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Africa Healthcare Overview
| 작성자 | 류재린 | 카테고리 | 전문가 인사이트 |
|---|---|---|---|
| 작성일 | 2016-09-09 | 조회수 | 2,096 |
| 원문 | |||
| 출처 | |||
Africa Healthcare Overview
- 글 Kemal Hatip
(케말 하팁) - KHIDI 해외제약전문가
상임 컨설턴트
컨설팅 분야
인허가, 기술마케팅
- 중국 인허가, 임상
- 중국 사업개발, 기술 마케팅 등
* 의약품(제네릭, 바이오 포함), 바이오시밀러, 진단 및 의료기기
주요 약력
- 2013-현재 한국보건산업진흥원 해외제약전문가 상임 컨설턴트
- 2009-2013 온코파마 중동아시아 디렉터
- 2002-2009 Al Razi Pharmacy Co. & IBN Khaldoon Drug Store
- 1997-2002 Novatis Pharma Service
- 1980-1996 Ciba Geigy Ltd
- 1979 이집트 AL MANSOURA University, Pharmaceutical Science 터키 약사
Social, Political and Economic Overview
The total population in Africa is 1.2 Billion Inhabitants, which represent 16% of the world`s population. Featured with high birthrate, a growing middle Class and sustained trends towards labor market. And estimated by 2030, over 370 million people are set to join the labor market, putting the number of Africans of working age at 1.1 billion by 2040. Another feature to highlight is the on-going movement from rural areas to urban lifestyle. By 2030, 50% of Africans will be living in cities.
On the economic front, only 17 out of 52 countries have reached a middle or high level of development. Africa has most of the poorest economies in the world. Furthermore, within the Rich countries, wealth is not equally distributed, even between woman & man. Further development studies predict an optimistic economic growth, where in 2015 it has been established at 4.9%, a ratio which may hit 6% in 2016, while if compared with 2.5% expected projection for the world. By 2020, Africa`s collective GDP growth is set to exceed US $ 2.6 Trillion, up from the US $ 1.6 Trillion reported in 2018. In terms of foreign direct investment, Africa is set to receive in 2016 US $ 73.5 Billion
The attractiveness of Africa is behind the following facts:
- A large reservoir of human capital from young & dynamic population with several unmet needs in many areas of education, housing & jobs
- Huge untapped mineral & water resources
- An irreversible movements towards more political stability like Morocco, Senegal, Kenya, Ghana, and Nigeria & South Africa. All those countries & others has a long & genuine Journey towards democracy & modern markets businesses
- Formation of African Union (AU) will help them to be a strong political & economic power in the near future
The Disease Market
Africa with its 16% of world`s population, it represent also 24% of the global disease burden. The population there remain crippled by the infectious, parasitic & viral diseases. Malaria, respiratory, metabolic, general pain conditions, anemia & HIV/AIDS problems are a major challenges for patients, healthcare providers and local governments. The prevalence of cancer, respiratory, diabetes, Center nervous system & Cardiovascular problems will double by next decade. Underlying the shift towards aging of population, the change in habits towards western life style, a better level of income creates awareness towards education & information. Additionally, investments in infrastructures both by private & Government Sectors couples with growing medical coverage will have a positive impact on the healthcare expenditure per capita.Health Burden Prevalence in Africa:
|
Degree of Prevalence |
Health Burden |
|---|---|
| 1 | Infectious Diseases |
| 2 | Rheumatism & Pain |
| 3 | Respiratory |
| 4 | Anemia |
| 5 | Skin Disorders |
| 6 | Eye Disorders |
| 7 | Diabetes |
| 8 | Cardiac Problems |
| 9 | Central Nervous System |
| 10 | Cancer |
Market Size in Africa
|
Year |
2011 |
2016 (Expected) |
2020 (Estimated) |
|---|---|---|---|
| Total Pharma market size US & Billion |
20 | 30 | 45 |
Although it is expected to grow significantly, the African Pharmaceutical Market represents only 4% of the global Pharmaceutical market, while the continent population is absorbing 16% of the world`s inhabitants.
It is worth mentioning that the US $ 30 Billion figure given as expectation for 2016 does not encompass all of the African continent, as several markets are not audited and incorporated in the statistics. 2016 drug consumption could easily exceed US $ 40-45 Billion.
The top five markets in terms of health expenditure (Medicines Only) per year are:
|
No. |
Country |
Market size US $ Billion |
Forecasted annual Growth % |
|---|---|---|---|
| 1 | South Africa | 5 | 12 |
| 2 | Egypt | 4 | 10 |
| 3 | Nigeria | 3.5 | 10 |
| 4 | Algeria | 2.5 | 10 |
| 5 | Morocco | 1.3 | 5 |
The above are considered as a big & dynamic markets with active business opportunities
Key Pharmaceutical Companies in Africa are of three types:
1) Multinational Corporations:
Sanofi, GSK, Novo Nordisk, Novartis, Astra Zeneca, Pfizer, Merck &Co, Bayer, Roche & Sevier / Biogaran Sanofi is the company number one in Africa with US $ 2.5 Billion sales. These companies have built their business model on branded innovative drugs and quality generics at an affordable price, with a focus on the private sector market.
2) Other leading International companies:
|
Company Name |
Country of Origin |
|---|---|
| Cipla | India |
| Serum Institute of India | India |
| SUN-Ranbaxy | India |
| Dr. Reddy`s Laboratory | India |
| Biocon | India |
Most of those companies are an Indian Pharma companies & most of them are operating in the field of generics & me too drugs. Additionally, leading laboratories like Cipla, Ranbaxy & Serum Institute of India have made sizeable investments in selected markets such as South Africa
3) Leading African Pharma Companies:
|
No. |
Company |
Country |
|---|---|---|
| 1 | Aspen | South Africa |
| 2 | Adcock Ingram | South Africa |
| 3 | Cipla Medpro | South Africa |
| 4 | EIPICO | Egypt |
| 5 | SAIDAL | Algeria |
| 6 | Biopharm | Algeria |
| 7 | Cooper Pharma | Morocco |
| 8 | Sothema | Morocco |
| 9 | Saham | Morocco |
| 10 | Laprophan | Morocco |
Although the African regional Pharma companies are growing in the field of generics, some of them are still facing the challenge of high price of active pharmaceutical ingredients and quality problems. WHO is providing a significant technical assistant, support and training to fix the poor quality, problems and human resources need in these markets.
Africa Healthcare Sector Opportunities and Challenges
|
No. |
Opportunities |
Challenges |
|---|---|---|
| 1 | A Growing Population | Limited Healthcare infrastructure & resources |
| 2 | Transmissible disease & newcomers like cancer & CVS | High price of the new drugs for the medical treatments |
| 3 | Untapped market potential Only 4% of global Pharma market for 16% of world population | Lengthy & complicated regulatory process, lack of transparency and compliance concerns |
| 4 | Sustained investments to enhance infrastructure | Stiff competition from Multinational companies, Indian, China & regional companies |
| 5 | An improving rate to access to Medicines | Supply chain and distributors insufficiencies |
Recommendations to make business in Africa
1) Target Markets:
Focus on targeting countries that are politically & economically stable & also foreign investment friendly, also pay attention to healthcare infrastructure (Hospitals, Medical Clinics, Distribution network, trained doctors & nurses & IT systems) with a large ratio of working population. The following countries below are worth considering:
- a) Sub-Saharan African Countries
Senegal, South Africa, Cameroon, Rwanda, Gabon, Kenya, Ghana, Uganda, Nigeria, Tanzania and Angola - b) MENA Region
Egypt, Libya, Algeria, Tunisia and Morocco
South Africa and its satellite states are by far the number one market in Africa. A pharmaceutical Industry with proved GMP standards and relatively adequate medical cover provided by both private insurance companies & government institutions. However the entry price for a newcomer is costly & lengthy. The registration of a new products can take over three years to materialize. Where the regulatory environment was tailored to protect local entities in the country.
2) Product portfolio design
The portfolio must be designed to meet today`s needs as well as to the foreseen evolution towards non-transmissible ailments. In a schematic way, where the below mentioned therapeutic groups must be considered:
- 1) Anti-infective & anti-viral
- 2) Diabetes
- 3) Cardiovascular
- 4) Central Nervous System
- 5) Oncology
- 6) Dermatology
- 7) Anti-anemia
- 8) Respiratory
- 9) Ophthalmology
- 10) Food Supplements
To ensure the economic viability and sustainability of the pharmaceutical project, the following principles are to be applied:
- a) The product portfolio must encompass a minimum of 30-35 brands, operating in at least seven of the sub-groups listed above.
- b) The selected market portfolio to be commercialized in almost all of the target markets
- c) Due to the short self-life of generics, a permanent pipeline to be there in order to feed the business as we go along
- d) The search for innovation such as innovative molecules as well as delivery system would help differentiate the company`s products from direct competitors in the market place, like the analgesic Paracetamol in Sub-lingual or IV liquid formulations, also like Oral Disintegrating Film (ODF).
When it comes to sourcing of the dossiers a three-step approach can be considered:
- 1) Acquisition of a portfolio already registered and sold in the target markets. This will secure a stream of immediate revenues. The acquisition of an already marketed set of brands could be negotiated with small-to-medium size local Pharmaceutical companies or purchased from multinational corporations (Tail Products) or Indian companies
- 2) Acquisition of dossiers already registered in the target markets but not yet commercialized. Like in EGYPT, there are local companies capable of compiling registration dossiers, securing local approvals, but not commercially and financially interested to launch the registered molecule, that will reduce the time to market by 18 to 24 months
- 3) Acquire preferably from European Pharmaceutical companies registration dossiers that are EU/FDA. Another benefit sought from collaboration with European Union international Pharmaceutical companies in the access to innovative drugs & delivery systems like ODF, TTS & Patches. Made in the European Union and or Canada gives more trust & confidence to the buyer & patient. Finally, it is preferable to acquire dossiers from EU/Canada because of the favorable price referencing versus India Pharma companies
3) Access and distribution
Access to medicine remains limited throughout most of the African continent, there is a need to offer high quality drugs, affordable to high and middle-income layers of society that can fit within the formulary list of most private sector hospitals and health insurance companies.
The geographical reach factor, through well-established local distribution networks capable of servicing the target markets nationwide, is a must. The leading groups within the sector include Europharma, Laborex, Planate Pharma and Philips in East Africa
Imports and distribution agreements with financially sound entities capable of securing payments to suppliers, mitigating the risk of loss on exchange and offering shelter to the company`s local sales & marketing teams are paramount to securing business continuity. In other words, a good distributer is a financially sound partner who can finance the business cycle 360 degree: from imports to marketing to selling activities
4) Partnerships
It is recommended to enter into joint venture with well-established partners in healthcare sector. The local partner will provide the newcomer with all of the regulatory help & support on the level of all healthcare providers to ease market entry. For instance, a company like FIDSON healthcare in Nigeria can align an A-class range of capabilities in regulatory affairs, Pricing, Banking, Distribution, Manufacturing & Management fields. The collaboration can take the form of participation in share capital, in and out-licensing and local manufacturing activities.
5) Local/Regional Management structure
Another key success factor is to set up decentralized regional & local organizations capable of executing the company`s strategies, in most of developing markets, (Planning is 10% and execution is 90%). Regional and local entities run by local talented and empowered managers will make the difference. One of the success factors behind Sanofi and GSK is their ability to attract, groom and retain outstanding local management, selling & marketing teams.
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