一个品牌就够覆盖全球市场了吗

Is One Brand Enough for aGlobal Market? Second-brand strategy in emerging APAC markets: Lessons,trade-offs, and a practical playbook for MNCs trying to addressaccess issues with sustainability SANJEEV KUMAR, Principal, Insights, Analytics and Advisory (IAA)ROHIN SETHI, Manager, Insights, Analytics and Advisory (IAA)XINYING LEE, Associate Consultant, Insights, Analytics and Advisory (IAA) Table of contents Executive summary: Why second brands matter in emerging APAC markets1What is a “second brand”? (and what it is not)3The emerging APAC market context: Where global playbooks fail5When does a second brand make strategic sense?: A decision framework7Product and indication selection: What actually works9Pricing architecture: The art (not science) of second-brand pricing11Market access pathways across emerging APAC markets14Commercialization models: Who should sell the second brand?15Stakeholder value proposition: Product positioning that resonates16Success metrics: How to measure second-brand performance17Second brands vs. other access levers17Conclusion: From tactic to institutionalizing capability19About the authors20About IQVIA Asia Pacific21 Executive summary: Why second brands matter in emergingAPAC markets Across emerging Asia-Pacific (APAC) markets,multinational pharmaceutical companies face a recurringstructural tension: clinical innovation is advancing fasterthan system affordability. Even where therapies areguideline-aligned and clinically differentiated, patientreach remains constrained by public reimbursementthresholds, fragmented insurance coverage, and highout-of-pocket (OOP) expenditure. In response, Multinational Companies (MNCs) haveintroduced several access schemes, includinginnovativepatient support programs, interest-free medical loansas financing options, portfolio shelving strategy (suchas offering discounts on 2nd-line products if a patientprogresses after 1st-line products from the same company),funding application assistance, finite cost of therapy, etc. However, among these measures, MNCs haveincreasingly deployed second-brand strategies toexpand access in these price-sensitive markets whilesafeguarding global price integrity. In several emergingAPAC markets, second brands have emerged as adecisive mechanism for securing public sector inclusion,accelerating patient uptake and sustaining portfoliorelevance over time. Evidence from Malaysia, India,Thailand, Vietnam, and the Philippines consistentlypoints to price, not clinical skepticism as the dominantbarrier to access. In multiple instances, physicians andpayers recognized the therapeutic value of innovativemedicines but were unable to support widespread useunder premium pricing structures. This persistent gapbetween innovation and affordability has created fertileground for second-brand strategies. may depend on carefully considered and organizedlaunch planning, which is essential for expanding accessand maintaining brand sustainability over time. The Cyclin-Dependent Kinases 4 and 6 (CDK4/6)inhibitors prescribed for Hormone Receptor–Positive/Human Epidermal Growth Factor Receptor 2–Negative(HR+/HER2-) breast cancer serve as a notable example,demonstrating how comparable innovations can leadto markedly different results across various marketsand brand strategies. The second brand of abemaciclibhas demonstrated a comparatively lower market sharein Malaysia, India, and Thailand, whereas its premiumcounterpart maintains market leadership in Singaporefor the same indication. By contrast, the second brandof ribociclib has achieved strong penetration in Malaysiaand Thailand, while the premium version in Singaporefaces competition from abemaciclib. Yet the same evidence also underscores a critical reality:second brands are not inherently successful. Whilesome have scaled rapidly and become enduring accessanchors — particularly in cardiometabolic, immunology,and oncology — others have struggled or beenwithdrawn due to weak uptake, internal misalignment,or limited differentiation from alternative access levers.Therefore, the effectiveness of a second-brand strategy (Source: MIDAS and IQVIA OSI syndicated offering) Taken together, these patterns reasonably rule outpricing as the sole determinant of a second brand’ssuccess. Instead, outcomes are shaped by a broaderset of factors, including strategic intent, designdiscipline, launch timing/sequencing, and the qualityof peri-commercialization execution such as real-worldevidence-generation, downstream demand activation,formulary positioning, duration of therapy optimization,and coherent messaging strategies — underpinned byorganizational readiness. “The emerging APAC market accessparadox: access to innovationis constrained less by clinicalskepticism than by systemaffordability, but affordabilityalone does not drive the success ofnew technology.” Other asymmetrical examples from India includeSyndima®, which was launched by Roche in partnershipwith Cipla; however, later, the premium