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Category Archive: Channel Mgmt: Partners – Sponsors – Sales

Aug 04 2017

MCI Education @ ASAE Toronto

If you are travelling to ASAE next week, be sure to check out the following sessions which all take place at the MTCC – South Building.

 

Build Medical Education in China: Strategy and ROI

Monday, August 14, 2017 9:00 AM – 10:00 AM

Room: 717AB

Medical education and international exchanges is a long-standing collaboration between the US and Chinese associations. US associations are seeking to better define their impact in China beyond annual visits for scientific exchanges. Society of Critical Care Medicine (SCCM) has redefined their engagement strategy. In this session, David J. Martin, CEO, SCCM will be interviewed to help us better understand the realities of structured medical education in China, the stakeholder landscape, building recognition and buy-in, and updates and implementation of NGO law.

Speakers

Florence Chua, Director Association Management and Consulting, MCI Group
David Martin, CEO/ Exec Vice Pres, Society of Critical Care Medicine

 

 

Doing Business in the Middle East – Cultural Do’s and Don’ts

 Monday, August 14, 2017    330-400pm

Global Solutions Lounge 

Learning Objectives:     

  1. Understand business culture in the UAE and the Middle East region

  2. Gain an understanding of correct etiquette and  the do’s and don’ts in a business environment

  3. How to establish a long-term business partnerships with your local partners

  4. Facts and successful business models of doing business in the region

Moderator: Ajay Bhojwani, Managing Director, MCI Middle East

Session Presenters:

  • Steen Jakobsen, Steering Committee Member, Dubai Association Centre

  • Rami Muhanna, Licensing & Relationship Management, Dubai Association Centre

 

 

 

Aug 04 2015

Chronic Diseases in China: An Opportunity for Standardized Education Programs and Enhanced Collaboration

Non-Com Disease Impact.2014

 

 

 

 

 

 

 

 

 

 

 

A recently released report “2015 Situation of Nutrition and Chronic Diseases of Chinese Residents,” indicates the incidence and mortality of chronic diseases continue to increase and have become the main causes of death in China with 79.4% of total mortality due to chronic diseases.  According to statistics, cardiovascular disease, diabetes, cancer and respiratory disease have become the top four of major threats to China’s public health.

The report stated that the relative low quality of treatment and lack of standardized clinical training in China are a contributing reason for the increased incidence and mortality rate of chronic diseases. Because of the need for long-term treatment, high incidence of complication, high rate of deformity, and high mortality, China needs advanced research, better databases, improved standardized clinical practice and medical training in order to better control the rate of incidence and mortality of chronic diseases.

The report provides a current overview on key chronic diseases:

  • Hypertension: incidence rate increased to 25.2%.
  • Diabetes: Chinese are facing an incidence rate of 9.7%. In China, about 70% diabetics do not get diagnosed, and among those who are diagnosed only 25% receive treatment.  For those receiving treatments, only 40% have conditions that are arrested and reversed.
  • Cancer and Tumor: incidence of cancer is up to 235 out of 100,000 people. Lung and breast cancer are the leading cancer types. The mortality of cancer is 144.3 out of 100,000 people with the top five cancers:  lung, liver, stomach, esophagus, and colorectal.
  • Chronic Respiratory Disease: include COPD, Asthma, Pulmonary hypertension and Sleep-disorder breathing. With the increased mortality of 68 out of 100,000 people. The incidence rate of COPD among those older than 40 years old is 9.9%.

In order to address this, China needs to keep up with advanced practice in Western medicine.  The National Health and Family Planning Committee (NHFPC) encourages enhanced cooperation and exchange of Chinese and international medicine societies in the areas of academic research, college training, and technical expertise. Herein lies many opportunities for US heath care associations to explore deeper levels of collaboration with their Chinese counterparts for the improvement of public health globally.

MCI China suggests that US medical associations with an interest in China should observe the following:

  1. Closely monitor and be sensitive to Chinese government policies and reforms because they shape and sway market development. The 12th Five-Year Plan puts healthcare reform in the spotlight, and has seen successes and challenges. The 13th Five-Plan that will be released in 2016 is expected to deepen the healthcare reform.
  2. Due to the vastly different institutional, environment and cultural factors between China and USA, it is important to invest in market insight to fully understand Chinese needs so that your association can be effective in identifying the unique selling point of your offerings.  Know that each sub-specialty will have its own unique situation and factors, therefore the maturity and/or need doesn’t equal the same for another.
  3. Understand the role of industry support and compliance requirements to build a strong stakeholder approach.

It is vital that US associations seek to collaborate with their Chinese counterparts; consider the use of local market development personnel who can help to investigate and navigate the complexities in relationships between various Chinese associations, and key opinion leaders in the same field.

Feb 27 2015

China’s New National Plan for Health Service System – An Opportunity for US Healthcare Associations?

China HC market

 

 

This article was written by Maria Tong, senior director, association management and consulting from MCI Beijing office.

On October 29, 2014, China released a draft of the National Plan for Health Service System, featuring the country’s goals and priorities on developing the public health framework in the next five years. The plan aims to adjust the layout of the medical and health resources, improve the service ability and the resources use efficiency.

There are a few findings from the plan that may be interesting to the US healthcare associations.

The plan set a goal to significantly increase the number of registered doctors and registered nurses by 2020, anticipating an increase of 25% for registered doctors and 50% for registered nurses.  To achieve the goal, China has to improve the current weak medical educational system.

This creates opportunities for US healthcare associations to work with the Chinese government and hospitals to introduce standardized and professional body of knowledge to Chinese medical practitioners.  It is important to note that the plan stressed to enhance the training for General Doctors and Residence Doctors.

The plan encourages establishing private owned hospitals, including foreign invested hospitals, to relieve the pressure of Chinese public hospitals.  This implies the changing role of public hospitals with the rise of new private hospitals.  Therefore, US associations specializing in hospital management, quality control, and medical information management should pay attention to these emerging needs and seek opportunities to enter into the market to ride this new wave of opportunity.

The Plan emphasizes the training to overcome talent shortage especially in Chinese Medicine, Pediatrics, Obstetrics and Gynecology, Mental Health, Aged Care, Infectious Diseases, Stomatology, and Rehabilitation, etc.

Here are some suggestions for US associations considering the China market:

  • Understand the market needs. It is critical to conduct market analysis to understand the challenges and issues in the profession, and how your products and services can be applied to the market to help solve local problems and meet local interests.

  • Make a feasible action plan. You need a plan based on sound market intelligence with a solid business and operation model, development activities, and financial budget to ensure you don’t get off track and can make progressive steps.

  • Get people on the ground who possess the proper business expertise and local knowledge to pursue opportunities and overcome barriers.  Talents must be familiar with the culture and language to help you.  Simply running and monitoring your business from the US will not make for a sustainable growth in China.

  • Take a lesson from your corporate counterparts.  According to the American Chamber of Commerce in Shanghai the average for a US business to become profitable in China is between 5-8 years.

Global growth requires determination, local insight, and the right business capacity to turn your products, services and membership into value that local stakeholders will appreciate.

 

 

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