diagnostics, Remote Clinical Care, Electronic Medical Records, and Mobile Healthcare.
  33. 33. 33 Key Configuration Considerations Categorizing Devices System Deployment Patient association is critical to effective implementation of connectivity solutions. Initiation can either be patient centric or location centric. Ensuring tracking across the worflow and proper patient disassociation is of equal importance. Categorization of devices based on use and data transmission. Episodic devices obtain a single set of measurements at a fixed time. Continuous tracking devices, are continuously capturing data and device performance information, some are stand alone while others can transmit across an enterprise network. Deployment is tied to how the device fits in the clinical workflow. Does it require a point of care component, or is central station monitoring sufficient. Patient Association Synchronized time stamping, security from malware, downtime protocols, and integration of data with an EMR are among the most challenging issues to adoption of interoperability systems. Data Validation and Security Protocols for change management as devices get replaced or upgraded are important to factor into the network, and consider contingencies of how changes to one might affect another. It requires coordination from both institutions and OEM’s.. Change Management
  34. 34. 34 Spheres of Influence Lack Alignment Key Supporting Organizations Supporting Organizations for Interoperable HC Systems Clinicians Patients Professionals in leading HC Organizations System Safety Experts Manufacturing Representatives Standards Setting Organizations Regulatory Bodies Research & Academic Institutions Patient Safety Advocates Payers
  35. 35. 35 Available Third Party Solutions – Qualcomm Life • With the acquisition of Healthy Circles and investment in PracticeFusion, Qualcomm Life is expanding capabilities for data integration and potentially analytics
  36. 36. 36 Available Third Party Solutions- Netspective Fluent M2M
  37. 37. 37 Available Third Party Solutions – iSirona and Capsule Technologies
  38. 38. 38 ECRI Use Case Analysis - Vendor Comparison Automated Documentation from a Ventilator
  39. 39. 39 Healthcare Market Outlook
  40. 40. 40 Personalization, Communication, Decentralization, Collaboration Personalized/Precision Medicine Patient Centric Decentralized, Community-based Collaborative, Shared Information Based on Protocols and Analytics Preventing Sickness (Wellness) Integrated, Two Way From... One Size Fits All Provider Centric Centralized, Hospital-based Fragmented, Specialized Based on Individual Expert Treating Sickness Fragmented, One-way INFORMATION FLOW LOCATION FOCUS APPROACH TREATMENT DECISION MAKING OBJECTIVE ...To Procedure-based Bundled, CapitatedREIMBURSEMENT Source: Frost & Sullivan
  41. 41. 41 Care Delivery Transformation: From Acute Care to Prevention Track, Predict, Intervene, Manage Disease/Care Management Prevention/Wellness Goal: Keep People Healthy Longer Goal: Manage or Mitigate Risk Goal: Diagnose and Reduce Treatment Delay Goal: Manage Goal: Quality of Life Goal: Move to More Interaction and Self- Mgmt Healthy/ “Worried Well” “At Risk” Undiagnosed Chronically Ill Managed Chronically Ill Unmanaged End of Life Continuum of Care SizeofImpactedPopulation $$ •Early identification and prevention •New models of care delivery to improve: •collaboration among providers •patient knowledge, self-help and health •Increase intervention •Higher touch at lower cost Source: Frost & Sullivan
  42. 42. 42 Last Decade Current Decade Next Decade Types of Companies Market Dynamics Main Focus Revenue Pharmaceuticals—Business Outlook Approximately $328 billion (pharma) (total drugs market - $353 billion) Approximately $766 billion (pharma) (total drugs market - $830 billion) Approximately $1,350 billion (pharma) (total drugs market - $ 1,487 billion) Focus was on better screening of drug candidates and faster market launch because the clinical development process is risky and lengthy. Commercialization of drug candidates is the main focus. Non-core competencies, including activities such as drug discovery, drug development (early stage clinical development), and manufacturing, are being outsourced. Convergence with drug discovery, drug development, and drug delivery M&As and alliances with pharmaceutical firms Very high ROI for successful drug candidates (those with successful market launch and positive clinical trial data on efficacy and safety), for example, Pfizer's Lipitor (Atorvastatin) M&As and alliances with biotech firms Acquisition, and alliances with drug discovery, drug development companies, and academic institutions reduces the growing R&D productivity gap for the pharmaceutical companies. De-risking of R&D and drug development with cost-effective model is the main driver for the growth of pharmaceutical firms. M&As and alliances with drug discovery, drug development, and drug delivery companies Focus is on less competitive, niche disease segments, and; thereby, shifting away from the blockbuster model. Big pharma, biopharmaceutical companies, small and medium pharmaceutical firms, CROs, CMOs, generics Big pharma, small and medium pharmaceutical companies, CMOs, CROs, generics Integrated companies Source: Frost & Sullivan
  43. 43. 43 Last Decade Current Decade Next Decade Types of Companies Market Dynamics Main Focus Revenue Biotechnology—Business Outlook Approximately $25 billion Approximately $63 billion Approximately $136 billion Main focus was on drug discovery, leveraged by a healthy funding scenario. Focus is on niche disease segments such as cancer and autoimmune diseases. Personalized medicine - more efficient drug development process, based on the research on disease pathophysiology and genetic risk factors The high growth rate and increasing number of licensing and collaboration deals in the biotech industry attracted investments, not only from pharmaceutical companies but also from investment banks and VCs due to the high future prospects of the industry. Moreover, increased funding and support from the government were the other key drivers for growth of the biotechnology industry. Lucrative disease segments with premium pricing opportunities such as oncology are the main growth driver. Success of various ,onoclonal antibodies (mAb) such as Rituxan/ MabThera (rituximab) and Avastin (bevacizumab) is a key impetus for growth. Potential high ROI on personalized medicine will be the main growth driver. Drug discovery, biopharmaceutical companies, biotech firms, CROs, CMOs, and biosimilar companies Drug discovery, drug development companies, CROs, CMOs, and biotech firms Integrated companies Source: Frost & Sullivan
  44. 44. 44 Current Decade Next Decade Types of Companies Market Dynamics Main Focus Revenue Clinical Diagnostics—Business Outlook $24,504.2 Million $40,208.3 Million $78,234.7 Million Immunochemistry and clinical microbiology were the largest segments mainly because the human genome had just been sequenced and; therefore, molecular techniques were under development or on their way to the market. Immunochemistry and culture-based techniques were the only available technologies. As opposed to tests that needed to be scaled up to be performed at the central lab, tests now need to be scaled down to be performed at the point of care, but at the cost of a lab test. Molecular diagnostics are now recognised as a very effective alternative to culture- based and ELISA-based techniques. Personalised medicine will be mainstream, and technologies that will enable the personalisation of medicine, such as molecular diagnostics and point of care testing, will grow. Companion diagnostics will be a main area with significant revenue, although it is currently not significant enough to form a part of the IVD market. There was need for a validated technique that could be scaled up to the volumes of central laboratories, which offered actionable results at economic costs. EIA and culture-based were best-suited at that time and; thus’ were the most widely used techniques. Need for speed and need at the point-of care are the key drivers of today. Biomarkers-based diagnostics are driving growth in many segments, such as molecular diagnostics, point of care, and tissue diagnostics. More personalised and quicker diagnosis at the point of need will continue to be key drivers in 2020. The transition towards personalised medicine will lead to the generation of significant quantities of data per patient, making information storage and management more critical in the future. Laterally integrated diagnostic companies are composed of biomarker companies, OEM manufacturers, and the present diagnostic leviathans. Leaders in data storage and management in other fields such as Google could potentially be expected to enter the healthcare space in a big way. EIA reagents and equipment suppliers and reagent suppliers for both EIA and culture techniques such as Abbott, Bio-Rad, Bayer, Roche, Beckman Coulter, bioMerieux, Sigma Aldrich Diagnostic companies with multiple areas of focus include Roche, Siemens, J&J, Abbott, Beckman Coulter, Bayer, bioMerieux, Sysmex, Alere, Becton Dickinson, Instrumentation Laboratory, Qiagen, Radiometer, and Gen-Probe. Last Decade Source: Frost & Sullivan
  45. 45. 45 Last Decade Current Decade Next Decade Types of Companies Market Dynamics Main Focus Revenue Medical Devices—Business Outlook $153.40 Billion $271.55 Billion $509.25 Billion More emphasis on quality of treatment and cure because treatment time was never a constraint. Invasive procedures were the golden standard. Faster diagnosis and prompt therapy along with patient safety using minimal invasive technologies Minimal invasive technologies becoming the preferred choice; therefore, reducing therapy duration and post-operative complications. Consistently increasing number of chronic cardiovascular diseases led to most pertinent surgical intervention when absolutely required. Improved diagnostic imaging capabilities coupled with advanced minimally invasive technologies has led to increased procedural volume and product uptake. Advancement in minimally invasive technology in the form of fully automated, robot-assisted, minimally invasive cardiac surgery and continuous diagnostic pre- operative imaging Presence of individual imaging, devices, and pharmaceutical companies, for example, Johnson and Johnson, GE Healthcare, and Merck and Co. Individual companies have started moving towards intersection, for example, BD and Novartis. A definite intersection of applications and product line between established companies. For instance, a leading vendor from the cardiac imaging industry collaborating with participants from the cardiac devices and consumables industries. Source: Frost & Sullivan
  46. 46. 46 Projected Impact on the Healthcare Industry High Impact Low Impact Certainty Low High 2010 – 2020 Top 10 Global Healthcare Trends Source: Frost & Sullivan
  47. 47. 47 Three Big Predictions 2 The healthcare and life sciences industry will consolidate further in this decade with many big pharma companies seeking alternatives to the blockbuster model. 3 1 As healthcare is geared towards a personalized medicine model, companion diagnostics will alter drug development and the commercialization process of drug candidates. Combining biomarkers and drugs will result in enhanced therapeutic efficacy and safety. The rise of new technologies capable of integrating medical devices into a connected platform enhances the functionality of devices, reduces the man power burden, and minimizes errors. Source: Frost & Sullivan
  48. 48. 48 Healthcare Convergence
  49. 49. 49 Healthcare—Convergence with Other Industries Key Industries Tracked in Addition to Company’s Core Markets, 2013 A&D = Aerospace & Defence A&T = Automotive & Transportation CMF = Chemicals, Materials & Food EPS = Energy & Power Supplies EBT = Environment & Building Technologies HC = Healthcare IPC = Industry & Process Control ICT = Information & Communication Technology M&I = Measurement & Instrumentation Industry Cross-interest 1 Cross-interest 2 Cross-interest 3 n A&D ICT 39% A&T 26% EPS 20% 111 A&T EPS 25% ICT 24% EBT 9% 282 CMF EPS 37% A&T 36% EBT 27% 167 EPS EBT 24% A&T 20% IPC 18% 180 EBT EPS 44% ICT 26% CMF 21% 57 HC ICT 18% CMF 15% M&I 8% 238 IPC EPS 42% A&T 26% CMF 26% 78 ICT HC 23% A&T 19% EPS 19% 371 M&I A&T 42% EPS 38% IPC 38% 26 Source: Frost & Sullivan
  50. 50. 50 Healthcare—Convergence with Other Industries Key Areas of Technology and Business Model Convergence Connected Health Life Sciences Advanced Medical Technology ICT CMF Robotic Diagnostics, Automation - Lab-on-Chip, LIMS, Robotic Surgery M&I Active Pharmaceutical Ingredients, Excipients and Intermediates, Drug Delivery, Device Coatings mHealth, Health Information Exchange Systems, Chronic Disease Management Healthcare IPC A&T Supply Chain, Warehousing, Freight Forwarding Bulk Drugs, Chemicals, Biologics, and Finished Dosage. Cryostorage of Devices Valves, Heat Exchangers, Centrifuges, Dryers, Bioreactor Source: Frost & Sullivan
  51. 51. 51 Ranking of Mega Trends Health, wellness, and well-being is the highest ranked Mega Trend New Business Models: Value for Many Future of Mobility Social Trends Beyond BRIC: The Next Game Changers Connectivity and Convergence Future Infrastructure Development Smart is the New Green Health, Wellness, and Well- being Urbanization: City as a Customer Innovating to Zero Bricks and Clicks 53% 51% 44% 43% 42% 40% 38% 31% 29% 27% 11% 51% 51% 37% 62% 44% 38% 37% 15% 30% 30% 10% 45% 73% 45% 45% 45% 42% 35% 18% 38% 25% 10% 47% 37% 37% 50% 18% 40% 53% 38% 37% 42% 10% 50% 34% 31% 43% 33% 60% 55% 12% 33% 26% 14% 46% 24% 41% 39% 44% 44% 59% 27% 49% 32% 12% 60% 38% 52% 43% 39% 23% 18% 81% 14% 23% 8% 48% 50% 24% 43% 43% 36% 38% 22% 33% 26% 9% 62% 74% 54% 30% 70% 40% 25% 19% 20% 19% 10% 43% 29% 14% 57% 21% 43% 29% 21% 7% 21% 7% Overall A&D A&T CMF EPS EBT HC IPC ICT M&I A&D = Aerospace & Defence A&T = Automotive & Transportation CMF = Chemicals, Materials & Food EPS = Energy & Power Supplies EBT = Environment & Building Technologies HC = Healthcare IPC = Industry & Process Control ICT = Information & Communication Technology M&I = Measurement & Instrumentation Source: Frost & Sullivan