Post on 07-Mar-2018
transcript
In 2009 we delivered on our commitment and delivered a third consecutive year of double digit growth for key Healthcare Emerging Markets (EM)
• Third consecutive year of double digit growth. Continues in Q1 2010
• Expanded our market leadership position in Latin America and gained market share in each key Emerging Market – 2% overall
• Further strengthened commercial and industrial footprint• Expanded commercial set up and increased• Expanded commercial set-up and increased
customer loyalty• We expanded industrial footprint in each EM• Integration of acquisitions are well on track
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Integration of acquisitions are well on track
Driven by increased demand for care, the EM yhealthcare market is projected to grow with high single digits going forward
• Growth of world population to 9 billion in 2050 will take place in emerging markets
• India and China represent ~40% of world populationI i d d f l ti h it l d i
Demand for care is growing
• Increasing demand from lower tier hospitals and regions
• By 2020, 75% of cancer deaths in emerging markets; • By 2015, China and India will be biggest global cardiac
k t I R i th 1 l l / di b
Lifestyle changes bring new problems
markets. In Russia more than 1 mln people/year die because of cardio diseases
• More than 200 million people in EM have respiratory disease• ~50% of people in EMs are sleep deprived
• Governmental stimulus plans • Increased demand for value products• Increased preference for local production
Economic climate is changing
The redefinition of the healthcare delivery in emerging markets isunavoidable, if we aim for better patient outcomes at lower cost of care.
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Strategic Actions Summary for Emerging Markets g y g g“Accelerate double digit growth towards 2015”
• Drive for leadership in the premium segment and penetrate further in the fast growing mid/low-end segment
• Use our care cycle approach to drive differentiation and growth in EM-specific disease areas and medical needs
C ti t b th M k t C t i R i t• Continue to be the Market Creator in Respiratory care as an entry strategy into Home Healthcare
• Drive a “local” M&A based Healthcare InformaticsDrive a local M&A based Healthcare Informatics strategy, differentiated by clinical decision support, aimed to shape the highly fragmented EM markets
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Drive for leadership in the premium segment p p gand penetrate further in the fast growing mid/low-end segment
• Further grow and strengthen our direct sales channel and get closer to our key customers. On track to double customer facing staff and significantly improve net promoter score.g g y p p
• Expand our indirect sales channel network to penetrate into lower tier hospitals and regions. In 2009, we increased market coverage with ~20%.
• Drive double digit growth in customer service (CS), with a value-add services strategy for premium customers and cost effective propositions for value segment customers. In 2009, CS grew 3x the rate in EM as compared to other geographiesto other geographies.
• We share our education/training portfolio and clinical expertise, to enable our stakeholders to make the most of their Healthcare investments. In 2009,
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we established a training center in China and expanded our training portfolio.
…and further leverage our industrial footprint to g pincrease product coverage and drive innovation in emerging markets
In 2009, our acquired companies introduced 15 new products, selling in 15 countries globally
Integration of Acquisitions are well on track and we further expanded our EMs footprint
Strategic Partnership
China Suzhou Campus
EM Product Launch Highlights in 2009: • Allura FC Semi-mobile cath lab from India• 16 Slice CT scanner (MX16) from China• 16 /64 CT scanners localized in Brazil
Philips-NeusoftRespironics
Goldway
China Training Center • 6 Value Patient Monitors from China • 5 new Ultrasound products • Low cost consumables for China & India• Launch of Essenta DR Compact2• Nuclear Medicine Value BV XCT
Alpha X-Ray
Meditronics
VMI
Dixtal
Tecso
India Puna campus • Nuclear Medicine Value BV-XCT
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Going forward, we will further leverage our Emerging Markets footprint to fuel global demand for value products
Apply care cycles to clearly differentiate Philips in pp y y y pemerging markets
Breast cancer Screening
Philips has signed an exclusive
Faster Diagnoses –saving lives
Philips has a strategic Partnership
CardiologyOncology
Philips has signed an exclusive partnership with Ministry of Health to train 1000 rural doctors in 400 hospitals for breast screening in China
Philips has a strategic Partnership with the “Chinese Society of Cardiology” to set up pilot chest pain clinics in four leading hospitals in ChinaOncology
Women’s Healthcare
Philips invests in Project HOPE to improve Chronic Disease management
Addressing the unique challenges of
Philips is establishing a global centre of excellence for liver cancer
Philips helps develop local community health centers and decrease mortality and morbidity of patients with
gLiver cancer in China.
Selected examples from China
cancer.
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morbidity of patients with selected chronic diseases
Continue to be the market creator in respiratory
• In 2009 we achieved high double digit growth with our Sleep and Respiratory
p ycare as an entry strategy into home healthcare
In 2009, we achieved high double digit growth with our Sleep and Respiratory Care business, driven by our strong consumer brand and most complete portfolio.
• Focus on physicians’ education to help them diagnose respiratory disease like sleep apnea and COPD In 2010 Philips ill train 2000 ph sicians in Emergingsleep apnea and COPD. In 2010, Philips will train 2000 physicians in Emerging Markets.
• Expand our leadership position in sleep therapy by establishing sleep labs, to ensure that patients are correctly diagnosed and prescribed. In 2009, first 30 sleep labs in India established followed by a few hundred sleep labs in India and Latam in 2010.
• Increase affordability and access by offering appropriate rental and finance solutions for our partners and patients.
• Expand our Homecare market into new areas such as oxygen repertory drug• Expand our Homecare market into new areas such as oxygen, repertory drug delivery and home monitoring.
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Drive a “local” M&A/partnership-based Healthcare p pInformatics strategy, differentiated by clinical decision support• Drive a “local” M&A-partnership-based Healthcare Informatics
strategy, aimed to shape the highly fragmented emerging markets
- March 2010, we announced our intention to acquire TECSO Informatica, making Philips the leading supplier of RIS-PACS systems in Brazil with most comprehensive portfolio
- April 2010, we established a strategic partnership with Shanghai Atlas Tiger, a leading RIS solution provider in China
• We will lead in clinical decision support applications that enable transformation of care
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Key takeaways
• Become a leader in the premium segment and penetrate further in the fast growing mid/low end
y y
penetrate further in the fast growing mid/low-end market.
• Use our care cycle approach to drive differentiationUse our care cycle approach to drive differentiation and growth in EM-specific disease areas and medical needs.
• Be the Market Creator in Respiratory care, as an entry strategy into Home Healthcare.
Dri e a “local” M&A based Healthcare Informatics• Drive a “local” M&A based Healthcare Informatics strategy, differentiated by clinical decision support.
• Continue to drive Double Digit GrowthContinue to drive Double Digit Growth.
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