刹那间

还是同行业的案例。Gilead公司是全世界艾滋病制药业老大，这里说的是他们的发展中国家的战略：跟印度南非的代理商公司签订授权协议转移生产技术及物流、销售，降低成本同时也提升了自己知识产权的风险。

问题：

1. Compared to Merck and other big Pharmaceutical companies, how is Gilead’s program for low-income countries different?

Replying on distributors for patenting and registration; licensing manufacturing and knowledge transfer; investing more in education

2. Was this deliberate? Was it a pragmatic evolution?

It is bold however it’s necessary to bring the latest drugs to the poor people.

3. How should Gilead reach 2 million patients by 2012? How should it handle generic licenses, competition from first generation drugs and its distributors going forward?

Invest more in education  and alliances with WHO and other international bodies/countries. continue the policy of licensing, and subsegment the customers/distribution channel.

4. What if countries like India and Brazil continue to reject its Patent applications? Should it change its course? If so how?

Go generic?

5. What is Gileads emerging markets strategy? If there is one? What should it be?

They didn’t really have but developped on the go. Relying more on the commercial/distribution part could have helped the company to reach more patients at the end of the day?

这个案例其实蛮有意思，墨西哥的一个低价连锁药店的策略，短短几年年销售额就达到了6亿美元，拉美开了近4000家店，利润率很高。模式比较简单，就是卖低价仿制药，价格比其他药店便宜30%。药店旁配备医生办公室，让穷人很容易就能看病（就诊费每次两美元）。在中国能做吗？

问题：

1. If you were a private equity investor in Mexico, would you invest in Farmacias Similares? If so, why? If not, what are the principal reasons for passing on this opportunity?

Yes. It’s highly growing and profitable, plus the social values. This model can easily be expanded in other countries as well. However it is very related to policy changes and this model can be easily copied too.

2. If you were Victor Gonzalez Torres, to what extent would you be concerned with the introduction by the public health ministry of Seguro Popular?

National coverage/reimbursement of drug list/supply.

3. If you were the head of a major pharmaceutical company in Mexico, with leading brands in the market, how would you react to Farmacias Similares and the growing impulse market? In retrospect, would you have done anything different?

Create own distribution/acquisition of Simi in early stages. What else?

4. If you were the incoming minister of health in the new administration, what would your position be with regards to Farmacias Similares? What measures would you propose, if any?

Welcome and regulate, create more competition.

再好的大餐如果一天吃到晚也会腻，何况被时差折磨的够呛。不过我一遍遍告诫自己，如果我看不完这些case，那说明我没资格出现在哈佛。

第三个案例讲的是西非小国安哥拉，石油到底是福音还是诅咒。里面提到了这个国家的历史、现状，政治经济情况。国家经济对石油外向出口的依赖导致了严重腐败，而IMF的资金援助要求更加透明，但中国的有目的的援助使得该国不再需要IMF。

留的问题：

1. Skim the GEM15 note and skim the exhibits in the case for where the GEM15 statistics can be found. What is Angola’s business model?

Oil export oriented.

2. Read the 4M note and map the 4Ms for Angola.

Exactly the map of 4M.

3. Is oil a blessing or a curse for Angola?

curse

4. Is China helping Angola?

我感觉老师不会问中国人这个问题。

接下来这个案例讲的是印度一家创新了商业模式的移动运营商Bharti Airtel进军非洲市场的事。这是个2010年发生、12年写成的案例，所以比较新。

我在刚果金的时候，中兴在那里成立了一家手机运营商公司，这个案例里虽然提到DRC但竞争对手里完全没提到ZTE，不知道我朝企业怎么样，还在不。

三个思考题：

1. Do you agree with Bhartis decision to expand into the African market? What other markets might the company have pursued to continue its growth?

I think it’s a good move however the way of acquisition is questionable: without full understanding of the market/customer and mastery of talent/partners. A more cautious/less expensive approach would be more appropriate.

Not knowing well enough the telecom industry/other emerging markets, my gut feeling is to take a look on markets as Indonesia or Latin America as those economies are fast growing and population is large, similar to Africa/India level. But again, do your f*cking homework.

2. What elements of its business model from India are transferrable to the African market? What is your assessment of Bhartis progress in Africa to date in replicating its business model in Africa?

Prepaid model; partnership/alliance on distributionship/microfinance firms;

The copy is on its halfway however too early to say successful as the market is different and many challenges remain.

3. Should Bharti compete with MTN on price in the Nigerian market? If not, how else should it compete?

More tailored made services/Distribution network.

接下去还有篇短文，讲外企进入发展中国家市场对政府监管的调研需要用到的考察工具。

我虽不才但很幸运，被公司派到HBS学习发展中市场商业振兴课程一周，下面把学习心得分享下。比较粗，没有整理和仔细思考，就算是学习笔记。

HBS以发明案例分析的学习方法闻名于世，现在校园里无数教授助教牲口一样没完没了地写案例。不过，相比其他学校的案例，他们的水平还是不错的，条理清楚，资料翔实；除了很长，每一个案例都要至少两个小时才能读完。而这一周的课程一下子就来了18个案例。

第一个案例是讲联合利华在印度如何发动人民群众的伟大力量扩大农村市场占有率的。

老师留了四个问题：

1. What are the key features of Shakti? What are its positive aspects and what are its drawbacks?

Key features: brand new sales and distribution concept to enter in blue sea for new growth opportunities; an organization for the whole project; rural women as key driver/enterpreneurs; revolutionary alliances with NGOs and communication/education (Vani/iShakti).

Positives: Out of the box thinking and “nothing is impossible” creative mindset; revolutionary empowerment of rural women; brand new distribution channel using the sub segmentation concept;

Drawbacks: potential challenge to current rural distribution area (entrepreneurs selling directly to end customers bypassing the local bazards); cost control; margin sacrifice even it’s necessary in early stages of a market development; no clear branding/products focus except the sachet packaging effort; “one size fits all” strategy in terms of states coverage. （它的模式也有点象传销：是不是有法律风险？）

2. What is the commercial value created by Shakti? What is the social value?

Commercial: Leader in concept and marketshare; breakeven; large number of villages/end users covered; direct sales to end bottom of pyramid…

Social: Chance to women; increase rural life quality

3. How can Shakti make a contribution to HLL’s bottom line? What are your program recommendations?

Products oriented strategy and branding efforts; volume against margin to existing SHGs; bundling with other products

4. How do you evaluate HLL’s business strategy at the Base of the Pyramid? What is the one most critical factor for success? Should it do anything else?

Bold however on the go without enough proactive preparation. Motivation and channel (Women) was the key success factor.

Suggestions: a real products strategy; pilotting in some states before generalize

之后第一天还有篇文章，大讲特讲穷人的钱，好挣，要挣。

今天学到的几点：

1、大公司做事情，只能向前，不能后退，否则负面影响会非常巨大；

2、发展中国家，快钱是没有的，真正赚钱的公司都是目标长远的公司