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the treatments that they require, but it is
possible, and it is also the key to further
developing immune deficiency treatment
in Mexico.”
Octapharma takes an active role in
promoting this, he says.
“We participate in both government
and scientific meetings in which authorities,
physicians and patients discuss awareness
issues openly… and in the field of
immune deficiencies, we have been working
very closely with a patient organization
by sponsoring a road trip across the
country that transmits the key focal signs
of the diseases to local physicians.”
Here to Stay
“We are clearly flying on the radar; Mexico
is a priority market… and Pierre Fabre
Medicament is here in Mexico to stay”, remarks
Karel Fucikovsky. Despite the range
of necessary strategy shifts deployed by
many multinationals to stay present on the
undulating Mexican landscape, it seems
there is so much potential to be realized
that it is duly worth the effort. In some
cases, it has catapulted Mexico onto the
priority list for investment and resource assignment—in
some cases placing Mexico
as their Latin American headquarters.
Norbert Oppitz, senior vice president
for Nycomed, a Takeda Company, in Latin
America points out, “Today, Brazil is the
most important economy, but in a regional
context Mexico will be the most important
player for decades to come… Mexico today
is much more consolidated than many of
the other so called truly emerging markets,
it is a more industrialized and modern society
than many people realize. Things are
moving here, and one of the most dangerous
things we can do as a multinational
company is not to understand it.”
HOME TURF
On the inside, looking out
If multinational companies are looking in,
then you could say that Mexican companies
have been looking out to send their
products elsewhere. IMS Health figures
show that local companies in Mexico have
introduced more products to the market
than multinationals in the last 10 years.
In 2011 for example, national companies
launched a total of 657 SKUs (stock-keeping
units, or unique products) in Mexico,
compared to 492 SKUs from multinational
companies. In the last two years national
companies have either maintained or
increased promotional investment in order
to gain market share. They are also
finding it more tempting to look across the
border and export their products—both
North and South of Mexico—to increase
revenue, despite the challenges faced along
the way.
This could possibly be explained by turning
back the clock for a second. Guy Jean
Savoir, general director of national company
Carnot Laboratories recalls: “In 2008
you could find a market that was extremely
healthy and a feeling that both price and unit
GLOBALIZATION
S13 FOCUS REPORTS AUGUST 2012
18 August 2012
FOCUS REPORTS