Market Entry Strategy

Asia Pacific markets provide an important growth opportunity for biopharma, medtech, and OTC companies. However, confidently making decisions on whether and how to enter the APAC market is not trivial. Regulatory, competitive, and reimbursement landscapes are evolving and increase decision complexity significantly. Targeting multiple countries in the region for an asset or portfolio launch only complicates the matter further, especially when the company is not legally present and must decide whether to enter itself or via a partnership, service agreement or joint venture.

EVERSANA™, with its presence in all the important markets of Asia and a vast network of experts and key opinion leaders (KOLs), helps companies manage this complexity to make decisions. We help our clients:

  • Appropriately frame the opportunity.
  • Develop creative and doable entry alternatives and gain alignment for evaluation.
  • Use point-of-view and probabilistic assessment approaches to account for the uncertainties that drive outcomes for each entry alternative.
  • Explicitly quantify the full range of outcomes for each alternative on value measures such as NPV, risk, timing and peak revenues.
  • Facilitate decision-makers in making trade-offs to choose the right alternative.

Our experts have supported many clients, from emerging to multinational biopharma, OTC, and medtech companies entering the APAC market and benefiting from the region’s opportunity.


Our Case Studies

Where & How to Play in the APAC Markets

A pharmaceutical multinational corporation (MNC) with a strong oncology portfolio wished to identify which APAC markets (out of China, Taiwan, South Korea, Australia, India, Singapore, Thailand, Malaysia and Indonesia) to play in and identify the best go-to-market strategy for each. EVERSANA team members assessed market attractiveness, based on epidemiology, oncology infrastructure, pricing and market access and regulatory landscape, and prioritized the markets. We also evaluated market entry alternatives, such as direct presence, joint venture, partnership, licensing and contract distribution, using value measures, such as ease and speed of market entry, investment productivity and retained share of value, and recommended a go-to-market strategy.

Valuation & Partnership Strategy in the U.S. and EU5

A Japanese pharmaceutical company had acquired global development rights for a novel Phase II asset in an orphan indication. It required an external valuation of the global opportunity and partnering strategy in the U.S. and EU5. EVERSANA consultants assessed price, patient share and costs with KOLs, payers and industry experts and built a probabilistic valuation model capturing the full range of value and risk. We evaluated alternate partnering strategies, such as joint venture, licensing, contract sales and marketing at various stages of development to guide their plans for the partnering effort to maximize value.

Chinese Market Entry Strategy For Disposable Medical Devices

A leading medtech company manufactured many categories of disposable devices, for which it had identified China as a top growth priority. It wished to understand the market size of its categories of disposable devices and develop a market entry strategy. EVERSANA team members assessed the market potential of the device categories through interviews with KOLs and ranked the attractiveness of categories on the basis of market potential and competitive intensity. We also identified potential partners by evaluating their market capabilities, including geographic reach and portfolio suitability.

Go-to-Market Strategy Entering New Therapeutic Area

In India, a global MNC that was a leader in some therapy areas was planning to diversify its business by entering new therapy areas. They wished to evaluate the Indian market potential for their R&D pipeline and develop the best go-to-market strategy for each therapy area. EVERSANA team members studied the patient journey of each disease in detail; identified unmet needs and assessed the third-party providers with KOLs to determine the market potential for each asset; and evaluated entry partners on extent of target market reach, investment productivity and long-term sustainability to provide recommendations on the go-to-market strategy for each therapy area.

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