2025年战略韧性：从效率到工业价值链的可选性报告（英文版）

simon-kucher.comRoshel Jayasundera, PartnerJoshua Siow, PartnerThe new model forequitable access in LMICs -From initiative tointegrated ecosystemsHow pharmaceutical leaders are successfully embedding equitable access into strategy, structure, and scale across LMICsContentsExecutive summary 3Chapter overview 41. Rethinking “emerging markets” and the new mandatefor equitable access62. The execution gap143. Navigating complexities and exploring blueprints for success23Outlook: Building future-ready equitable access platforms 36Authors403Executive summaryFor years, access efforts in low- and middle-income countries (LMICs) focused largely on infectious diseases like HIV, tuberculosis, and malaria, supported by donor funding, one-off programs, or fragmented public-private partnerships. These models brought progress, but they were not built for sustainability nor scale. As non-communicable diseases (NCDs) have become more prevalent, this has prompted a shift toward more integrated, long-term access models.With over 80% of the world’s population residing in LMICs, it is no longer surprising that these geographies are rising to the top of corporate agendas. Their scale alone makes them central to the future of global healthcare access and innovation.With rising populations, increased life expectancy, expanded health investment, and increasing disease burden, these markets are essential for the pharmaceutical industry’s long-term growth. For many companies, access in LMICs is no longer just a moral imperative, but a strategic necessity to diversify future revenue streams and align with rising expectations on social responsibility. Those investing now, operationally, financially, and culturally, are positioning themselves for resilience, growth, and leadership in the next era of healthcare.Rather than offering a retrospective, this industry study highlights how the access landscape is shifting and what forward-looking companies are doing now to lead that change. It explores how leaders are moving beyond short-term access programs or one-off pricing strategies, and instead building lasting approaches through strong governance, long-term planning, and well-aligned incentives. This study draws on interviews with 25 leaders across pharmaceutical companies, including both commercial and access functions who have been working on driving the access agenda globally and in LMICs, as well as global health organizations and advocacy bodies. It captures how those closest to the work are redefining access to care.LMICs are beginning to occupy a more central place in pharma executives’ discussions, not just as growth markets, but as strategic priorities. As healthcare systems in these regions evolve, pharma and biotech companies companies are rethinking how they define relevance, access, and long-term impact.4CHAPTER 1Rethinking “emerging markets” and the new mandate for equitable accessCHAPTER 2The execution gapChapter overviewOur first chapter frames LMICs as comple