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Accenture Life Sciences

Five Branded Generics Strategies to
Master for Global Pharmaceuticals
in Emerging Markets
By Tina Gilbert, Arda Ural and Myriam Lopez

2 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets .

China. corrupt business practices. Brazil has different market and consumer dynamics than China or India due to socio- demographic. Indonesia. covering 46 percent of its landmass and are generating 31 percent of its GDP1. India. What’s more. Russia. including the U. they represent the next big growth engine for the industry. cracking developing markets has become an agenda-topper for many industry CEOs. Given these realities. global pharmaceutical companies. by the original manufacturer of the patented The underlying reasons for these differences drug or by generic manufacturers that include different or virtually nonexistent build up brand equity for their generic reimbursement systems. These are fundamentally different in emerging generic versions of products sold either markets compared to developed ones. Thus. As a result. more aggressively with a class of products 3 . market general managers. Emerging markets are further complicated by the fact that no two countries are the same. limited access versions of the medication. In some cases.Introduction Emerging markets can be tricky for pharmaceutical players that are more comfortable operating in a developed market environment. which they to healthcare and unique pricing and introduce right after the patent expires distribution aspects. governmental and regulatory factors. The original companies (MNCs) face compliance risks manufacturers attempt to build on the that require management in accordance with name recognition of the branded drug strict policies. failure to comply generic manufacturers strive to build their has led to high turnover among emerging brand equity with support from their sales. need to either in these markets is that big pharma compete with or against the branded generics companies often feel a need to compete to be successful in the emerging markets. equivalent. multinational on the original product. Mexico. Emerging markets are home to more than 70 percent of the world’s population. but coming to terms with the unique challenges these markets hold may separate winners from losers—especially as the competitive battlefield shifts to a more global footing. Foreign to maintain market share in face of the Corrupt Practices Act (FCPA) and its UK generic manufacturer(s). especially in marketing and medical organizations.S. a recent study2 forecasts that by 2016. In addition. On the other hand. economic. Pharmaceutical market dynamics are known as branded generics. with a core competency in But perhaps the most important difference commercialization and R&D. emerging markets—including Brazil. and Turkey—will account for 30 percent of international pharmaceutical spending. countries that have entrenched.

Why branded generics matter in emerging markets The genesis of branded generics in emerging markets is a pragmatic response to some hard local market realities. branded generics product segment. branded ones enjoying a higher price leading to more favorable margins when compared to pure generics. Historically. for example. coupled with The favorable margins of branded generics lower consumer disposable income levels can provide room for a meaningful amount and the inability of emerging market of promotional spending. however. pharmaceutical companies—much as they do in developed economies—have attempted to enforce intellectual property (IP) rights in these regions as their economies became more globally integrated. whereas in many developed markets such as the United Kingdom and United States. same way they rely on other novel medications because they have been in use for a long Just how well do branded generics measure time—in some cases for decades. branded generics and originator (off patent) brands dwarf pure generic products. The Indian market. unbranded generics make up about half the overall category total. From the start. And given up against branded and pure generic products the often-global reputations of the MNCs. Our research governments to afford novel medications4 shows that emerging market healthcare at developed country prices. helped to foster providers trust branded generic products the a new. big pharma players often had to compete against generic versions of their own medications.3 These market conditions. from a profitability perspective? The there is also an element of intrinsic trust popularity of branded generics over pure in both the quality of branded generics and generic products also varies by country with the companies that sell them. 4 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . which in many developed countries are protected by law. Branded generics typically offer higher margins than either over-the-counter (OTC) or pure generic offerings. is inundated with copycat generic drugs and low-cost chemically similar versions due to historically weak patent laws and government-induced pricing controls. In India.

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Enhance contracting Establish sustained local capabilities capabilities with strong Create high-volume sales local talent opportunities to overcome low Local manufacturing is a show of margins on off-patent products goodwill to local authorities Ability to manage Accounts High demand for local talent is Receivables and credit risk making hiring/retention expensive Key Success Factors with Bolster the sales force Engage in portfolio Branded Generics with multi-channel marketing engagement in Emerging Physician engagement and Create trust and recognition Markets brand equity are critical for among healthcare providers success Provide lower-cost solutions Enable sales teams to promote for lower priced markets multiple products with physicians Recalibrate regulatory affairs Ability to file for the fastest route for approval to outpace generics Know how to navigate government relationships 6 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . To improve the odds.Key success factors with branded generics in emerging markets While the branded generics play in emerging markets offers pharma players opportunities to expand. MNCs should consider the following five winning elements of successful branded generics strategies. success is not certain.

pharmacist intervene in the medication duties or tariffs that often boost import This combination enables them to allocate regimen can provide certain benefits. Economically. but the benefits can be reaching as high as 180 days or more. 7 . localization optimize their manufacturing architecture or diabetes. in Russia tend to enjoy high levels of influence markets can be a challenge for global with days sales outstanding (DSO) levels due to the market’s network of regional pharma players. Distributors Establishing local capabilities in emerging of doing business in all emerging markets. and the Indian distribution significant. However. Local production can help the agility of the supply chain can play a network and marketplace are both highly organizations shorten supply chains. This setup original product due to its higher price. supplying the market cheaply and alternatives in these situations. but unless distribution oddities.6 As a result. if an option is available. if the consumer is willing to pay—offer cultivating a deep understanding of consumer While these opportunities are not exclusive for-prescription remedies in absence of needs in areas such as credit and supply to branded generics. since they—unlike some local producers— can face stricter reporting standards Establish sustained pharmacy chains. MNCs should now using Brazil as a production platform. Critical urgent needs in the country. since they typically offer country. pharmacies are owned and operated by individuals and thus offer a less predictable order horizon than However. such as Brazil.1. explore ways to incentivize and train Additional benefits of local production can the central command center approach pharmacists to dispense their own branded include local and national tax advantages often faces some unique challenges. pharmacists factors for creating an effective emerging retaining local talent can enable firms to can be active care providers and can often— market distribution network strategy include benefit from emerging markets’ resources. And while having a trained operations to compete by imposing import enterprise resources planning (ERP) systems. for chronic conditions such as hypertension competition. avoid much more critical role here than it does fragmented. especially prices far beyond those charged by local capital efficiently. setting they understand and act to overcome them. economies. In emerging markets. as well as providing adequate a successful branded generics strategy. up local R&D capabilities can help companies Retail pharmacies in developed markets their branded generics initiatives could attune their product portfolios to meet the typically both distribute and dispense be less effective than anticipated. The cost to example. Given dramatically from country to country. companies sometimes move smaller quantities on a MNCs should endeavor to understand that the distribution picture could change with strong local constant basis. such as in Latin regarding their accounts payable terms. acquire raw materials. predictability. Russia. Furthermore. medications are dispensed. pharmaceutical market. they are important for any medical training. and hiring and medicine. in an emerging market setting. For generics instead of locally produced and lower production costs. supply chains often pharmacist thus suggests. for example. In Mexico. Across many when compared to novel branded medications. Manufacturing and distribution patient does not have a prescription—a situation that occurs very frequently. and drug- store chains are also emerging. supermarkets have talent the fact that accounts receivable (A/R) is often a major stumbling block and a risk begun to carry pharma products. Even where there are large pharmacy chains. even if the not a counterfeit. which generic product to participation in a number of emerging command center that has a clear view of dispense. manufacture a drug in India. emerging markets. all. the operations to gain access to the market at works well for many MNCs. operate in developed markets. Dealing with these dynamics currency fluctuations and better understand in developed markets that benefit from can be a challenge for MNCs trained to a market’s unique aspects. and in many center presence can be the key to continued function best when guided by a central cases decides. which calls for more of a just-in-time approach to distribution. quickly can be an important success factor branded generics can be more profitable is about 40 percent lower than in a developed in these markets because it can foster an for pharmacists. As a consequence. and some governments even the global supply and demand capacity of if the patient cannot afford the branded require companies to establish in-country a company’s product portfolio. it is not uncommon to see even has been a key element of the Brazilian and move inventory while optimizing the pharmacist assistants playing this critical role. global pharmaceutical companies are Given this local decision point. they can play an influential role as to which assurances that this is a genuine product. for example.7 Russia and China are also evolving environment in which the shelves in the better payment terms and larger discounts into even stronger examples of the need for pharmacies remain stocked. local manufacturing. which typically pharmacist can offer the next-best product. formularies. Other countries. and China. make it employ a refined sales and operations such as a branded generic supplied by a very difficult for companies without local planning (S&OP) process enabled by local manufacturer. MNCs could be at a disadvantage here. In effect.5 The Having a local manufacturing or distribution In developed markets. and numerous cash position. local capabilities America. including established processes and systems.

Reddy’s to develop and market selected products across a variety of emerging markets. recently launched a joint venture with Cadila. Bayer HealthCare. this strategy more eligible patients has often attracted healthcare costs. the war for talent is a key success in an emerging market can boost its influence regulatory authorities. can be interpreted two ways. this trend has that lack a healthy commercial insurance for full transparency in such trials which actually reversed net immigration flows to segment. payment and presence in the emerging market landscape. it traditionally been a slow process.. However. First. which and development (R&D) headquarters in Doing so can help to speed up patient promotes investments in local technologies China as part of a $1. where drugs developed perception that they are taking advantage locally often enjoy a semi-official fast track of local populations. However. The case of China in particular. historically have attempted to lure talent However. These ventures are also often designed to establish a new base for expansion into other emerging markets. In 2009.e. helped to a major public relations issue that was multiples of their government-paid salaries. rates of attrition seem to be Partner with local players uncharacteristically high in emerging markets. one of India’s largest privately held pharmaceutical companies. including nationalistic protectionism. enabling them to dial up discovery to perform Phase II and III clinical trials. The announcement in December 2011 that of enrolling ever-larger patient populations Many other factors can play into this equation. which almost always mission packages are mandated to include talent can make the cost of hiring individuals act as monopsony players (i. with the right skill sets disproportionately buyer with multiple sellers) in countries However. MNCs should consider striving expensive. which appears to have been by blocking the entry of MNCs and negative over five years represents a milestone in an operational obstacle for clinical stage popular perceptions of government officials MNC attempts to establish an integrated development. it allows drug developers (and the contract research companies to gain access to an educated local organizations they use) to these geographies Local talent workforce. And second. In some While pharmaceutical industry R&D has government concerning clinical trial Eastern European countries and Russia. can help to avoid the potentially negative developed markets. is a good example. and led sales reps. GSK signed an agreement with India’s Dr. exemplified by claims made by an African closer to developed country levels.5 billion investment recruitment. The ability to bring relevant Becoming involved locally can actually career paths in a MNC remain important products quickly to market at low price enhance a big pharma player’s image in attributes in the war for local talent.8 8 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . whose protections Talent acquisition costs are also increasing for reimbursement by local authorities that from negative outcomes may be lower than steadily. bringing the fully-loaded cost of may save them years in the process. Since both MNCs and local branded generic functions at a lower cost. Merck planned to establish a new research from emerging markets for clinical trials. companies should consider away from big pharma companies once people weighing the costs and benefits associated complete their initial training and gain hands-on multi-national commercialization experience. government. Now. company that supplies high quality products. This practice can also help to speed up manufacturers invest heavily in emerging establishing the company as a net investor the approval process with emerging market markets. because doctors can often earn provided production efficiency gains. This issue is a pharma sales rep in China. points has been instrumental for domestic the eyes of local healthcare providers. In some cases. In general. training and sustainable speed to market. manufacturers to test generic drugs more drawn out over many years. Successful MNCs often create partnerships with local companies with deeper since companies do not shy away from expertise in the local market and perhaps more support from the local stealing trained talent from anyone. quickly and thus helped to increase the Continuing education. Due to lower treatment rates caused by their pricing. for example. this pervasive demand for with local governments. a single clinical outcomes data for local populations. MNCs may be slowly losing this edge to players in shaping the Indian market on positioning it as a progressive and innovative local branded generic manufacturers. those in developed markets. because many sub- factor. in India recruitment for an antibiotic tested by is a common practice to hire physicians as the adoption of reverse pharmacology has a large global pharma company. anywhere. the ability to find coverage decisions that focus on containing As most MNCs move into China. in emerging markets. for example. which their terms. the local players offer similar perks and career paths as well.Research and development Another recent development is the practice with establishing local R&D capabilities.

for them to increase their depth in a specific therapy by conducting focused market Promotional activities can help MNCs research and to develop a good understanding maintain the relevance of branded generic of a market’s medical needs. The ability to create strong brand equity by engaging in portfolio marketing is a key factor for success with branded generics in Leveraging a portfolio of products can allow companies to benefit from synergies as they execute their strategy and develop a market Engage in portfolio emerging markets. as most of the been launched in the market. and doing upfront can help them to gain recognition among portfolio lifecycle planning and taking steps physicians. For example. One avenue involves the creation of training regimens to “certify” physicians in the use of a company’s product. The program provides free insulin and supplies. ability to succeed in this competitive market with a branded generic. Sandoz remains to understand target segment needs can the leader in tuberculosis therapy in India place the MNC in a strong commercial because it has the most relevant portfolio. This can foster the opportunity health in Hindi. The MNCs’ know- Physician engagement and the creation of how regarding the specific therapies and brand equity can be even more important the market can further improve their speed for the success of the branded generic when to market. position with its branded generic offerings. tend to have divisions focused on certain Arogya Parivar. in addition to a comprehensive training manual for healthcare professional and diabetes educators. which means good family therapies. for example created the Changing Diabetes in Children Program (CDiC) which addresses barriers for children living with diabetes in developing countries.2. The strength of the sales and marketing organization and its capabilities presence. thus building their local brand the original drug has been off-patent for equity. promotions. which in turn offerings in a market. market research and medical services can play a sales teams to promote multiple products with physicians. further improving their critical role in creating such brand equity. Educating customers about a company’s products and the diseases they address can raise awareness and generate new revenue opportunities in markets that may have less understanding of Western medicine. Novo Nordisk. Engaging in portfolio marketing can generate efficiencies by enabling field marketing in terms of field sales.9 9 . investment has been focused on creating awareness of diseases among local populations Companies with a branded generics portfolio in rural settings under an umbrella brand. Novartis’ business in India is a perfect some time and other generics have already example of this approach. Sponsor certification and training programs Pharmaceutical companies can build their emerging market presence by sponsoring local certification and training programs in collaboration with local and international institutions. which it markets as a comprehensive package.

the policies. which causes a significant backlog in the registration process— typically from 18 to 36 months. 10 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . It also can become a vehicle to elevate the corporate image to attract and retain local talent who feel particularly proud about working for the company. market capability by moving the branded generic application dossier through multiple Overall. MNCs that play in the branded bureaucratic hurdles is a key capability that generic space often benefit from a versatile regulatory affairs personnel must master. In exposed concerning their governing compliance emerging markets. can be a difficult market smooth and agile go-to-market performance. for pharma players due to its challenging regulatory environment. Give back Non-profit engagements can offer a way for pharmaceutical players to build brand strength in emerging markets that is consistent with their corporate philosophy of improving healthcare.10 Likewise. when it comes to intent and desired outcomes. regulatory affairs function that can enable Turkey. In fully industrialized economies for former government officials and/or regulators to join the ranks of local or regulatory affairs the regulatory affairs function primarily focuses on providing guidance about a new multi-national companies—a practice common in India. established relationships are an important element of regulatory affairs performance and it is not unusual Recalibrate markets than it does generally in developed countries. MNCs are often required product’s labeling and seeks to optimize the to navigate these cultural norms and ability to promote products on a post-approval manage the risks to which they may be basis while ensuring full compliance. for example.3. while at the same time being clear ability to accelerate the company’s go-to. The regulatory affairs department of a MNC typically plays a different role when dealing with branded generics in emerging In many markets. Contributing to the local economy or infrastructure can help build goodwill and winning over a customer base that recognizes a company’s brand. the strong influence of the Chinese government and the uncertainty around future healthcare regulatory reforms make China a complex market for MNCs. on the other hand.

While many will likely continue to rely on individual MNCs have been aggressively pursuing market interactions with sales reps as a means to access in China. as emerging markets grow and an increasing number of individuals is instilling trust and recognition among health care providers and consumers for multi-channel have access to healthcare in these markets. focus on reinforcing this messaging in strategically important markets where A well-executed multichannel approach providers may be more likely to be receptive can achieve goals and accelerate results by to e-Detailing and e-Learning applications. However. Innovate to access health care providers Some pharma players are experimenting with innovative ways to reach health care providers. the pharmaceutical parent company. most technologically one million. face-to-face interactions remain a core strategy for marketing products to providers in emerging markets. China been said that reps should focus on the has 120 cities with populations that exceed cities with the largest. 14 rural areas now have access to healthcare. One key goal of this strategy sales force with building. pharmaceutical sales reps in China often have difficulties meeting with doctors in person due to high patient loads. some companies are exploring new ways to reach doctors through digital channels such as the Internet and email. for example. Many MNCs A multi-channel marketing strategy leveraging newly adopted channels (such as digital access) has the potential to reach a broader Bolster the are investing in sales reps. MNCs should consider taking an integrated.11 Even faster growth rates appear to be In general. 11 . and 832 million people in more advanced populations. As a consequence. providers in emerging markets occurring in mid-size cities. who play a vital role in product education and relationship audience to deliver core branded generics messaging.4.13. For example. an integrated multi-channel with the rate of change. However. extending the sales force through digital In the case of China. time pressures and a variety of other factors. in Turkey and Russia. it has and on-line interactions. For example. leveraging non-traditional channels that go beyond the individual sales rep. specifically for branded sales or geographic scale. to maximize their strategy can enhance the brand and provide growth potential and effectively compete lower-cost solutions that align with these with local firms. In-person.12 To keep pace generics. few have successfully gain trust and educate practitioners about a penetrated the Chinese market and achieved product. Sales reps may then have an opportunity to engagement multi-channel approach. In addition. MNCs should consider lower priced markets. there is an emerging trend by governments to limit sales rep access to physicians.

typically the main source of high- In order to compete with local players in India volume sales opportunities-often gain even such as Ranbaxy and Dr. for example. identifying tenders tendering as a commodities game involving by investing in third-party aggregating a robust and dynamic pricing capability. Preparing and where they continue to play (e. Understand generic drug pricing Pharmaceutical companies should also cultivate a better understanding of the generic drug markets in target countries. which is often difficult to execute in makers lack ready access to data or the a low transparency market. and many hospitals and pharmacies are restricted to providing only generic products from the EDL. rather services or by establishing data-sharing than one focused on brands. MNCs are largely of dealing with generic competitors whose dropping out of this game (e. Many have strict government-enforced pricing measures including reference pricing that would use an average of prices in a basket of low-price countries as a benchmark to determine the price in the home country. multiple bidding scenarios can help MNCs China).. Tenders. MNCs can of contracting and tendering processes gain market share and potentially create simply use Microsoft Excel® spreadsheets positive prescribing spillover for off-patent to track historical bid prices. As a consequence. In patent drugs and MNC’s can incorporate as many markets. cultivating effective deal with the potential inconsistencies that can arise when customers have low levels of influence over the prices they pay. In many emerging markets. in Brazil) price points are generally unknown. drugs. 12 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . Such price limits. As a result.g. which has reduced pricing on many off-patent Western drugs. the individuals in charge appropriate in the local market. Reddy’s. tools they need to drive actionable insights. Additionally.g. the contracting or tendering process is an area of focus for MNCs. MNCs more importance in the overall commercial could benefit from viewing contracting and plan. Currently. which can help companies sell both patented and off- and reactive rather than proactive.. has created an Essential Drug List (EDL). the pressure is intensifying.5. The Chinese government. the emerging market tendering process is typically low-tech an MNC’s portfolio of products. as well as large low-income consumer populations. tend to favor generic drugs. One Enhance contracting contracting capabilities is a strategy that can help MNCs win the branded generics often-valuable discounting strategy involves offering incentives for purchases across capabilities game. relationships with distributors may be the tendering process for off-patent essential to finding profitable opportunities products includes the additional complexity in this product segment. and decision.

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the window of opportunity that the branded generics present may not stay open for long. The five elements of a winning branded generics game-plan described here can help leaders identify potential gaps in their go-to-market plans.Conclusion Branded generics in emerging markets present a viable avenue for potential growth for big pharma players. and help prepare them for the sometimes unconventional aspects of doing business in many of these markets. but companies need to understand the often-unique challenges they face in pursuing this opportunity. Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets . With the increasing pressure on government budgets and cost containment. Therefore. MNCs should consider exploring and pursuing a select combination of the strategies discussed in this publication with a sense of urgency.

8 Fast Forward to Growth. Anne O’Riordan. Accenture. Novo Nordisk Press Release. Mark Purdy. 2011. Accenture. Carlos Yu.4 Salvador. Rob Hayward. Products in China’s Pharmaceutical Market. Steve 3 “India: Good Endings. products in the market. Luciane Deboni. 13 Digital Channels Reaching Doctors in Brazilian Journal of Infectious Diseases. Luíz Henrique Melo. Vanessa Rossi.” Dalton Espíndola Volpato. July 19. Athena Peppes. Pharmaceutical Value Chain. May 2011. Outlook Through 2016.” Anne O’Riordan. July 19.End notes 1 Credit Suisse Global Investment Returns 9 “Novo Nordisk to Reach 2500 Children in Yearbook 2010. January 25.” Office of Products in China’s Pharmaceutical Market. “The Global Use of Medicines: 2011. the United States Trade Representative. Sriram Shrinivasan. China. Kher Tean Chen. Matthew Robinson. Page 3. Mark Spelman. 10 “Country Report. August 2005. September 7. Kher Tean Chen. Jonathan Wilmot. 2011. Accenture. December 21. Luana Gabriela Anne O’Riordan. 15 . Accenture. Turkey”. Pharmaceutical Executive. 2012. Accenture. 4 Drugs that offer benefits that are 11 “Digital Channels Reaching Doctors in differentiated from those offered by other China.” July 2012. Sebastian Schweitzer. 2011. Antonio Stabel Daudt. Alexander Meyer auf der Heyde. Pharmaceutical Market Europe. Kher Tean Chen.” Kretschmer. Elroy Dimson.” Mike Staunton. India with Free Insulin and Diabetes Care. 5 “Use of antibiotics without medical 12 What it Takes: Launching Successful prescription. Good Beginnings. Bárbara Vicente de Souza. 9 no. Kuangyi Wei. Paul Nunes. December 21. Andrew Dalla Rosa. Vol. Armen Ovanessoff. 2011. Kher Tean Chen. Accenture. Andrew 7 India’s Potential as Part of a Global Yu. September 2011. Paul Marsh. 6 “2011 National Trade Estimate Report 14 What it Takes: Launching Successful on Foreign Trade Barriers—Brazil. Anne O’Riordan. 2 IMS Health.

We provide Arda is based in New Jersey. products. He started his career at reshape or restructure their businesses Pfizer In Turkey and over 10 years had to deliver better patient outcomes and global and US commercial responsibilities. and extensive research on the capabilities for new markets.shrinivasan@accenture. Combining Sciences clients on strategy.About the authors Contact us About Accenture Kristina Gilbert is a senior executive in Kher Tean Chen (陈科典) is a senior Accenture is a global management consulting. new commercial Marcelo Duerto is a senior manager based unparalleled experience. Prior to The authors would like to thank joining the firm.. functions. Life Sciences Practice served as the SVP Marketing & Sales for a Accenture’s Life Sciences practice is start-up biotechnology company Eyetech dedicated to helping companies revenues of US$27. She brings over 12 years of their performance across the entire Life Life Sciences experience in industry and Sciences value Copyright © 2012 Accenture All rights reserved. Myriam is based in New Jersey. We have a long history of working in Accenture’s Management Consulting hand in hand with our clients to improve practice. capabilities across all industries and business opportunities. governments. world’s most successful companies. comprehensive models and emerging markets growth in Buenos Aires. he was a VP Strategic Olivier Jarry—3xBL Consulting— Marketing at Becton Dickinson (BD) and for contributing to this around the globe in all strategic and functional areas—with a strong focus on R&D. 31. outsourcing and technology arda.000 skilled professionals people in over growth strategy. Mumbai.. Its home page is Arda Ural is a senior manager in Accenture’s www. Sales & Marketing and the Supply Myriam E.v.tean. its logo. drive shareholder returns. Life Sciences Strategy with 257. become high-performance businesses and Accenture and go-to-market approaches. Myriam has focused on helping Sciences practice connects more than organizations with the creation of their 10. and High Performance Delivered Accenture Life Sciences are trademarks of Accenture. 50 countries who are personally committed emerging markets penetration plan. consulting.e. Kristina brings over 14 years kher.for better patient outcomes .9 billion for the fiscal year ended Aug.gilbert@accenture. Accenture’s Management Consulting executive in Shanghai. technology services and outsourcing company.duerto@accenture. 2012. myriam. The company generated net sriram. and to helping our clients achieve their business capabilities development roadmap. market expansion approach. practice. Pennsylvania. She is based Sriram Shrinivasan is a senior executive in collaborates with clients to help them in Philadelphia. customers. Accenture’s Life Accenture. Rethink Reshape Restructure. including building commercial marcelo.000 people serving clients in of experience consulting with global Life more than 120 countries. Lopez is a senior manager Chain. (later acquired). Argentina. She has objectives and deliver better patient led the global launch of several medical device outcomes for people around the world.ural@accenture.