Global access strategies often sound impressive on paper — harmonised pricing frameworks, centralised value dossiers, and global evidence plans. But the reality in emerging markets is far more nuanced. What works in London or Boston rarely fits in Lagos or Manila.
The lesson is simple: localisation is not optional. It is the difference between good intent and real impact.
Understanding Context, Not Just Markets
Emerging markets are not a single entity. Each has its own health system, financing structure, and cultural dynamics. A pricing model that assumes insurance coverage may fail in a market where out-of-pocket payments dominate.
Successful access strategies start with empathy. They ask not, “How can we sell here?” but “How do people access care here?” That question opens doors to community partnerships, hybrid payment models, and tiered service designs that reflect real-world conditions.
Beyond Affordability
Access is often reduced to pricing. Yet in many emerging markets, affordability is only one barrier among several. Distribution, diagnostics, workforce capacity, and health literacy all matter. If a patient cannot be diagnosed, affordability is irrelevant.
The most effective companies take a systems view. They invest in diagnostic capacity, training, and awareness alongside product launch. These investments are not charity; they are market-building strategies. They create the conditions for sustainable demand and long-term trust.
Partnerships That Matter
Governments in emerging markets are increasingly sophisticated buyers. They expect collaboration, not extraction. Companies that co-create access programmes with ministries of health, NGOs, and local start-ups tend to achieve both social impact and commercial success.
Partnerships that respect local expertise perform best. Too many initiatives fail because they import global templates instead of co-designing local solutions. Real collaboration means listening before acting.
The Digital Opportunity
Mobile technology and digital health solutions can transform access at scale. From remote diagnostics to electronic vouchers, digital platforms are bridging gaps in care delivery and affordability. Yet digital innovation must be inclusive. If technology is built only for those already connected, it widens inequality rather than reducing it.
The Bottom Line
Localisation is not the opposite of global consistency. It is how global ambition becomes credible. When access strategies reflect the realities of the people they aim to serve, they move from aspiration to authenticity.
Key Takeaways
- Emerging markets require locally co-created access models.
- Affordability is necessary but not sufficient; infrastructure and awareness are critical.
- Systems thinking creates sustainable markets.
- Local partnerships outperform global templates.
- Digital solutions must be inclusive to be effective.
Try This
Choose one emerging market in your portfolio. Map the entire patient journey from symptom to treatment. Identify at least three non-price barriers to access — and one partner who could help solve them.
Closing Thought
Share this with colleagues working on global market access. True global strategy is not about replication; it is about adaptation with respect.
