Deallus-Consulting-JPMA-ASEAN-Seminar-March-2015

Client Confidential – Do not share
Healthcare insurance & reimbursement
landscape in ASEAN markets
Tokyo, 18th March 2015
Deallus Contact:
Carole Brückler, PhD
Partner, Head of Japan and Asia-Pacific
CaroleB@deallusconsulting.com
+65 6823 6836
Deallus Contact:
Ichiro Masuda
Principal, Head of Japan Operations
Ichiro.Masuda@deallusconsulting.com
+81 70 1542 9876

2Client Confidential – Do not share
Concept Overview
Country Discussion
ASEAN Regional trends
Conclusions and Business Opportunities
Why does Asia / ASEAN matter?
Deallus Introduction

Concept Overview
Country Discussion

Source: Growing Healthcare
Spending In Southeast Asia
Brings Opportunity, 2014,
BDG Asia
41.6%
37.3% 37.6%
32.7%
28.9%
22.4%
11.9%
-2.1%-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
%Growth of Per Capita Healthcare Spending (2009-2012)
❶ 1. East Asia and Pacific
2. South East Asia
3. South Asia
4. LaTam
5. MENA
6. Sub-Saharan Africa
7. North America
8. EU
❷❸
❹
❺
❻
❼ ❽
❶ ❷ ❸ ❹ ❺ ❻ ❼
❽
Why Asian Markets Are Attractive
❶ Rising Healthcare Expenditure Expands the Healthcare Market
Healthcare spending grew substantially acrossAsia
(Top-left illustration).
Asia as a region is the fastest growing part of the
global economy. In 2001, the region accounted for
26.8% of global GDP (measured using purchasing
power parity). By 2013, that share had risen to
36.6%.
The rapid income growth means that healthcare
spending in the region is also growing faster than
anywhere else.
Whilst a steady growth of pharmaceutical market is
expected in the developed market (1-4% CAGR2012-2017),
the significant rise of healthcare spending in the key
Asian countries will lead the huge drive of pharma
market growth in the next 5-10 years (Bottom-left
illustration).
The sharpest ever rise in the healthcare spending for
the past 4 years (2009-2012) was observed in a few
Asian countries including Indonesia (67.8% CAGR),
Philippines (52.1%), Myanmar (50.5%), Malaysia
(43.6%) and Vietnam (42.7%).
The trend in the region is anticipated to continue
throughout to 2018 thanks to the region’s rapidly
growing economics, expansion of the affordable
social class.
Japan
Australia
Taiwan
South Korea
China
Malaysia
Thailand
Philippines
IndonesiaVietnam
Cambodia
Laos
Myanmar
Sri Lanka
Bangladesh
Pakistan India
Mongolia
Nepal
10
100
1,000
10,000
0.01 0.1 1 10 100 1000
2012HealthExpenditureperCapita(US$)
(Public+Private)
Pharmaceutical Market Size in 2012 (US$ Billion)
Source: The World Bank Data
Espicom The Pharmaceutical Market Reports
Frost & Sulivan, Top Five Growth Sectors in the
Asia-Pacific Healthcare Market, Global Pharma
Market Outlook – with focus on emerging
markets, IMS Health
Developed markets
Emerging markets
Nascent markets
12.8%
Asia Spending
CAGR (2012-
2018)
Asia Market
Size CAGR
(2012-2018) 7%

❷ Rapid Demographic Change Drives Healthcare Industry Growth
Asia rapidly turns to Aging Society
One of the most attractive opportunities in Asia centres on the region’s changing
age profile, of which the elderly population aged 65 and over will reach 11.6%
by 2030
Source: Asia Rising,
Healthcare, 2014, The
Economist
0%
2%
4%
6%
8%
10%
12%
0
100
200
300
400
500
600
1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030
Number of people aged 65 and over in Asia Pacific in
millions and % of the total population
■ Population of
over 65 (mln)
■ %Population
of over 65
Source: Middle Class Growth
in Emerging Markets, Earnst
& Young
Rapid growth of middle class in Asia
Two-thirds of the global middle class is expected to live in the Asia-pacific
region, up from just under one-third in 2009
Estimated total income
by band 2010 and 2020
in China (Annual
income, thousands of
people)
Aging Asia presents huge opportunities for industries that provide products and services to the
elderly
Asia stands out as being the most exciting part of the world for healthcare businesses. As growing
richer, having broader exposure to improvements in medicine, Asian countries are expected to
experience tremendous ‘ageing’ (Bottom-left illustration)
Change of wealth distribution will drive the expansion of pharmaceutical market size in the next 10
years.
A significant proportion of the new Asian middle class are also expected to be at the upper end of
the income bracket, with impressive spending power (Bottom-right illustration)

❸ Booming Foreign Investment Creates More Opportunities
Source: Asia Rising,
Healthcare, 2014, The
Economist
2.2% 1.6%
18.1% 23.8%
28.5%
29.2%
51.2% 45.4%
0%
20%
40%
60%
80%
100%
2007 2012
Share
Share of Global Expenditures on Biomedical Research in
2007 and 2012
US
Europe
Asia & Oceania
RoW
Heavy investment in R&D in the region has enabled
earlier ever access of pharmaceutical products in Asia
As perception changing on the importance of R&D
investment in the region, the value of medical
research in Asia is growing swiftly, with the Asia’s
share of global R&D expenditure rose from 18.1% to
23.8% (Bottom-Right illustration)
Market Attractiveness Rating
Addressable Market
Ease of Import
Distribution Reach
Overall
Very high High Medium Low
Vietnam
Stance of Foreign Investment
• Foreign healthcare investors
enjoy a corporate income tax rate
of 10%, tax exemption over the
first four years of a project and a
50% subsequent tax break in the
following years.
Increasing affluence and demand for better are forcing
previously protectionist Asian governments to be more
open to give leeway to foreign companies (Top-Left
illustration)
Increasing business transparency and policy
continuity has lifted the chronic risks existing in some
region, boosting market rewards in the recent years
Addressable Market
Ease of Import
Distribution Reach
Overall
Indonesia
Stance on Foreign Investment
• The Negative Investment List
currently stipulates that foreign
investors may own up to 67%
(65% previously) in healthcare
related business
Source: Healthintel Asia, 2013
EOS Intelligence insights, PharmaExec.com 2013
State of the Healthcare in South East Asia, Edelman Whitepaper
Illustrative

Concept Overview
Country Discussion

ASEAN Regional Trends
Social
• Demographic changes – wealth and age distributions
• Epidemiological transitions (M&M is no longer driven by infectious diseases
but rather NCD (diabetes, COPD, cancer etc.)
• Patient preference of branded products and private health sector, where
affordable
• High income patients cross country borders to seek high standard health
care and technologies.
Technological
Economic
Political

Social
Technological
• Limited pharma technology, therefore the region relies on import for
innovative drugs
• Limited requirements for technology transfer into the region
• Skilled physicians in Thailand, Malaysia, Singapore which leads to medical
tourism.
• ASEAN HTA agencies have limited technical capacity but actively
developing.
Economic
Political

Social
Technological
Economic
• Growth of middle population segment with disposable income
• Increasing cost pressures on health care budgets as cost of delivery and
drugs risk outstripping budgets
• ASEAN Economic Community
Political

Social
Technological
Economic
Political
• Strong political commitment for Universal Health Coverage
• Struggles with the realities of implementation UHC systems
• Willingness to make more evidence-based decision making

Concept Overview
Country Discussion

Three components of insurance coverage should be considered
What does health insurance constitute of?
Height: How much is service
(pharmacy) benefit covered?
Depth: which health services
(drugs) are covered?
Breadth: population
coverage (what % of
population is
covered?)
“100% population coverage” does not always mean that
a certain drug is covered for 100% of population with
fixed reimbursement rate.
OOPs (co-payments)
Non-insured people
Non-reimbursed
drugs

How does this compare with Japan?
Component Japan ASEAN
Breadth:
Population
coverage
It is compulsory that
Japanese citizens
subscribe a certain type
of social health
insurance.
Population coverage
ranges from 60% to
100%
Depth:
Service (drug)
coverage
Almost all drugs
approved are listed NHI
reimbursed drug price
list
Level and standard of
drug coverage differs
from market to market.
Originators drugs are
often not reimbursed
Height:
Financial
protection
(co-payment)
Typically 20-30% of co-
payment
Listed drugs are highly
subsidized although
may be subject to
government or hospital
budget
It is essential to think out of “Japan box”.
Contrasting ASEAN with the Japanese healthcare model

It is important to understand “what HTA exactly means”
HTA is broad term and its impact changes according to its context
Procedure
Health
Program
Drug
Device
Efficacy
Cost
effective-
ness
Budget
impact
Health Policy Decision Making
Definition of Health Technology Assessment:
Health technology assessment (HTA) refers to the systematic evaluation of properties, effects,
and/or impacts of health technology. It is a multidisciplinary process to evaluate the social,
economic, organizational and ethical issues of a health intervention or health technology. The main
purpose of conducting an assessment is to inform a policy decision making. (WHO)
EthicsHTA concept
(not exhaustive)
HTA from drug reimbursement perspective
When discussing HTA, it is important to understand
from what perspective HTA is mentioned
Example:
In 1993, HTA program, Technology
Assessment and Social Security in Thailand
(TASSIT) was introduced.
The 2007 revision of NLED required input
from the Health Intervention and Technology
Assessment Program (HITAP) in Thailand.
Broader HTA: Not
impactful on drug
reimbursement per se
High impact on drug
reimbursement

Concept Overview
Country Discussion

ASEAN Region
A 650 million people economy potential
Member countries
Indonesia Philippines Thailand Vietnam Myanmar
Malaysia Singapore Brunei
Darussalam
Lao PDR Cambodia

Indonesia
Indonesia Japan
Population in 2013 (mn people) 248.0 127.4
Urban population rate in 2013 (%) 52 92
GDP in 2013 (bn USD) 870.3 4,898.5
GDP in 2019 (bn USD) 1,230.9 5,433.4
GDP per capita in 2013 (th USD) 3,510 38,468
THE/GDP in 2012 (%) 3.0 10.1
Pharmaceutical market CAGR
(2014-2020, %)
10.2 2.0
*GDP: Growth Domestic Product, THE: Total Health Expenditure

Undergoing a formidable change in health insurance
2014-2019: transition to the universal health coverage
Drug Coverage HTA Situation
Public Health Insurance SituationKey indicators Indonesia Japan
Population coverage by public
financial protection schemes
60% 100%
Government expenditure of total
healthcare expenditure in 2012
(GGHE/THE)
39.6% 82.1%
OOP rate of total health
expenditure in 2012
45.3% 14%
OOP rate as % of private
expenditure on health in 2011
76.3% -
HTAs have been implemented since 2014
Since 2014, HTAs has been formally implemented and evaluate
new technology similar manner to UK-NICE. Although HTA body
evaluate cost-effectiveness from various data sources, it requires
pharma companies to submit relevant data.
At this moment, procedures and interaction with pharma
companies are discussion basis. Formal guideline is not yet
available as capacity of Indonesian HTA body is limited.
However, it is estimated some form of guideline may be issued
around 2016. As Indonesia integrated several schemes into
single payer body, impact of HTA in public health sector is high
particularly for pharmaceutical industry.
Indonesian public health system employs Diagnosis Related
Group (DRG) system which is similar to DPC system in Japan.
The government use e-catalogue system to manage medicines
in the public sector. Listing of e-catalogue and purchase price
are determined centrally and physical procurement is managed
by individual hospitals. In this system originator’s company can
join and on-patented drugs comprise about 10% in volume and
30% in expenditure. It appears that originators play in out-of-
pocket private sector in general, some of certainly participate in
public sector to enjoy public funding.
On-patented drugs have potential in public market
image
The Indonesia public health
insurance system was established
in 1968. And as of 2010,
approximately 46% of the
population was covered under the
five different schemes. In January
2014, the government committed to
provide healthcare insurance to all
citizens by 2019, merging all
existing schemes.
UHC by 2019
2010
2019
1968
46%
100%
2014

What will the spending priorities be by 2019?
One national health insurance, single payer model will impact coverage decision.
Askes
Taspen
Jamsostek
Jamkesmas
Jamkesda
Active civil servants and dependants,
civil service and military retirees
Military workers, police and their
uncovered dependents
Private formal sector employees
(and dependents) of firms with 10 or
more employees
Poor and near-poor population,
based on individual and household
targeting
Poor and near-poor, homeless,
orphans, and non-civil service
teachers
2014 2019
Public health insurance before 2014
National Health Insurance Program
(JKN: Jamian Kesehatan Nasional)
Managed by
BPJS: the Badan Penyelenggara
Jaminan Sosial
• Single payer model
• Diagnosis-Related Group
system
• HTA involvement for
technology selection
In 2014, Indonesia reformed healthcare insurance system. 5 different schemes were integrated into
one National Health Insurance Program, also known as BPJS, the Badan Penyelenggara Jaminan
Sosial Keseehatan. This will change the complicated public health care in Indonesia and expand
population and benefit coverage. According to health policy experts in Indonesia, this ambitious goal is
“achievable”. However many operational challenges are expected.
. . . 2010
46% 60% 100%
year
population coverage

Thailand
Thailand Japan
GDP in 2013 (bn USD) 387.3 4,898.5
GDP in 2019 (bn USD) 493.3 5,433.4
THE/GDP in 2012 (%) 3.9 10.1
(2014-2020, %)
7.0 2.0

Thailand is a stand-out performer in delivering care at low
OOP rates
UHC was first achieved in 2001
Public Health Insurance SituationThailand Japan
98% 100%
(GGHE/THE)
76.4% 82.1%
expenditure in 2012
13.1% 13.1%
55.8% -
Drug benefit for all public insurance schemes is referenced to the
medicines quoted in the National List of Essential Medicines
(NLEM). A prescription of the nonessential drug if deemed
necessary. Depending on type of insurance, reimburse model
differs. While members of CSMBS enjoy fee-for-service payment,
SHI and UC enrolees receive treatment under capitation and DRG
system. The NLED is periodically updated by a subcommittee of
the National Drug Committee. Non-NLEM drugs need to be paid
out-of-pocket regardless of type of insurance enrolled.
Standard Drug List for public sector reimbursement
Although Thailand has dual system
of public and private health sector,
public sector plays a dominant role.
Since achievement of universal
health coverage, Thailand has
maintained its system though
various approaches such as strong
primary care gatekeeping and tough
negotiations with pharmaceutical
companies. OOP rate of 13.1%
stand out of ASEAN peers.
UHC already achieved in 2001
The Thai Health Intervention and Technology Assessment Program
(HITAP) is a well established HTA agency, founded in 2006. While
HITAP has no legal authority to make healthcare resource
allocation decisions itself, in its role as an advisor to the Ministry of
Public Health and other national Thai authorities, HITAP has
developed a track record in informing national policy. For example,
the 2007 revision of NLEM required cost-effectiveness evidence
produced by HITAP, which significantly impact reimbursement
decision making. HITAP is a leading HTA body in ASEAN region. It
pioneered to establish the first Asian HTA network, HTAsiaLink in
2011.
HITAP: leading HTA body in ASEAN region
CSMBS: 1980-
Government employee
10% of population
SHI: 1990-
Private sector employee
13% of population
UC: 2001-
Remaining population
74% of population

Thailand has well established UHC system
The government employ capitation system to control health expenditure.
CSMBS recently employed DRGs for inpatient payment.
CSMBS SSS UCS
Official name
Civil Servants Medical Benefits
Scheme
Social Security Scheme Universal Coverage Scheme
Established since
Administrator
Population
coverage
Financing
sources
Financing model
Co-payment
(in principle)
1980 1990 2002
Controller General Department,
Ministry of Finance
Social Security Office (SSO),
Ministry of Labour
National Health Security Office
(NHSO)
All civil servants, permanent
public employees, retirees, and
their dependents (7.9%)
All private employees and
temporary public employees
(15.3%)
Anyone who is not covered by
the SSS and CSMBS (75.8%)
General tax revenue
Equal contributions from
employers, employees, and the
government
General tax revenue
OP: Fee-for-Service
IP: DRGs*
Capitation
OP: capitation
IP: DRGs
No (full pay without proper
referral)
No (full pay outside contractor) No (full pay in private sector)
Note: OP: out-patient, IP: in-patient, DRG: Diagnosis-related group

Since the NLED 2007 revision, cost-effectiveness evidence
has been required
NLED publication
The National Drugs System
Development Committee
The Subcommittee for
Development of the NLED
The Working group for
coordination &
consolidation of NLED
16 Specific Working Group
for NLED selection
NLED secretariats
The Health Economic
Working Group
Endorsement of NLED
Setting concept, philosophy and criteria
Making final decision from the proposal
of all the Working groups.
Gathering information and
making recommendations
Reviewing and generating
pharmacoeconomic evidence
for selected medicines
Reviewing evidences, requesting more
information and making
recommendations
Screening drug applications submitted
by pharmaceutical companies
Gathering and generating evidence
NLED development process
Commission HITAP to conduct
pharmacoeconomic assessment
The Health Economic Working Group commissions
Health Intervention Technology Assessment Program
(HITAP), an independent research institute under the
Ministry of Public Health, to conduct pharmacoeconomic
assessment. Results of these studies are subsequently
considered by the Subcommittee for inclusion/exclusion of
these drugs from the NLED. HITAP has also developed
guidelines on pharmacoeconomic studies.
HTA process
Research projects:
Cost-utility analysis of recombinant human erythropoietin
in anemic cancer patients induced by chemotherapy
Findings:
Erythropoietin was cost-ineffective for treatment of
anemia induced by chemotherapy among cancer patients
Issues taken by:
The Subcommittee for development of the NLEM
Current policy:
Erythropoietin was not recommended for treatment of
anemia among cancer patients in Thailand
HTA study by HITAP and Current Policy
Any technology with a cost per quality-adjusted life-year
gained below the average GDP per capita is considered
acceptable for inclusion on the NLED.
Cost-effectiveness benchmark
Applicable to all three national
health insurance schemes

20142012200920062003
Thailand is leading HTA movement in ASEAN region
HTA has evolved over this ten years and actively expanded international network
Health
Technology
Assessment
Unit
Universal
coverage
policy
NLEM
2004 revision
HITAP
established
The National
HTA guidelines
and database
collaboration
agreement
InsuranceschemeDomesticHTAsInternationalHTAs
2002 2004 2005 2007 2008 2010
NLEM
2013 revision
2011 2013 2015
ISPOR Thai
Chapter
established
NLEM
2008 revision
HTAsiaLink
established
Organized
capacity
development
meeting

Singapore
Singapore Japan
GDP in 2013 (bn USD) 297.9 4,898.5
GDP in 2019 (bn USD) 369.1 5,433.4
THE/GDP in 2012 (%) 4.7 10.1
(2014-2020, %)
2.0 2.0

Singapore enables drug access through private saving funds
Ongoing iterations to the insurance schemes expands options
Public Health Insurance SituationSingapore Japan
93% 100%
(GGHE/THE)
37.6% 82.1%
expenditure in 2012
58.6% 13.1%
94.1% -
Singapore has established Standard Drug List (SDL) since 1979.
There are two groups in the SDL. SDL group 1 drugs are essential
first-line drugs for which patients pay SG$1.40 per item per week.
SDL group 2 drugs are relatively more expensive essential drugs
for which patients pay 50% of the selling price. Although there is no
subsidy for nonstandard drugs, subsidized patients can pay for
nonstandard drugs from their Medisave and/or Medishield (in-
patients).
An annual call for applications for standard drugs inclusion is made
by the Ministry of Heath (MOH) to the public institutions. And Drug
Advisory Committee (DAC) in the MOH evaluates application.
Standard Drug List for public sector reimbursement
The government has taken balance of public and private spending
on health. Medisave is a compulsory national medical savings
scheme for individual hospitalization expenses. To complement
Medisave, Medishield was introduced to cover expensive medical
cost which cannot be covered by Medisave balance. Medisave and
Medishield are considered to be private spending which is the main
reason for high OOP rate. The government established what is
called three M schemes, by establishing Medifund which act as a
safety net for the poor. The government is currently working to
replace Medishield with Medishield Life which will be mandatory to
further strengthen health financing system in Singapore.
100% coverage by Medishield Life by end of 2015
HTA is employed in variety of health related decision making
process. It features in decision making for the SDL, licensing of
medical clinics, the Health Service Development Programme,
healthcare subsidies, and policy development. In the SDL selection
process, DAC work with the Pharmaco-economics and Drug
Utilization Unit of Health Science Authority (PMDA equivalent in
Singapore). The technology assessment of a drug is based on its
regulatory and formulary profile, incremental efficacy and safety,
relative cost-effectiveness, the financial impact of including the
drug in the SDL among with other epidemiological and clinical data.
HTA to support SDL decision making

Singapore enables drug access through private saving funds
Ongoing iterations to the insurance schemes expands options
Healthcare Financing system in Singapore
Cash Medisave Medishield* Medi Fund Subsidy
Private financing
Others
Compulsory
national medical
savings scheme
Low-cost
catastrophic illness
insurance scheme
Social safety net for
the poor
3M schemes
Standard Drug List (SDL)
Class I: Essential 1st line drugs
Class II: relatively more
expensive essential drugs
Class Co-payment
1.40 SGD per item per
week
50% of selling price
Public financing
Medication Assistance Fund (MAF)
Assist patients with costly drugs that are not in
the SDL but have been assessed to be clinical
necessary, providing up to 75% subsidy
Drug Advisory Committee evaluates drugs with
technical assistance of the Pharmaco-
economics and Drug Utilization Unit of HSA
*Medishield will be updated to
Medishield Life by end of 2015 to
cover non-eligible population such as
people with pre-existing conditions

Malaysia
Malaysia Japan
GDP in 2013 (bn USD) 313.2 4,898.5
GDP in 2019 (bn USD) 535.8 5,433.4
THE/GDP in 2012 (%) 3.9 10.1
(2014-2020, %)
9.0 2.0

Full UHC access, yet the majority of growth comes from
private / OOP care
If you can afford to cut the queue…
Public Health Insurance SituationKey indicators Malaysia Japan
100% 100%
(GGHE/THE)
55.0% 82.1%
expenditure in 2012
35.6% 14%
79% -
HTA on drugs is still limited
Malaysia HTA Section (MaHTAS), a department of Ministry of
Health, published the drug formulary and guideline for
pharmacoeconomics in the past two years. The areas covered in
the guidelines include: the types of economic evaluation that
need to be carried out by, the costing approaches that are
acceptable, the outcome issues, discounting, sensitivity analysis,
the acceptable cost-effective ration and also the budget impact
analysis. However, due to limited capacity, the number is drugs
evaluated are limited. Recent study was to evaluate and
recommend pneumococcal vaccine for children below five yeas
old to its national immunization program.
Drugs available in the public sector are highly subsidized (80-
90%). Each public hospital has their own budget allocated and
each hospital manage within the budget. Although drugs are
highly subsidized, it is unclear that how their own budget is
allocated to drugs and it is up to their financial situation. In
private sector, majority of drugs are paid directly from patients
which drive up OOP rate in Malaysia.
Domestically available generics as well as absence on pricing
regulations further contribute to a market with high complexity.
Low OOP in public; High OOP in private
Malaysia has achieved universal health coverage through a public
healthcare system providing near-free comprehensive care
financed though general taxation. However private healthcare
system is getting popularity to meet demand of wealthier people
which, which is the reason for high OOP rate despite of the UHC
system. The government has faced challenges as to how to
balance public and private sector and maintain UHC in the country.
In 2012 the government proposed “1Care for 1Malaysia” policy
which would allow the insured to access private facilities. However,
it appear to be unsuccessful so far. The government seem to be
struggling to modify the distort of UHC in Malaysia.
Rise of private sector affect OOP rate

Philippines
Philippines Japan
GDP in 2013 (bn USD) 272.1 4,898.5
GDP in 2019 (bn USD) 517.3 5,433.4
THE/GDP in 2012 (%) 4.6 10.1
(2014-2020, %)
9.4 2.0

PhilHealth has a broad reach in the population
Expansions into the remaining population sectors have been mandated
Public Health Insurance SituationPhilippines Japan
78% 100%
(GGHE/THE)
37.7% 82.1%
expenditure in 2012
52.0% 13.1%
83.5 -
PhilHealth is responsible for the reimbursement of drugs on the
PNDF. PhilHealth manages drug cost through pre-determined
ceilings, which are decided based on the severity of the disease
and the classification of hospitals. For example, the benefit ceilings
for drugs when patients are in secondary hospital are USD75 for
case type A (simple) diseases, USD249 for case type B (moderate)
diseases, USD499 for case type C (severe) diseases. The
Philippine National Drug Formulary (PNDF) lists reimbursable
drugs under the National Health Insurance Program in addition to a
positive list, which is a compilation of non-PNDF drugs that are also
reimbursable. Please note prior instances of mandated price cuts.
Reimbursement is based on pre-determined ceilings
Philippine Health Insurance Corporation (PHIC), more commonly
knowns as PhilHealth administers the National Health Insurance
Programme. The NHIP’s target was to attain universal coverage
within 15 years of its implementation in 1995. However, as of 2012
PhilHealth covered approximately 78% of the total population.
Philippines’ decentralized healthcare service is also challenge to
support efficient comprehensive care. In 2013, the president of
the Philippines amended the National Health Insurance Act of
1995, which mandates the government to shoulder the premiums
for the insurance of the indigent and informal sectors. This is
estimated to drive coverage and benefit expansion.
Further political support to complete UHC
The first HTA attempt was initiated when the HTA Committee in
PhilHealth was established in 1999. The committee aimed to
develop reimbursement policies. One of major functions of the
committee was conduct of drug assessments to determine which
drug should be reimbursed. However, due to lack of political
support and leadership changes, HTA underwent period of silence .
Since 2009, several policies have made breakthrough to revive
HTA. Department of Health is now active partnering with NICE and
Thailand’s Health Intervention and Technology Assessment
Program. However HTA is not yet formally implemented in drug
reimbursement decision process.
HTA is not yet formally implemented on drugs

Vietnam
Vietnam Japan
GDP in 2013 (bn USD) 170.6 4,898.5
GDP in 2019 (bn USD) 281.4 5,433.4
THE/GDP in 2012 (%) 6.6 10.1
(2014-2020, %)
15.4 2.0

Strong public commitment to expand UHC coverage
But incentives for overconsumption of services and drugs hinder this
Public Health Insurance SituationVietnam Japan
65% 100%
(GGHE/THE)
42.6% 82.1%
expenditure in 2012
48.8% 13.1%
83.2% -
Current payment mechanism include fee-for-service, capitation,
and a DRG pilot. Due to market liberalization policy, hospitals
depend on their revenue from provision of their services which are
reimbursed by Vietnam Social Security which manages the SHI,
and paid by patients. Pharmaceutical sales are a good source of
hospital revenue. In fact health providers have a strong preference
for branded drugs, and drug expenditure account for 60% of total
VSS spending in 2010. VSS pays an average of 89.2% of total
pharmaceutical expenditure in hospitals. At this moment the Health
Insurance Reimbursement List (HIRL) is in favour of branded drug
manufacturers.
Strong brand preference of the reimbursement list
The national Social Health Insurance (SHI) program was
established when Health Insurance Law was passed in 2009. The
government consolidated existing scheme into one SHI program
which is, in principle, a single payer and a single pool with a unified
benefits package model. However, enrolment rates remain low,
and funds pooling is highly fragmented. High OOP rate indicates
the SHI system is not functioning well. In 2012, the Ministry of
Health produced the “Master Plan for Universal Health Coverage
from 2012-2015 and 2020” The Master Plans clearly set target to
reach SHI coverage of 70% by 2015 and 80% by 2020, and to
reduce OOPs to less than 40% of total expenditures by 2015.
Commitment to cover 80% of population by 2020
Vietnam does not have a national program for HTA or similar
evidence-based decision making process. Currently, there is no
regulated or transparent process for selecting drugs for
reimbursement, or rules about who should be on the committee to
represent different stakeholders. VSS, the payer of the SHI, has no
direct role in the benefit package decision making process.
Selection of reimbursed drugs is decentralized and subject to
hospital preference.
No HTA process in place for reimbursement

The government commit not only population coverage but
also OOP rate
Program A
2012 2020. . . 2009
65% 80%
year
population coverage
OOP rate
Program B
Program C
Variousprograms
Healthcare Fund for Poor
Social Health Insurance
Managed by
Vietnam Social Security
• Single payer model
2015
70%
48.8% <40%
Health Insurance Law Master plan for UHC

Concept Overview
Country Discussion

Evolving HTA dynamics: Keep an eye on collaboration
mechanism to understand change and influencing factors
Various stakeholders are collaborating to develop and promote
pharmacoeconomics and HTA in Asia
International Society for
Pharmacoeconomics and
Outcomes Research
Foundation: 2011
Members:
Scope and Activities:
HTA is the main focus. Health economic is part of scope.
Annual conference
(4th conference: May 2015 in Taiwan) /
News Letters
Government / HTA agent network Multi-stakeholder network
AsiaregionalGlobal
Foundation: 2003 in Japan
Members:
Scope and Activities:
Health economic and outcome research is main focus. HTA is
a part of its scope.
Biennial Asia-Pacific conference
(7th Conference: 2016 in Singapore)/
Academic journal (Value in Health)/
News Letters/ Regional Chapters
Note: HTAi: Health Technology Assessment International , INHTA: The International Network of Agencies for Health Technology Assessment,
ISPOR: International Society for Pharmacoeconomics and Outcomes Research, HERO: Health Economic and Outcome Research This is not
exhaustive mapping.
Governments or
HTA agencies only
Various stakeholders including
academia, industry, patients
HTA HEOR HEOR HTA
HTA net Asia
*Annual meeting: 2016 in Tokyo
*
ISPORS has regional affiliation

2015 was the plan for ASEAN economic integration
Majority of initiatives are delayed and would not be achieved by end of
2015. At this moment, no immediate impact is expected for pharma industry.
Member countries
Darussalam
Lao PDR Cambodia
202520202015201020001997 2003 2006
Declaration to
establish “ASEAN
community” by 2020
Declaration to
accelerate “ASEAN
community” by 2015
2014
ASEAN 2020 vision:
conceptualization of
“ASEAN community”
Post-2015 vision
2016-2025
conceptualization
Current status:
Although some components of AEC
such as tariff reduction are well
progressed, majority of initiatives are
delayed. It appears that completion of
the integration by 2015 would be
unrealistic. Given this situation, ASEAN
started to discuss post-2015 vision
2016-2025.
ASEAN Economic Community (AEC)
Initiatives Status Pharma related issues
Elimination of non-
tariff barrier
Free movement of
skilled professionals
Not progressed
Limited progress
Integration of regulatory system
MRA of product approval
Free-movement of physicians
(not started)

ASEAN+3 countries are collaborating to share experiences
Regionally overarching forums are mutually influential, but no interfering
Although there may not be immediate impact, it is worth capturing
international dynamic and regularly assessing implication to pharma industry
ASEAN integration does not have element of national health insurance coverage. This is because, national health
insurance is rather seen as internal political issue of each member country which is against ASEAN principle of
non-interference in the internal affairs.
However, a group of wider stakeholders, ASEAN,
China, Japan, Republic of Korea, are collaborating
toward achievement of universal health coverage in
the region. In 2012 ASEAN Plus Three UHC Network
was conceptualized. The network has work plan
2014-2016 such as monitoring UHC progresses and
capacity development. The network aim to be a
platform of information sharing and guidance toward
UHC. Although they collaborate, it is unclear if they
are producing solid outcomes to achieve their goals.
Japan is particularly active in promoting UHC as the
country has long established history. For example
Japan has been collaborating with the world bank to
share its experience. They had publication on UHC in
2014. In February this year, ministry of health started
discussion on Japan’s long term healthcare vision
which includes communicating Japan’s experience to
Asian counties.
• Cost-effective viewpoint
• Influence on Asian coutries

Why do Japanese Companies have an Advantage
in Asia?
❶ Similar Disease Pattern

Why Japanese Pharma have advantages
❶ Similar Disease Pattern
Similar disease patterns between Japan and Asian region results in similar unmet needs, generating synergy in
prioritizing product development strategies
Japan share more similar oncology pattern with Asian market than Western markets (Bottom-Left illustration).
Change of disease patterns in less developed Asian region will attract more Japanese pharma that specialise in
chronic disease care as well (Bottom-Right illustration).
China
Lung (18%)
Stomach (16%)
Liver (16%)
Esophagus (12%)
Colorectal (7%)
Breast (6%)
H&N (3%)
Leukemia (3%)
Korea
Stomach (22%)
Lung (14%)
Liver (13%)
Esophagus (2%)
Colorectal (9%)
Breast (5%)
H&N (3%)
Cervix (4%)
Japan
Lung (13%)
Stomach (19%)
Liver (7%)
Pancreas (4%)
Colorectal (18%)
Breast (7%)
Prostate (5%)
Gall / Bile duct (3%)
United
States
Prostate (13%)
Lung (13%)
Colorectal (8%)
Melanoma (4%)
NHL (4%)
Breast (14%)
Kidney (4%)
Bladder (3%)
New Cancer Cases in East Asia Countries and the US
Asian countries share
more similarities in
disease patterns
Source: Clinical Trials in Asia Pacific – New Challenges and Opportunities, Partnerships in
Clinical Trials Asia Pacific (Singapore, 02 DEC 2009); American Cancer Society, 2015
9% 9%
2% 3%8% 13%
12%
12%
9%
15%
32% 14%
28% 35%
2008 2030
8% 7%
2% 3%
15% 20%
9% 8%
21%
23%
11% 5%
34% 35%
2008 2030
Cardiovascular disease
Infectious disease, malnutrition
Cancer
Injuries
Respiratory disease
Diabetes
Others
Development of Disease Pattern, 2008-2020
ASEAN
Western Pacific
Source: Leveraging ASEAN market,
Researchpartnership.com

❷ Advantage of multinational clinical trial design in Asia for faster
regulatory approvals
Ethnic similarity allows Japan pharma to design collaborative trials and shorten the launch gap in these
markets
The bottom-left illustrates a therapeutic area where the highest level of ethnic difference exists.
- Considerable ethnic difference between East and West, which often result in differences in clinical
practice, guideline, dosage, active control, concomitant drugs
- Even in this situation, clinical studies can be co-designed in Japan and Asia at the same thanks to low
genetic diversity (illustrated in the Bottom-right), ultimately shortening the time for Japan-focused trial
sponsors to enter the Asian market than Global sponsors who proritise US and EU market.
Phase 3
Phase 3Phase 2
Phase 1US, EU
Japan
Asia
Phase 1
Phase 2
Fully Separated Clinical Study Collaboration
Origin of
Clinical
study
Collaborate-ability between regions
Source: Tetsuomi Takano, New Strategy on Multinational Clinical Trials in China and Japan in Consideration of Ethnic Factors, JPMA
http://www.pmda.go.jp/files/000152237.pdf
Arrows indicate genetic diversification flows
Genetic diversity is
limited within the
region due to close
proximity

❸ High awareness of Japanese brands & Geographical/Cultural relatedness
Japanese companies could be benefited from high
awareness of Japanese brands stemming from
consumer products/electronics in the region (Left
illustration)
Especially large conglomerates with healthcare
divisions could enjoy an existing share of voice
Geographical proximity and similarity across
cultures and business practices between Asian
countries and Japan lower the operational
challenges of international strategy development
and implementation from HQ (Bottom illustration)
Comparison of Top 60 Brands in Global VS Asian region
Adidads Jaguar Adidas McDonald's
Amazon.com Johnson&Johnson Ajinomoto Mercedes-Benz
American Express Lexus American Express Microsoft
Apple LG Apple
Mitsubishi
Electric
AT&T L'oreal BMW Muji
Audi MasterCard Canon Nestle
Bayer McDonalds Citibank Nike
Berkshire Hathaway Mercedes-Benz CocaCola Nikon
BMW Michelin Colgate Nissan
Bridgestone Microsoft Daihatsu Nivea
Cadillac Nestle Danone Nokia
Chevrolet Nike Dell P&G
Cisco Nissan Epson Panasonic
CocaCola Nivea Gap Philips
Disney Novartis General Electrics Samsung
Ernst & Young P&G Google Sharp
ExxonMobil Pepsi H&M Shiseido
Facebook Philips Haagen-Dazs Siemens
Ford Porche Hitachi Sony
General Electric PwC Honda Starbucks
Google Samsung HP Suzuki
Gucci Shell HSBC Toshiba
H&M Siemens Hyundai Toyota
Hershey's Sony IBM Unicharm
Honda Starbucks Johnson&Johnson Unilever
HP Toyota Kao Uniqlo
HSBC Twitter Kellog's Visa
IBM Unilever KFC Xerox
Infiniti Visa LG Yahoo
Intel Volkswagen L'Oreal Yamaha
10%of
Japanese
Brands in
Global Top
60 Most
Popular
Brands in
2014
VS
35%of
Japanese
Brands in
Asian Top
60 Most
Popular
Brands in
2014
Source: Brand Asia 2014 Survey Results, Nikkei BP Consulting,
Ranking The Brands Top 100 www.rankingthebrands.com
Process-
oriented
Result-
oriented
Formal,
structured
business
setting
Casual,
less
distant
business
setting
Humility,
patience,
harmony
Confid-
ence,
demons-
trativenss
Indirect
communi
cation
Direct
commu-
nication
Team
credit
Personal
credit
Genera-
ting profit
Creating
Share-
holder
value
Commonly shared corporate
goal (●) and operational
considerations (○)
Source: How to Crack Asian Business, 2011, Fortune
21 Cultural Clues for Doing Business in Asia, 2013, The Business Journals
Asia West

Significant changes
matched with
political commitment
Dynamic landscape: Increasing political investments and HTA
evaluation processes will create greater market opportunity
Health insurance
coverage dynamics
HTAdynamics
High
uncertainty
Relatively
established,
HTA to be
accelerated

Country Key Take-aways
Singapore: Maintaining its position as key market entry node?
Malaysia: Is the current model sustainable?
Thailand: With UHC established, where next?
Philippines: Would further price cuts be mandated to achieve UHC?
Indonesia: Where will the UHC spending priorities be by 2019?
Vietnam: Will the price gap between brands and generics narrow?

ASEAN Region
A 650 million people economy potential!
Member countries
Darussalam
Lao PDR Cambodia

Concept Overview
Country Discussion

About Deallus Consulting
Deallus Consulting improves your strategy by developing, testing and refining the key market
assumptions that underpin it. We can do this because of our focus on the Life Sciences
industry, our efficient and comprehensive research and our rigorous analysis
Deallus Global Footprint
Was Founded in London in 2004 with offices in New
York, Princeton, Los Angeles, Singapore, Tokyo and
dedicated, exclusive support in China and LATAM
Has completed over 1,000 assignments
Has over 80 Consultants
Is a Life Science specialist, with more that 80% of
our Consultants possessing a Life Science PhD
Has >90% client retention, (clients we continue to
work with since our first engagement)
Supports any decision maker or manager involved
in strategy development, right across the Product
Life Cycle, in the largest multinationals or SME’s at
Global, Regional and Affiliate level
Deallus Consulting
www.deallusconsulting.com

Deallus Consulting
What We Do
Deallus’ expertise in strategic
management consulting spans a
range of services across product
lifecycle, in strategy development,
in business development, brand
management, market access and
manufacturing and supply chain
Deallus has extensive experience in
effectively leading and
implementing competitive
workshops consistent of scenario
planning workshops, war games,
individualized training programs and
hybrid models
Deallus’ best in class competitive
analysis is based on rigorous
research and analysis to test and
refine the assumptions, to ensure
winning strategies based on a
robust understanding of the market

Deallus has supported its clients in optimising robust market entry
strategies for the Asian markets
• What is the total number of
patients in each indication
• What is the number of eligible
patients in each indication
• How well developed is the
healthcare infrastructure for each
indication in each of the markets?
• What is the treatment pathway for
each indication in each market?
• Who are the key influencers in each
market?
• What are the regulatory
requirements for approval
• What are the regulatory timelines
for approval in each market
• will post registration activities
be required
• What are the pricing and
reimbursement requirements for
each indication in each market?
• How does the pricing differ
depending on setting of care?
• What are the pricing timelines?
• Who are the key competitor
in the market?
• What is the competitor
strategy and impact on
your company?
• What is the competitor
market share vs your
market share?
• What are the winning sales and
marketing strategies tailored for
each market?
• What is the product penetration per
account?
• Who are the key stakeholders to
target per indication per market
• The drivers and strainers of growth
within each market?
Asian market strategy must take into account all factors affecting the market’s true potential
Patient
Population
Dynamics
Product
Registration
and Launch
Competitor
Landscape
Pricing and
Market
Access
Sales and
Marketing
Strategy
Healthcare
Landscape

Deallus Consulting
Who We Are
Our Presence in Asia builds on a strong foundation of Project Management from JPAC HQ, with
on-the-ground support from local consultants
Anousha Kamvari, PhD
Senior Consultant, Singapore
Ju Hyoung Lim, PhD
Consultant, Singapore
Carole Bruckler, PhD
Partner, Head of Japan &
Asia Pacific
Michael Lee
Business Analysts, Singapore
Supported by other
Local Researchers
Feng Wang, PhD
Consultant, Tokyo
Hiroyuki Onoda
Associate, Singapore
Tom Chang, MBA
Budiman Jimron, MSc
Alicia Yang Jenkins, PhD
Ichiro Masuda
Principal, Head of Japan
Operations
Carl Qian, PhD
3

Deallus Consulting JPAC Team
Carole Bruckler, PhD – Partner, Head of JPAC
Carole Brückler is the Head of the Deallus Consulting Japan & Asia-Pacific operations, based in Singapore. She
has led client engagements developing regional or global product strategy for 9 of the top 10 global pharma
companies. Carole’s clients assignments have enabled business decisions reflecting market evaluations of new
products and acquired assets, pricing and reimbursement challenges, generic and biosimilars entry and landscape
assessments to validate opportunities present existing portfolios. Carole’s experience covers multiple therapy
areas, particularly Vaccines, CNS, CVM and respiratory field, as well as medical devices field.
Prior to setting up the Asia Pacific operations for Deallus consulting, she led the established European business.
Carole has also lectured at multiple Pharma industry conferences on the challenges of conducting research in the
vaccines area, in Europe, US and China. Prior to joining Deallus, Carole worked in preclinical R&D, both in a
synthetic organic setting, as well as an analytical setting in support of asthma treatments at GSK. Carole
completed her PhD in Chemical Biology at the University of Edinburgh. Carole is a joint inventor and patent holder
of this technology. In addition to her academic qualifications and professional credentials, Carole speaks several
European languages.
Ichiro Masuda – Principal, Head of Japan Operations & Representative Director
Ichiro Masuda is the Principal, Head of Japan Operations and Representative Director in the Deallus Tokyo Office.
Ichiro joined Deallus with 27+ years of experience in sales, marketing, marketing research, business development
in the pharmaceutical industry.
He spent 21 years at Eli Lilly Japan in progressively senior sales, marketing and product management roles,
before he moved to the consulting industry. At IMS Consulting, he worked in the Commercial Practice, delivering
market optimisation, resource allocation and marketing training projects. At ZS Associates, he developed the area
of strategic market research in ZS Tokyo and worked on forecasting and business development assignments,
while managing business development and client engagements.
Ichiro is a graduate of Kyoto University in Economics, a nationally registered management and healthcare
consultant, as well as a native Japanese speaker.

Anousha Kamvari, PhD – Senior Consultant
Anousha is a Senior Consultant based at our Singapore office. Anousha offers broad experience across both the
medical device and pharmaceutical industries. Her areas of expertise include strategic and operational leadership
in market entry, market analytics, pricing and reimbursement, regulatory (FDA, EMA, CFDA) and compliance
systems for medical devices including drug-device combination products and pharmaceuticals.
Prior to joining Deallus, Anousha was instrumental in advising senior management at BTG, an international
specialist healthcare company, on go no-go business case investments for multiple brands across the
Interventional Oncology franchise; at both a regional and global level.
Anousha holds a PhD in Biomaterials Engineering from University of Cambridge and a 1st class honours MEng
degree from Queen Mary University of London. She has authored two book chapters within the field of
Biomaterials Engineering.
Feng Wang , PhD – Senior Consultant
Feng is a Senior Consultant at Deallus Consulting Tokyo office, recently transferred from Deallus Global
Headquarter in London. He joined Deallus London in 2011 and since then, he has led client engagements across
wide therapy areas (Oncology, Vaccines, Urology, Ophthalmology & Biosimilars) at product and portfolio level. His
prior and ongoing projects support top 20 MNC including Japanese pharmaceutical companies in competitive
landscape analysis, product launch preparation, commercial structure benchmarking, emerging market entry
strategies as well as clinical development and new product planning. His market expertise covers EU, US and
Emerging Markets in Asia.
Feng holds a PhD in Oncology from the University of Cambridge examining the mechanism of chemotherapy
resistance in ovarian cancer and an MBioch from the University of Oxford. During his PhD, he also developed
commercial knowledge through pharma-sponsored workshops and Technology Management course at Cambridge
Judge Business School. Feng speaks English, Mandarin and basic Japanese.

Lim Ju Hyoung, PhD – Consultant
Ju Hyoung is a Consultant at Deallus Consulting, Singapore. Since joining Deallus, he has led a broad range of
projects covering Korea, China, Japan, Australia, South East Asia, as well as Europe, supporting clients by
providing bespoke insights in various therapeutic areas including infectious diseases, oncology, autoimmune
diseases, orphan diseases, etc. In addition, he has worked in a number of projects with extensive focus on
biosimilars, vaccines, aesthetic products.
Ju Hyoung has earned a PhD in Biological Sciences from Korea Advanced Institute of Science and Technology
(KAIST) and completed a postdoctoral fellowship at Massachusetts Institute of Technology (MIT). He also spent
considerable time working with Korean biotechnology start-up companies, consulting on process optimization
projects, as well as managing collaborations with government departments to develop research proposals and
assess the commercialization potentials of these projects. He is a native speaker of Korean, and is fluent in
English.
Hiroyuki Onoda, BPharm – Associate
Hiroyuki Onoda (Hiro) is an Associate in the Deallus Singapore office. At Deallus, Hiro has supported a wide range
of projects ranging from R&D strategy, marketing strategy and competitive landscaping to supply chain optimization.
Hiro brings in-depth insights from the Japanese market to multiple projects, bridging cultural gaps and engaging
with Japanese client teams. His research and analysis has covered multiple therapy areas (oncology, hepatology,
gastroenterology, CVM & CNS) as well as vaccines and biosimilars.
Prior to joining Deallus, Hiro worked as a marketing specialist at Suzuken in Japan, the third largest domestic
pharmaceutical wholesaler, developing expertise in sales, promotion and physician engagement for a wide range of
pharmaceutical products across therapy areas, both branded and generic, including vaccines and diagnostics.
During this time he developed a deep understanding of the supply chain, sales and marketing and the Japanese
healthcare system through working with a variety of pharmaceutical companies in highly competitive environment.
Hiro is bilingual (Japanese/ English), holds a B.S. in pharmaceutical sciences & is a registered pharmacist in Japan.

Budiman Jimron, MSc – Associate
Budiman is an Associate at Deallus Consulting, Singapore. He has earned a Masters in Integrated Biosciences
from the University of Tokyo, and had considerable working experiences with Japanese consultancy firm on
market entry strategy for Japanese companies in South East Asia.
Since joining Deallus, he has worked on projects covering Indonesia, Malaysia and other APAC countries,
supporting research efforts into various therapeutic areas such as diabetic nephropathy, vector-borne diseases,
etc. He is a native speaker of Bahasa Indonesia, and is fluent in English and Japanese.
Tom Chang, MBA – Associate
Tom Chang is an Associate in the Deallus Singapore office. He is an MBA graduate of Hitotsubashi University,
Graduate School of International Corporate Strategy in Tokyo, Japan. He received his BSc from University of
British Columbia (UBC) in Vancouver, Canada.
Tom has worked in the technical side of pharmaceutical companies and brings a unique perspective of drug
development and product planning. He has experience in the Japanese Generics Market through an internship at
Mylan Seiyaku (Pharmaceutical) Ltd., where he was assigned to assist on three products, one product line
expansion and two product developments for antipsychotic and migraine attack treatments. Tom speaks English,
Mandarin and Japanese.

Carl Qian, PhD – Associate
Carl is an Associate at Deallus Consulting’s Singapore office. Since joining Deallus, he has worked on multiple
projects covering Asia Pacific and the US, supporting clients in fields such as oncology, infectious diseases,
vaccines and drug manufacturing.
Carl graduated from the PhD program in Mechanobiology from National University of Singapore. His PhD research
area was in computational biophysics. He holds a Bachelor of Science in Biological Science and a minor in
Computer Science from Fudan University in China with a thesis focusing on Breast cancer genomics. He also had
internship experience at Novartis Institute of Biomedical Research, working on antibody-based biomarker
discovery. Prior to joining Deallus, he was an Associate at SingTel Group in its Tel Aviv office, working on
innovation and business partnerships in the high-tech sector. He is fluent in English and Mandarin Chinese.
Michael Lee, MSc – Business Analyst
Michael is a Business Analyst at Deallus Consulting in Singapore. In his time with Deallus, he has been involved in
multiple projects with a primary focus in China and the rest of APAC region. Michael’s therapeutic area expertise
include virology, digestive diseases, infertility, oncology, metabolism diseases, and cardiovascular diseases.
Biosimilar and generic drug markets are two major focuses of his recent researches. Michael’s studies on
competitor dynamics monitoring, potential trends prediction, business development support, regulatory policy
research have supported commercial decision making.
Michael holds a Master of Science degree in Biochemistry and Molecular Biology from National Cheng Kung
University, Taiwan and specialized in cancer biology and metastasis mechanism. Before joining Deallus, Michael
worked on business development and training services at PPC, the leading domestic clinical research organization
in Taiwan. He also has internship experiences at Vita Genomics, Inc. and NanKang Biotech Incubation Centre on
marketing and industrial development strategies analysis. Michael is fluent in Mandarin.

Acronyms
AEC ASEAN Economic Community
ASEAN Association of South East Asian Nations
FDI Foreign Direct Investment
GDP Gross Domestic Product
NCD Non-communicable diseases
OOP Out of Pocket
SHI Social Health Insurance
THE Total Health Expenditure
UHC Universal Health Coverage

Deallus-Consulting-JPMA-ASEAN-Seminar-March-2015

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