Avoiding invasive tactics when conquering markets
By Fernando Ferrer. Multinational Partnerships LLC. NYC, USA. 2012
Abstract
Entering into and succeeding in Global, Latin-American and Emerging markets demands not only a deep analysis but real international experience, a wide range of skills, and culture sensitivity.
This presentation outlines the global perspectives of the organizations and their leaders, tackling then business in Latin America and in the life science market.
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Avoiding invasive tactics when conquering markets by fernando ferrer mpllc nyc
1. Avoiding invasive tactics
when conquering markets
Fernando Ferrer. BS, MBA
September 29, 2012
New York City-Microsoft Building
2. Avoiding invasive tactics
when conquering markets
Abstract
Entering into and succeeding in Global, LatinAmerican and Emerging markets demands not only
a deep analysis but real international experience, a
wide range of skills, and culture sensitivity.
This presentation outlines the global perspectives
of the organizations and their leaders, tackling then
business in Latin America and in the life science
market.
Fernando Ferrer. Multinational Partnerships
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3. from Domestic … to Global business
Fernando Ferrer. Multinational Partnerships
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4. Globalization is a continuous process
of worldwide interconnections
A global business strategy
should be doing everything
the same everywhere
Fernando Ferrer. Multinational Partnerships
What works in one
country, fails in another.
Because national
differences still matter.
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5. if national differences still matter,
What can a Global firm do?
Think
globally
Embrace
diversity
Fernando Ferrer. Multinational Partnerships
Decentralize
Set few
standardized
polices
Create links
around the
processes
Manage
tradition and
change
5
6. …and a Global leader?
Diversity of experience
Skills to build successful partnerships
Cultural sensitivity and awareness to
get the message across
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8. understand the environment from
different perspectives
Global
Country
Industry
Internal
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9. Latin American Alliances
CELAC - Comunidad de Estados Latinoamericanos y Caribeños
Mercosur - Mercado Común del Sur / UNASUR, 12 South American Countries
CAN - Comunidad Andina de Naciones
SICA / SIECA - Sistema de la Integración Centroamericana
Caricom - Comunidad del Caribe
ALBA - Alianza Bolivariana para los pueblos de nuestra America
OEA - Organización de los Estados Americanos
NAFTA - North American Free Trade Agreement
Bilateral free trade agreements with other Nations and Economic Alliances
Fernando Ferrer. Multinational Partnerships
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10. entering into “new” markets
similar hurdles faced in established markets …
regulations.,
quality,
compliance
market
awareness &
promotion
competition,
costs
pricing, market
access &
distribution
channels
resources and
infrastructure
…but they need to be addressed with Fresh Eyes
Fernando Ferrer. Multinational Partnerships
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11. Fresh Eyes
understand the market’s dynamics
use bottom up approach
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12. address the countries’ demands
deep and rigorous analysis to take informed
decisions in an ambiguous multicultural
environment
clear objectives,
strategy, organization, people,
resources, skills
commitment, flexibility
Fernando Ferrer. Multinational Partnerships
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13. connect with the targeted Country and
Region from different perspectives
invest in learning
Industrial
Technological
Political
Social
Economical
Fernando Ferrer. Multinational Partnerships
Natural
Environment
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14. avoid invasive tactics
conquer the market by understanding it:
business development
understand the
rational and the
emotional culture
partner & learn with
local experienced
organizations
engage with the local
culture and
community
demonstrate local
commitment
divide risk by
partnering with
players that are
looking to grow
through innovation
spend time with
international
customers
lead with Senior
decision-makers
building trusts
takes time
show cultural
sensitivity
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16. lead the change against
“Not Made Here”
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17. Procedures, controls and
ensuring quality, ethics
and compliance must
support business
development and
innovation
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18. Regional & Country Strategies aligned
with the Corporation and the Market
Business Models, Plans and Life Cycles
Expansion & growth
• Organic / M&A , JV , Alliances / Distribution , Partnership
Financial goals and cash flow
• Revenue / Profit
Product portfolio and Marketing strategies
• Proprietary / Generics / Holistic Approach
Commercial & Industrial organization
• In-company / outsourcing - mixed / investments , infrastructure
Pricing & Served markets
• Global / Country / Access
Fernando Ferrer. Multinational Partnerships
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19. Expansion & Growth models
different needs, benefits and time to market
Organic
High Time and
Resources consumption
Gain experience
Follows the Corp model
M&A, JV, Alliances
Time Savings
Distribution, Partnership
Less Investment & profit
High Cash Investment.
Integration is key
Fernando Ferrer. Multinational Partnerships
Communication and
alignment
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20. Product Portfolio / Product Mix
• select the products that make sense to the
market
• new expensive therapies are difficult to
commercialize
• different demographics and diseases from
US and EU
• Wide range of registration timelines and
requirements
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21. Price and Place
• For pricing approval, Governments are
requesting pharmacoeconomic studies showing
benefits
• discounts and exchange rates of local currencies
affect the forecast & marketing plans
• autonomy among the Business and Therapeutic
Areas avoid the bargain of the portfolio
• invest on developing partnerships with the
multiple distribution channels
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22. Promotion and Communication
channels
• push and pull messages locally tested
and validated throughout multilevel
channels
• local market research and holistic vision
including all the stakeholders
• follow and innovate on the traditional
and digital channels
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23. Integrate Clinical, Technical,
Operational and Growth
Strategies
• impact on Latin American and Emerging
markets must be considered at early
stages
• production scale is key for cost
leadership and market share after LOE
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24. Brands and Intellectual
Property (IP)
• remain global and differentiate yourself
from local competitors
• protect Brands and IP from noninternational practices or corruption
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25. Human Resources (HR) and Structure
• resources in headquarters providing dedicated
support and guidance to the local business
• local organization fully dedicated to the local
operation
• integrate the organization across the
boundaries
• higher demand of experienced talent, exchange
rates and inflation impact the HR costs
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26. Bottom Line
• achieve profit as the ultimate goal
• invest within the local communities
• think long term
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