Como você gerencia e mitiga os riscos e desafios do acesso ao mercado em países de baixa e média renda?

I've worked in Marketa Access for one and a half years. After working in Marketing, one of the biggest drivers of success for me is that once you've understand the context and the environment, it's critical to have a customer-driven approach on the proposals that you will put in front of payers. In the last 18 months, I've seen some very sophisticated proposals that do not respond to any of the needs of the health systems. One summary phrase, be empathetic with the system.

Emerging Markets, or LMIC... Are as diverse as other markets. You cannot expect that, living in one part of the world, you could know everything (or even much) about all of these markets. The best approach for me, as a "Global Market Access Expert" is to recognize that you cannot master everything, and then ask to local experts about their context.

Understanding the issues of each stakeholder type will inform the approach one should take in engagement. A one-size-fits-all will not aid in developing meaningful relationships nor move the the entry to market any closer.

Todas las instituciones tienen grandes retos, los presupuestos siempre van a ser uno de ellos. Involucrar a los pagadores en todo lo que se construya, es fundamental para que la propuesta sea ganar-ganar-ganar, paciente, institución, industria. No hay como nos acepten propuestas sin conocer las necesidades del pagador y su entorno, por más buena que sea.

A low or middle income country is not uniformly low or middle income. There are pockets of very high income, and aspirations for good brands and high quality and premium products. One challenge will be to access those pockets. Obvious choices would be the big cities where the high income households might be. Once you establish yourself there, actively seek out how you can reach other similar customers in the hinterland. Getting the message across on SM may be the easy part, but then you have to work on the distribution and logistics. It may take time and effort, but its a long game. Aim to establish yourself in the country for the long run. I am from India, and have seen this happening every day, everywhere.

Development of an aligned internal narrative encompassing multiple departments and roles will aid in this vital step - alinged communication is key, both internally and externally.

Agility is vital as you accelerate activities but having a deep insight in customer behaviours using emotional intelligence will not only support alignment but create new opportunities for partnership. Many a time, organisations solely focus on process and deprioritise the human element.

One of the pillars often missed is the need to co-create solutions with a multiple of different stakeholders utilising the different data sets. Solutions created internally are seldom accepted as the wider healthcare system have no "buy-in" into the process or ambition and therefore resistance to implement will arise.

One element I have found to be useful on this topic is to facilitate case studies reviewing baseline, intervention and outcomes, thereby ascertaining both qualitative and quantative indicators.

It would be useful to consider issues such as risk distribution in the population in relation to affordability. Much more in depth work regarding the impact of health inequalities on health needs and therefore affordability / markets