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Entering the market is one challenge. Building sustainable growth is another. For many international healthcare manufacturers, entering Brazil represents a...
O futuro da saúde será definido pela capacidade de conectar inteligência, execução e colaboração A cadeia healthcare nunca teve acesso...
Por que muitos dos desafios operacionais dos hospitais começam antes mesmo do atendimento ao paciente Quando falamos sobre eficiência hospitalar,...
Why international manufacturers fail when they treat Brazil as a regulatory project instead of a market ecosystem. Brazil is one...
When manufacturers first look at Brazil, the focus is usually very clear. Get the product approved.Enter the market.Start building traction....
For many international manufacturers, the concept of regulatory hosting in Brazil starts as a requirement. A local entity is needed.A...
At some point, most manufacturers entering Brazil realize something. The challenge isn’t just regulatory. And it’s not just commercial either....
At some point, the question comes up. Usually in a strategy meeting. Sometimes in a regional expansion discussion. “Should we enter Brazil?” It’s a fair question. Brazil is the largest healthcare market in Latin America. The demand is real. The opportunity is clear. But shortly after that first question, others start to follow. How complex is the regulatory process? How long will it take? Who should we work with locally? What kind of structure do we need? And this is where things become less straightforward. Most companies don’t struggle with the decision to enter In our experience, the decision to explore Brazil is rarely the difficult part. The real challenge is how that decision is executed. Because entering Brazil isn’t a single step. It’s a sequence of interconnected choices: ...
When international manufacturers enter Brazil, the structure usually follows a familiar pattern. One partner for regulatory. Another for legal representation. A third for importation and logistics. And one (or more) for distribution. Four different partners. Sometimes more. On paper, it makes sense. Each one handles a specific part of the process. Each brings specialized expertise. It feels structured. But in practice, something else starts to happen. The Hidden Cost of Fragmentation At the beginning, the model works. Regulatory moves forward. Importation’s arranged. Distribution’s set up. But as operations start to scale, small misalignments begin to appear. Communication...
