EMERGING MARKETS

Home EMERGING MARKETS

Vietnam’s Power Move Policies Fuel a Green Energy Revolution by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Vietnam’s Power Move: Policies Fuel a Green Energy Revolution

Vietnam possesses a vast potential capacity for wind and solar energy generation of approximately 1,000 GW. Its 3,000 km coastline also offers a chance to build a strong position in global offshore wind. It has taken several steps in its transition to clean energy, with renewable energy capacity growing approximately 8.5 times between 2018 and 2023. The country has committed to reaching net-zero carbon emissions by 2050. Meeting that goal requires both a rapid increase in renewable energy capacity and a strong policy framework. This transition could serve as a potential roadmap for other Southeast Asian countries, which are also embarking on their own journey toward renewable energy.

Vietnam’s FiT policy has fast-tracked renewable energy development

Vietnam’s leading position in the Southeast Asia renewable energy market is largely a result of its progressive and flexible policy framework. The government’s Power Development Plan 2021 to 2030 (PDP8) marked a clear shift from coal to renewable energy sources, especially solar and wind. The feed-in tariffs (FiTs) policy for solar energy proved to be the key driver for increased investment, with the country moving swiftly towards clean energy adoption.

Moreover, Vietnam’s quick decisiveness in introducing FiT enabled energy producers to sell the output for a fixed price over a fixed period. The FiT policy provided a jump start to Vietnam’s renewable projects. It led to a high foreign and domestic investment inflow, pumping US$11.3 billion into the clean energy sector between 2019 and 2021.

The policy has been instrumental to the country’s 25-fold growth in renewables installed capacity. However, after an initial success, the FiT model currently faces significant challenges with grid infrastructure, congestion, and inflated energy costs. As a result, this has led to a need for a dynamic and cost-effective pricing mechanism tailored to the requirements of various renewable projects.

The DPPA framework is crucial for advancing Vietnam’s clean energy transition

Regulatory reforms have further accelerated this shift by simplifying the licensing process. They also introduced mechanisms such as the Direct Power Purchase Agreement (DPPA) that opened up the energy market to local and foreign investors.

The 2024 DPPA policy framework marks an important milestone in Vietnam’s transition to clean energy and attracting FDI. The policy enables large energy consumers to purchase power from renewable energy producers directly, bypassing the state-owned energy operator, Vietnam Electricity (EVN). DPPA policy mobilizes the private sector to fill the gaps left by EVN, which has struggled to meet the energy demands across various consumer segments.

The framework will likely play a pivotal role by laying clear pathways for multinational manufacturers and service companies in Vietnam to speed up their complete transition to using clean energy and improve sustainability practices.

DPPA boosts tech investment and corporate sustainability in Vietnam

Vietnam’s Ministry of Industry and Trade’s 2023 survey revealed that 5,609 MW of capacity was ready for exchange through DPPA that year. Multinational companies with a long-established presence in Vietnam were looking to purchase electricity directly from the energy producers. Companies such as Nike, Samsung, and LEGO, operating in electronics, textiles, semiconductors, and consumer segments, were among the first to be interested in the direct purchase mechanism.

Further, in a separate but complementary development, Vietnam’s new telecommunication law, which came into effect in July 2024, allowed foreign companies 100% ownership of certain services, including data centers and cloud computing services. This presents an attractive investment and strategic prospect for tech giants such as Google, Apple, and Microsoft.

This supportive legislative framework will likely help these companies play a vital role in shaping the country’s digital infrastructure and meet their sustainability goals by leveraging renewable energy through the DPPA model. The new telecommunication law, in conjunction with DPPA, positions Vietnam as an attractive destination for both energy-intensive industries and technology-driven investments.

DPPA promotes a diverse, sustainable energy mix to reduce fossil fuel dependency

Vietnam relies heavily on coal and LNG (together accounting for 50% of the total energy mix) to meet its rising energy demand. This underscores the country’s dependence on these carbon-intensive and price-sensitive energy sources. The volatility, price fluctuation, and supply chain disruptions in the LNG and coal import market pose significant challenges for energy planners in stabilizing energy costs and energy security risks.

Implementing the DPPA policy is most likely to provide an effective solution to Vietnam’s price-sensitive sectors of the economy. The DPPA framework advocates for opening the energy market for private renewable energy players and developing a robust energy mix ecosystem to mitigate the energy challenges in the country effectively.

By enabling private sector participation, the DPPA framework will accelerate the coal phaseout by prioritizing renewable energy investments. Additionally, diversifying its energy mix will reduce the strain and stabilize the LNG market, making LNG a more strategic and cost-effective component of Vietnam’s energy mix.

Partnerships with foreign players fuel renewable energy expansion in Vietnam

Vietnam’s readiness to collaborate and build strategic partnerships with various international stakeholders supported the expansion of renewable energy. The country has collaborated with international institutions, including the World Bank, Asian Development Bank (ADB), and German Development Cooperation (GIZ), to obtain funding, technical support, and policy advice.

ADB funding drives private investment in Vietnam’s wind energy

In March 2021, the ADB approved a 15-year term loan of up to US$156 million to construct and operate three wind farms of 48 MW. The venture was one of the first internationally financed wind projects in Vietnam. It aligns with ADB’s energy policy to support wider access to energy through investments in renewable energy projects and encourage private sector participation.

The project contributed to the wind generation targets in Vietnam and aims to generate 6,000 MW by 2030. Additionally, in 2023, ADB approved US$1 million for technical assistance to identify potential financing opportunities and US$7 million for providing policy advice on developing financial technologies.

International collaboration is vital to laying a clear policy framework

German International Cooperation Agency (GIZ) has played a vital role in shaping Vietnam’s renewable energy sector by offering technical advice and policy recommendations. The agency set up an advisory platform used by political partners, facilitating the introduction of the FiT model in Vietnam. This cooperation enabled technology and knowledge transfer, laying one of the pillars of Vietnam’s journey to a clean energy transition.

The Just Energy Transition Partnership (JETP) is one of the largest collaborative initiatives between the International Partners Group (Canada, Denmark, France, Germany, Japan, Italy, Norway, and the USA) and Vietnam. The partnership focuses on reducing coal dependency and supporting Vietnam’s ambitious goal of net zero emissions by 2050 by mobilizing US$15 billion through public and private financing over the next few years. The partnership will likely bring regulatory reforms to support renewable energy expansion, increasing the share of renewable energy to 47% by 2030.

Vietnam’s transition to clean energy requires overcoming various challenges

Investment in power grid infrastructure is crucial for the clean energy transition

Grid infrastructure and integration are some of the challenges that Vietnam has been facing to date. The grid has not been able to handle the surge in capacity following the solar energy PV boom driven by the FiTs policy, which has allowed installations to reach 20 GW in 2019 and 2020.

The Vietnamese government has complete control of electricity transmission grids, with EVN operating all the substations and transmission lines in the country. Vietnam’s national transmission infrastructure is inadequate, with weak grid capacity, posing a key challenge for integrating new capacity from renewable energy projects.

The Ministry of Industry and Trade (MOIT) estimates that a capital investment of US$14 billion is needed to enhance and develop the country’s power grid infrastructure. The state budget alone may struggle to fulfill the financial requirements.

This marks the importance of private investment, challenging the monopoly of EVN. The government encourages private investment and revised the electricity law in 2022, allowing private players to develop and operate grid assets. However, only a few private investors, such as Trung Nam Group, invested in the transmission lines due to policy uncertainty and complex administration procedures for land acquisition, site identification, and compensation.

Gaps in the policy could weaken the progress enabled by the DPPA

The DPPA framework is seen as a progressive policy for Vietnam’s renewable energy projects. However, some existing gaps, including operational complexity, regulatory hurdles, and financial risk, may undermine the full potential of the DPPA.

The DPPA off-site model is a financial arrangement in which energy producers sell electricity to the grid (EVN). Energy consumers then purchase electricity from the grid under a contract that makes up the difference between the market price and the agreed contract price.

Solar and wind energy projects with a minimum capacity of 10 MW and energy consumers utilizing at least 200 MWh per month are eligible for off-site DPPA, excluding small renewable energy projects. Further, for off-site DPPA, the policy remains unclear on whether renewable energy producers bear the risk of transmission failures or if they must provide replacement power during shortfalls.

For onsite DPPA, which does not involve an intermediary, the regulation for foreign energy companies regarding the development, operation, and fees for private transmission lines remains unclear. Addressing these gaps in the DPPA model is essential to promote leading practices, new business models, and continued FDI in the country.

EOS Perspective

Early renewables gains bolster FDI attraction

Vietnam’s journey to clean energy transition so far has been a success, with a significant increase in solar and wind energy production in the last few years. Vietnam’s FiT has been attractive to many international energy developers and has been able to attract FDI. The introduction of DPPM further provides a progressive approach to solidify Vietnam’s position as one of the leading nations in the global clean energy sector.

Ongoing policy gaps undermine project viability

For Vietnam, to continue with its success, there is a surging need to address the gaps in its policies and regulations that are gradually impacting the current and potentially future energy projects. For instance, there is a lack of clarity around pricing, transmission fees, whether current FiT project owners can join the DPPA, and the cost implications for small energy producers and buyers. To fully realize the potential of these policies and implementation will require transparent pricing and robust policy support.

Offshore wind ambitions are stalled by regulations

Vietnam has great offshore wind energy production potential due to its geographical advantage of strong wind currents. Yet, it has been unable to make progress in this sector. Equinor, a Norwegian state-controlled energy company, halted its plans for offshore wind development in Vietnam and closed its Hanoi office in August 2024. Similarly, Ørsted, Denmark’s largest energy firm, paused its plans to invest in large offshore wind farms in Vietnam in 2023.

Regulatory delays for foreign players and a political push to prefer state-owned companies to run pilot projects in the contested South China Sea are some of the reasons that currently leave Vietnam with no offshore wind energy projects. To meet its ambitious target of generating 6 GW of offshore wind energy by 2030, Vietnam needs a robust regulatory framework that supports a collaborative ecosystem that attracts foreign investment.

Vietnam is a large power consumer and relies heavily on coal as the primary energy source due to its affordability and easy availability. Transitioning from coal will require significant investments in alternative energy sources and could disrupt existing economic structures.

Programs such as JETP offer momentum to accelerate the transition. However, they often face certain challenges in the form of substantial financial gaps and mismatched expectations and implementation standards between donor and recipient countries. Vietnam needs a staggering investment of US$135 billion to support its transition to clean energy. The funding is essential for stopping the permits for new coal plants, building renewable energy facilities, and upgrading electricity grids. Despite the US$15.5 billion in JETP, Vietnam faces a significant financing gap of 89%. To fully realize the JETP potential, Vietnam must seek other funding sources, including public financing, private investment, and commercial loans.

Feeding the Future: How Plant-Based Pet Food Is Shaping a Greener Bowl by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Feeding the Future: How Plant-Based Pet Food Is Shaping a Greener Bowl

1.4kviews

Over the past few years, the plant-based pet food market has been witnessing rapid growth due to pet humanization. As the market becomes increasingly competitive with many new brands and larger players, companies compete using innovative differentiation strategies to secure market share. By leveraging novel protein sources and innovative product formulations, brands look to enhance their product quality to gain an edge. Some brands focus on eco-friendly and sustainable practices to align their products with ethically-driven consumers. Others strive to optimize production processes to reduce costs and stay price-competitive.

According to Future Market Insights, the global plant-based pet food market was US$27 billion in 2024, with a growth forecast of a CAGR of 7.5% from 2024 to 2034. Vegan dog foods are some of the most common plant-based pet foods.

American and British companies overwhelmingly dominate the market. The leading players in this segment include Petaluma (USA), V-Dog (USA), Wild Earth (USA), PawCo Foods (USA), Omni (UK), The Pack (UK), and Benevo (UK). Other large players include Halo (USA), Nestlé Purina (USA), Mars Petcare (USA), and Hill’s Pet Nutrition (USA).

Plant-based dog food brands innovate with new protein sources

Creating products from protein-rich plants

One of the most critical components of a dog’s diet is protein. To compete with traditional animal-based dog foods, many vegan dog food brands focus on creating protein-rich formulas that match the nutritional profile of meat proteins. These products compete by combining and utilizing various plant proteins from sources such as peas, potatoes, lentils, and chickpeas.

Addressing the taurine deficiency in legume proteins

However, these plant proteins are often legume-based and deficient in taurine, an essential amino acid that dogs need in their diet. Some research studies claim that taurine deficiency increases the risk of dilated cardiomyopathy (DCM), a heart disease in dogs.

As more companies enter the vegan dog food market, brands try to differentiate their offerings by introducing more non-legume protein sources to offer a complete amino acid profile and address DCM issues in dogs. More and more vegan dog food formulations use ingredients such as quinoa, chia seeds, yeast, algae, and hemp. For example, US-based Wild Earth uses yeast-based plant proteins in its products such as Wild Earth Maintenance Formula and Performance Formula to create a more balanced dog diet.

However, incorporating these specialized ingredients raises costs due to complex production processes, and this results in products’ high-end prices. For instance, an 18-pound (about 8.2kg) bag of Wild Earth’s performance formula food costs the consumer US$99, about US$5.50 per pound. On the other hand, a 20-pound (about 9.1 kg) bag of US-based Open Farm’s Kind Earth formula, which does not use a special protein source, costs only US$72.99, about US$3.65 per pound.

Feeding the Future How Plant-Based Pet Food Is Shaping a Greener Bowl by EOS Intelligence

Feeding the Future: How Plant-Based Pet Food Is Shaping a Greener Bowl by EOS Intelligence

Innovation beyond protein sources also drives competition

Along with high-protein formulation, players compete through various advancements, including product formulation, ingredient sourcing, and catering to specific dietary needs.

Formulating nutritionally complete products

To ensure nutritionally complete offerings, companies are enhancing their plant-based dog foods with high-quality proteins, vitamins, minerals, and fatty acids. For example, the American company Natural Balance utilizes brown rice, oats, barley, peas, and potatoes as the primary sources of protein and carbohydrates in its Vegetarian Formula. The product is enriched with taurine and l-carnitine amino acids, along with antioxidants from spinach, cranberries, and dried kelp.

Innovating in more appealing flavors and textures

In an attempt to make their products stand out, many plant-based pet food companies incorporate enriching flavors such as peanut butter, carrots, berries, and quinoa to make their products appealing to dogs. For instance, Open Farm’s Kind Earth plant-based kibble includes ingredients such as barley and fava beans, aiming to provide a nutrient-dense and palatable meal.

Apart from diverse flavors, texture innovation is an important competitive factor. Companies attempt to develop products with a meaty and fibrous texture that carnivore pets prefer. For instance, US-based Petaluma introduced Sweet Potato Jerky treats, a plant-based alternative to traditional meat jerky, made from sweet potatoes.

Addressing specific health concerns

Many vegan dog food brands also incorporate more functional ingredients to target specific health issues in dogs. Some vegan dog food brands offer grain-free and gluten-free options for dogs with allergies or grain sensitivity. An example of this is the British Benevo Adult Dog Food brand that offers wheat-free products catering to dogs with grain sensitivity.

Some companies provide formulas rich in probiotics and fiber to support healthy digestion. For instance, American Halo Holistic enriches its plant-based dog foods with prebiotics, probiotics, and postbiotics for complete digestive health and immune function.

To address dogs’ health concerns and enhance the competitiveness of their products, some companies enrich their foods with targeted ingredients. A case in point is another British brand, Omni, which formulates its vegan dog food with glucosamine, curcumin, and turmeric – ingredients that support joint structure and mobility in dogs.

Some brands also try to add calming ingredients to address stress and anxiety issues in dogs. For instance, Petaluma uses chamomile and lavender to reduce agitation in dogs.

Brands that prioritize pet health distinguish themselves by aligning with owners’ unwavering focus: ensuring their pets’ lifelong well-being. This strategy delivers a measurable competitive edge — reducing long-term veterinary expenses, building durable trust through proactive care, and fostering customer loyalty. Collectively, these outcomes create a self-sustaining advantage, positioning brands as partners in pet care while raising barriers for competitors lacking similar commitment.

Developing hybrid diets for flexitarian consumers’ pets

Recognizing the flexitarian trend among pet owners, companies are exploring hybrid diets that combine plant-based and traditional meat-based foods. This approach caters to consumers seeking to reduce meat consumption without fully committing to a vegan diet for their pets. ProVeg International, a food awareness organization, recommends designing products suitable for flexitarian feeding practices, as a way to attract a broader customer base and increase sales by pet food companies.

Brands differentiate by focusing on fresh, instead of processed, foods

Kibble and canned food are the most prevalent forms of dog food. Currently, most vegan dog brands offer dry foods in the form of kibbles and treats. However, the process of producing kibble involves extruding ingredients at high temperatures, which might destroy essential nutrients in a dog’s diet. These foods can also contain excessive preservatives to extend shelf life and fillers to bulk up to the product, compromising their nutritional value and making them less suitable for a dog’s long-term health.

As awareness of this grows, players are strategically expanding their focus to adopt gentle production methods, offering minimally processed meals from fresh (and sometimes organic) ingredients. For instance, UK-based Bramble and US-based start-up PawCo Foods offer oven-baked fresh meals. The oven-baked slow-cooking process allows easy digestion with better nutrient availability for the dog’s optimal health. A few brands also use organic ingredients in their product formulations to attract consumers. For instance, Petaluma uses about 50% organic ingredients in its dog food.

Plant-based fresh meal options are still not common, thus providing these companies with a competitive advantage in this highly competitive industry.

However, fresh, unprocessed meals and organic ingredients can be considerably more expensive than conventional kibbles and other vegan pet foods. Furthermore, fresh vegan meals are less available in comparison to popular kibbles. Due to the high prices and limited distribution, many consumers may struggle to maintain these pet meals over the long term. Consequently, players pursuing this strategy may face strong competition from other vegan dog food brands that might offer better distribution and price their products more affordably.

Companies use sustainability to attract ethically driven consumers

Several vegan dog brands emphasize their environmental commitment to attract pet owners with ethical and sustainability values. These companies advertise practices such as eco-friendly packaging, ethical sourcing, advanced production processes, and lower carbon footprint.

For instance, Petaluma promotes itself as a green vegan dog food brand, catering to pet parents who prioritize sustainability. The company regularly publishes the products’ lab results and sustainability practices on its website. In addition, it offers its products in attractive compostable packaging with graphics that illustrate dogs and humans working together to achieve a better planet.

While emerging companies and smaller brands use the sustainability approach to gain customers’ attention, more prominent brands might struggle to justify their eco-friendly claims. These popular brands have a broader range of traditional (and cheaper) products that they produce using less sustainable processes. When these companies promote their plant-based pet food products, environmentally conscious pet owners might perceive them as capitalizing on the growing demand without genuine environmental commitment. Consequently, pet owners may view these larger brand products as examples of greenwashing and dismiss their sustainability claims.

Plant-based food brands use diverse strategies for price competitiveness

Plant-based pet foods are mostly pricey due to several factors. These products are still niche and produced primarily by smaller companies with limited sourcing and production capabilities, factors that increase costs.

Additionally, these foods use high-quality, complex plant ingredients, involving extensive research, development, and testing, to ensure nutritional completeness. The high prices may prevent customers from buying these products.

Offering subscription models to make products more affordable

Currently, many companies provide subscription-based purchases associated with discounts to offer more affordable options to customers. These options allow the companies to lock customers for a long time, creating recurring revenue streams.

Using direct-to-consumer models to build trust and loyalty

Vegan dog foods are not mainstream yet. Companies in this space, especially smaller firms, use e-commerce sites and online pet retail platforms to increase their brand visibility and reach. However, over recent years, they have increased the use of direct-to-consumer models where companies sell directly to customers through their websites.

Unlike online retail platforms, this model allows companies to gain more control over product pricing and achieve better profit margins without having any middlemen involved. Several companies offer customized vegan meal plans that they tailor to the dog’s age, health conditions, and dietary preferences. This model allows companies to foster a direct consumer relationship, thus building trust and loyalty.

Introducing process optimization to reduce production costs

There is also an increasing instance of smaller brands collaborating with larger companies to lower production and distribution costs. A few companies have started exploring innovative technologies to increase efficiency and lower production expenses. For instance, PawCo is leveraging AI to test its products’ palatability and to streamline simulation and production processes.

While smaller companies undertake various internal efforts to reduce product costs through process optimization, these companies might still struggle to compete with larger brands to provide affordable plant-based pet foods. Large companies offer vegan pet foods at affordable prices due to their strong brand presence, financial resources, and versatile distribution networks.

 

Read our related Perspective:

Pet and Animal Health M&A: What’s the Scoop on the Industry’s Latest Shake-ups?

Plant-based food for cats poses greater challenges

While plant-based dog food is becoming more common, developing vegan cat foods is more challenging. Cats are obligate carnivores, meaning their nutrition relies primarily on animal-based meat. Cat owners have been skeptical about the nutritional profile of vegan diets. This makes them less willing to embrace such options for cats compared to dogs.

This creates an opportunity for players to innovate and compete in targeting cat owners. Some companies have been exploring solutions such as cultivated meat as an alternative to plant-based meat foods. For instance, Meatly, a UK-based start-up, has been exploring meat cultivation for cat food using cells from chicken eggs. While costly in R&D, this innovation could tap into a large market segment, offering cat owners more choices.

EOS Perspective

Health and sustainability will drive market growth in the West

While North America currently leads the market, Europe is not far behind and will likely experience significant growth in the coming years. Pet owners in the USA and Europe have been actively looking for plant-based pet foods that offer improved health benefits including oral, skin, joint, digestive and immune health.

Furthermore, there has been a growing demand for sustainable pet food products in these regions. Many pet owners are willing to pay high prices for vegan pet foods that promise minimal environmental impact and improved pet health.

Players in the Western plant-based pet food markets who are most likely to succeed will be those who effectively combine innovation, customization, sustainability, and consumer trust.

Asia-Pacific will be a rising frontier for players with localized strategies

Although the Asia-Pacific region lags behind North America and Europe in demand and availability of such products, it is poised for steady market growth. Key drivers mirroring Western trends, such as heightened pet health awareness, rising disposable incomes, and the growing appeal of veganism, are gaining traction across Asia.

The Asia-Pacific region’s diverse dietary and cultural preferences present both challenges and opportunities.

In recent years, some international plant-based pet food companies have entered Asia-Pacific, often forming partnerships with local retailers and pet food companies. For instance, in 2020, American V-dog launched its first plant-based pet food through Whole Foods, a major wholesale distributor in Japan. Such collaboration with Whole Foods, a reputable distributor, likely provided V-dog with strong market visibility and credibility. This entrance can serve as a strategic blueprint for other players aiming to expand into the region.

The region’s diverse diets and ingredients demand that companies tailor products to local preferences, such as incorporating sweet potatoes and seaweed in Japan. By aligning with these preferences, players can effectively navigate varied consumer demands. Those who can achieve that are better positioned to build relatability and trust with consumers, ensuring sustained long-term growth. A one-size-fits-all approach, or directly transplanting Western products into the regional markets, is unlikely to succeed.

The surge in online shopping across Asia-Pacific offers a significant opportunity to bypass traditional retail markups and reduce costs for consumers. Online platforms offer good growth avenues for brands that know how to strategically leverage e-commerce channels.

Asia’s price sensitivity will require careful threading

Price sensitivity will remain a critical factor and a barrier in this region, especially in developing economies such as India and China, where affordability often outweighs premium positioning. Here, players must adopt localized pricing strategies that cater to local economic conditions.

This can include offering smaller, budget-friendly packaging that can make plant-based pet food accessible for middle-income households. Hybrid products (combining plant-based and traditional ingredients) can serve as a cost-effective entry point for price-conscious consumers.

Subscription models, bulk discounts, and tiered pricing are good strategies for keeping product pricing accessible and relevant across diverse income levels. Tiered pricing, in particular, works well in markets with wide income disparities: simple formulations and no-frill products for budget-conscious consumers, enhanced formulations for middle-income buyers, and advanced formulations with premium ingredients for the high-income pet owners.

The regional markets also require investments in promotional campaigns, loyalty programs, and value-added offers that can further improve affordability and perceived value.

Brands that strike a balance between quality and affordability will likely appeal to a broader consumer base, ensuring deeper market penetration and success in the region.

 

Pet and Animal Health M&A What’s the Scoop on the Industry's Latest Shake-ups by EOS Intelligence
by EOS Intelligence EOS Intelligence 1 Comment

Pet and Animal Health M&A: What’s the Scoop on the Industry’s Latest Shake-ups?

719views

The pet and animal health market has seen a recent surge in M&A, signaling shifting dynamics within the industry. While rising pet ownership and increasing pet care awareness are creating positive momentum for the sector, broader trends are pushing major players to venture into the industry.

Many European players are focusing on cross-border acquisitions

M&A activity is particularly robust in Western markets

A significant number of mergers and acquisitions observed recently in the industry indicate a desire for major players to consolidate their positions and expand geographically in a bid to build their global presence and diversify revenue sources. Many companies pursuing geographic diversification are targeting Western markets with well-established pet care, mainly due to high disposable incomes, advanced veterinary services, and a cultural tendency to indulge pets.

An example of such a move is the 2023 acquisition of UK-based Kin Vet Community by Perwyn Capital, a European private equity (PE) investor, to gain entry into the UK veterinary services market. This acquisition aims to capitalize on the UK veterinary services market’s significant growth, which has risen from US$6.4 billion in 2021 to almost US$8 billion in 2023.

The UK-based veterinary sales and service provider, Animalcare Group acquired Australia-based Randlab in 2024 to strengthen its presence in the equine veterinary market. With this acquisition, Animalcare Group will be able to bolster its existing product portfolio and expand from the UK and Europe into Australia and New Zealand.

Similarly, Sweden-based investment company EQT Partners acquired VetPartners, a veterinary care network spread in Australia and New Zealand, in 2023. This move will not only help EQT enter the Australian and New Zealand veterinary markets but also help gain a strategic position in the veterinary industry with a network of 267 clinics and hospitals.

Experts believe that all these recent acquisitions indicate a desire of players to solidify their industry presence and widen their customer base, especially in the lucrative Western markets.

Central Europe is also experiencing a notable uptick

While M&A activity is the strongest in Western markets, some companies are also looking to Central Europe to search for their acquisition targets. An example is the 2024 acquisition of Bratislava-based VetCare Group by AniCura, a Swedish veterinary care provider owned by US-based Mars. This acquisition will add ten clinics to AniCura’s portfolio, three in the Czech Republic and seven in Slovakia. This strategic move also marks AniCura’s entry into the Czech and Slovak markets, significantly expanding its footprint in Central and Eastern Europe and complementing AniCura’s existing presence in Poland.

The developing markets are also grabbing players’ attention

A few players are also showing interest in developing markets such as Asia and Africa, where pet ownership is increasing, but veterinary and pet healthcare infrastructure remains underdeveloped.

Strategic acquisitions are increasing in Africa

Africa is a particularly lucrative investment zone with a favorable market situation for able players interested in investing in the continent’s animal health sector. This is due to barriers in local drug manufacturing, lack of local vets in private practice, and shortage of veterinary drugs.

A recent example of such an investment is Dutch-based animal nutrition company Nutreco’s 2024 acquisition of AECI Animal Health in South Africa. With this acquisition, Nutreco intends to utilize AECI’s expertise in animal nutrition to bolster its operations in South Africa. This move is also expected to allow Nutreco to tap into AECI’s distribution network and manufacturing facility in Burgersdorp, expanding its footprint in Africa’s crucial markets.

Similarly, in 2022, Ireland-based Bimeda acquired Afrivet, an animal health product distributor based in South Africa. This acquisition facilitated Bimeda’s entry into the African animal health products industry.

Foreign players are targeting the growing Asia-Pacific market

The Asia-Pacific (APAC) animal health market is also seeing similar interest from many competitive players. The pet care market in Asia, though still developing in several areas, is experiencing rapid growth. Countries such as China, India, and Japan are seeing a rise in pet ownership and heightened awareness regarding pet health. This makes it a great place for players looking to concentrate on various growth strategies, including collaborations, partnerships, agreements, and M&A, to strengthen their market presence.

An example of a recent strategic acquisition in the Asian market was France-based animal health company Virbac’s purchase of Japanese ORIX Corporation’s animal health subsidiary, Sasaeah, in 2024. The acquisition will help position Virbac as a leader in Japan’s farm animal vaccine market, particularly in the cattle sector. Sasaeah already has a strong presence in Japan and develops a wide range of veterinary products for both farm and companion animals. With this acquisition, Virbac will also gain Sasaeah’s local manufacturing facilities in Japan and Vietnam and its R&D capabilities. It will also strengthen Virbac’s status as a major player in the Japanese animal health market and offer opportunities for further expansion throughout Asia.

Virbac also acquired in 2023 a majority stake in Globion, a poultry vaccines company located in India, as part of its strategy to enter the avian vaccines market in the region and expand its geographic reach.

Similarly, in 2022, Germany-based Symrise AG, the parent company of Diana Pet Foods, which provides palatants for the pet food industry, acquired Wing Pet Food, a leader in pet food palatability in China. This acquisition gave Symrise access to the APAC markets.

Though the acquisition efforts are much lower in the developing markets, with favorable conditions such as increasing pet ownership and rising demands for efficient veterinary care, interested players can expect an overall improvement in market conditions and attractiveness in the future.

Major players are vying for smaller companies in a bid to grow product portfolios

Beyond increasing the geographical reach, the M&A activities aimed at expanding and strengthening companies’ product portfolios are also a significant trend observed in the animal health industry. Many big players are eyeing smaller firms to build comprehensive portfolios that can compete more effectively against other industry giants.

An example is the 2024 acquisition of Boston-based Invetx, which specializes in protein-based animal therapeutics and monoclonal antibody (mAb) development, by UK-based Dechra Pharmaceuticals. This acquisition enhanced Dechra’s specialty therapeutics portfolio for pets and provided access to the growing mAbs market. It will also introduce new technological capabilities, strengthen Dechra’s pipeline, and create significant future growth opportunities for the company.

Similarly, in 2024, the NJ-based Merck Animal Health acquired Indiana-based Elanco Animal Health’s aqua business to enhance Merck’s position in the aquaculture sector. This includes medicines, vaccines, supplements, and nutritional products for aquatic species, as well as two manufacturing facilities located in Vietnam and Canada and a research center in Chile. With this acquisition, Merck aims to strengthen its extensive portfolio, including warm and cold water products, vaccines, anti-parasitic treatments, and nutritional supplements.

Many other acquisitions materialized in 2024 in a similar vein. This includes Animalcare Group’s acquisition of Randlab to enter the equine care market and Australia and New Zealand’s animal health market. Also, South Korea-based Easy Bio acquired US-based Devenish Nutrition to bolster its feed additive and premix operations in North America.

Players are focusing on consolidation to bolster their veterinary service offering

The veterinary services segment is also seeing robust consolidation. Several corporate buyers acquired independent clinics and businesses to strengthen their market position and access the robust customer base of the target companies. Significant consolidation has been visible in the USA and globally for the past three decades.

A recent example is Norway-based veterinary dental care provider EMPET acquiring Smadyrklinikken, a Norway-based provider of veterinary services, including surgery and emergency care, in 2023. EMPET also acquired a Norway-based horse treatment clinic, Hesteklinikken Bergen, in 2024, further expanding its veterinary treatment scope.

Similarly, in 2024, Miami-based at-home veterinary care provider The Vets merged with Boston-based BetterVet, a mobile veterinary service provider, to combine the strengths of both companies and enhance their pet healthcare services across the USA.

Another acquisition along the same line in 2024 was that by Pavo, part of the Netherlands-based ForFarmers‘ global equine organization, which acquired Thunderbrook Equestrian, operating primarily in the UK and Ireland. Thunderbrook offers a diverse range of products, including conventional and organic horse feed, supplements, and herbs, supported by a strong distribution network and online presence. Experts expect this acquisition to enhance Pavo’s distribution capabilities.

Private equity firms are also targeting pet health firms

It is not only businesses within the veterinary or pet sector that are acquiring clinics and animal health businesses, but also companies from other industries and PE firms.

One example is the 2024 acquisition of Ireland-based veterinary products manufacturer Chanelle Pharma by Exponent Private Equity, a UK-based PE firm. Chanelle specializes in R&D and has a prominent position in the market as a producer of generic pharmaceuticals for both human and veterinary use. This acquisition offers Exponent many opportunities for investments in product development and R&D.

Similarly, UK-based PE firm Apax Partners, in 2023, acquired stakes in US-based pet care software service provider Petvisor to focus on accelerating innovation and to position itself as a market leader in the pet software segment.

This trend will continue since the pet care market is expanding remarkably. According to Fortune Business Insights, an India-based market research firm, the global pet care market valued at US$246.7 billion in 2023 is expected to reach US$427.8 billion by 2032. Experts anticipate that this significant growth fueled by the increasing trend of pet ownership will prompt more PE firms to invest in the pet care market.

Pharmaceutical and vaccine segment is seeing acquisitions with rising pet diseases

The growing demand for specialized pet treatments is driving M&A in the pharmaceutical and vaccine segments of the pet health industry. The rising cases of pet and livestock infections and increasing zoonotic diseases are creating a strong demand for improved treatments, conveniently available medicines, and vaccines. This has prompted many players to divert their attention toward acquiring companies in the veterinary pharma segment to gain market access.

An example is the 2024 acquisition of Iowa-based animal pharmaceuticals and vaccines manufacturer Diamond Animal Health by Minnesota-based animal compounding pharmacy, Veterinary Pharmaceutical Solutions. Experts see this acquisition as the first step in VPS’s plans to grow its capabilities, market presence, product offerings, and research capabilities.

Another example is the 2023 acquisition of PetMedix, a UK-based firm developing species-specific therapeutic antibodies for pets, by US-based Zoetis, a global animal health firm. With this acquisition, Zoetis has gained access to PetMedix’s portfolio of antibody drug candidates targeting unmet clinical needs in dogs and cats with chronic and terminal diseases, including oncology and inflammatory diseases.

Similarly, the US-based Better Choice Company‘s acquisition of Canada-based Aimia Pet Healthco in 2024. This move will allow Better Choice to lead internal clinical trials focused on addressing the increased demands for treating obesity-related issues in cats and dogs.

In 2023, Zoetis acquired Germany-based veterinary care company Adivo, which focuses on creating animal therapeutic antibodies. This acquisition will allow Zoetis to leverage Adivo’s existing libraries of species-specific antibodies, facilitating the creation of a diverse array of new veterinary products.

The vaccine market in emerging economies such as Asia-Pacific is also seeing some scattered M&A activity. Virbac’s 2023 acquisition of a majority stake in India-based poultry vaccines company Globion to venture into the growing avian vaccines market can be seen as an instance of this budding trend.

Preventive care and wellness players are becoming attractive targets

A 2023 survey published by the American Veterinary Medical Association indicated that 76% of pet owners consider their pet’s safety and health a top priority. This disposition has also started influencing how pet owners choose food for companion animals, prompting them to opt for organic and healthy treats. All these have made diagnostics, preventive care, and sustainable health a hot topic among interested players, leading to some major acquisitions.

Wellness and preventive care players are attractive acquisition targets

Many acquisitions in the animal health industry are also focused on wellness and preventive care businesses. The factors driving this trend are the rising awareness among pet owners about the advantages of preventive healthcare, early disease detection, and overall wellness of the pets in the long term.

An example is the 2024 acquisition of US-based treat and pet care company Riley’s Organics by Skane-based Swedencare‘s subsidiary business, Pet MD Brands, marking its entry into the organic dog treat market in the U.S. The acquisition will give Pet MD access to Riley’s premium organic dog treats and nutritional supplements targeting coat and skin health, liver support, ear care, etc.

Similarly, Antelope, a US-based company that offers premium pet care products and services, has acquired My Perfect Pet, a US-based brand known for its ‘gently cooked’ dog and cat food. With this acquisition, Antelope can strengthen its portfolio with My Perfect Pet’s nutritionally balanced pet food without preservatives.

Veterinary diagnostics surge as acquisitions drive segment growth

The veterinary diagnostics sector has also seen some recent acquisitions. Mars, currently a leading name in the pet health segment, acquired Cerba HealthCare’s stake in the French veterinary diagnostics firms Cerba Vet and Antagene. Mars made a similar decision in 2023 when it acquired US-based Heska, a veterinary diagnostic and specialized solutions provider. All these acquisitions can help Mars position itself as a major competitor in the pet diagnostics sector.

Similarly, in 2024, US-based Ollie, a subscription service for fresh dog food, acquired Dig Labs, a diagnostic company that delivers real-time health screenings for pets, including stool analysis and weight management. This acquisition also aims at helping pet owners monitor their pet’s food intake and get personalized food intake recommendations to prevent health issues.

We expect the veterinary diagnostics segment to grow significantly, and M&A activity will continue accelerating in the coming years.

EOS Perspective

The flurry of M&A activity in the animal health sector highlights the industry’s significant potential. Along with the existing trends, experts believe there are many more segments interested and able players looking to consolidate their position in the industry can focus on.

Online and mobile pet care is a promising area for businesses considering investment or acquisition within the pet health sector. Companies that can effectively navigate this space will likely capitalize on the increasing demand for online services, likely through acquiring businesses with an established customer base to strengthen their portfolio. It will also help firms enhance their competitive edge through a digital-first approach. The 2024 acquisition of The PharmPet Co by Pharmacy2U, both UK-based firms, can be seen as one of the early steps in this direction. This merger will allow Pharmacy2U to offer pet medicines online to customers.

A nascent trend that could offer opportunities in the future is pet owners’ increasing interest in their pets’ gut and microbiome health. Experts believe this inclination of pet owners will increase in the coming years, creating a massive market for pet foods and supplements, especially those containing probiotics and gut-supporting formulas. This will make profitable businesses in the pet supplement segment a lucrative option for able and interested players to focus on.

Read our related Perspective:
 Poop to Pills: Is FMT the Future of Veterinary Medicine?

Sustainable and eco-friendly products are another segment with growing attractiveness thanks to the ever-increasing environmental awareness. As in many other markets, pet owners will seek products that consider environmental impact. With consumers aligning their choices with eco-friendly solutions, we can expect major brands to merge or acquire companies making eco-friendly pet products. The 2024 merger of Chr. Hansen and Novozymes, both Denmark-based firms, to create Novonesis is an example. With this merger, the new company aims to develop microbial solutions and enzymes while focusing on minimizing chemical use and advancing climate-neutral practices.

Japan's EV Hesitation The High Cost of Delay to Its Automotive Sector by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Japan’s EV Hesitation: The High Cost of Delay to Its Automotive Sector

1.5kviews

Japan is the world’s fourth largest automotive manufacturer, behind China, the USA, and India. The country has been long known for its innovation, technology, and efficiency in car manufacturing. Despite being one of the automotive superpowers, Japan has been slowly losing its dominance, struggling to maintain its competitive edge on the global stage. Rising consumer demand for electric vehicles (EVs) and Japan’s slower rate of adopting EV technology have largely contributed to this downfall. In 2022, Japanese brands accounted for less than 5% of global EV sales.

A 2022 report by the Climate Group, an international non-profit organization, warns that if Japan fails to adapt swiftly to global EV trends, the country could witness a 50% reduction in auto exports, impacting over 14% of its GDP by 2040.

Japan prioritizes hybrids and plug-in hybrids over electric vehicles

Japanese automakers are the pioneers of the EV development. Toyota launched Prius, the first mass-produced hybrid vehicle, in 1997, marking a significant development in the global automotive industry. Following Prius, Nissan launched Leaf in 2010, which gained significant attention worldwide as the first mass-produced battery electric vehicle.

Despite being the first to the EV revolution, Japan has failed to make a strong footprint in the global EV race so far. Japanese automakers have been largely skeptical about the EV’s future, profitability, and proposed environmental benefits. This has led them to tread cautiously. Instead, the Japanese government views hybrids (HEVs) and plug-in hybrids (PHEVs) as a strategic priority. It claims these vehicles meet both emissions targets and offer customers electrification features.

However, other major markets, such as the USA, China, the EU, and the UK, are trying to curtail HEVs and internal combustion engine vehicles (ICEVs) sales within the next 10-15 years. For instance, in 2021, the EU Commission announced a ban on ICEVs, including HEVs and PHEVs, starting in 2035. Similarly, the UK government proposed to ban all ICEVs beginning in 2035.

While Japan decided to ban gasoline vehicles by 2030, much of its focus is on promoting HEVs. Japan currently dominates the global gasoline-electric hybrids (HEVs) market and hopes to leverage its massive investment in the technology. Consequently, the country has delayed a significant push for EV adoption. Japan’s strong emphasis on hybrid technology has made other countries, especially China, gain a massive lead in developing and commercializing battery electric vehicles (BEVs).

With the looming bans on ICEVs and the increased consumer preference for BEVs over gasoline-powered engines, the limited number of Japanese BEVs on the market has led to a subsequent loss of market share for Japanese automakers.

Japan's EV Hesitation The High Cost of Delay to Its Automotive Sector by EOS Intelligence

Japan’s EV Hesitation The High Cost of Delay to Its Automotive Sector by EOS Intelligence

Traditional auto manufacturing environment makes the EV switch difficult

Japan’s economy is intertwined with its auto industry. Automotive manufacturing accounts for about 2.9% of the country’s GDP and 14% of the manufacturing GDP. The country spent years working on perfecting the ICEV automotive technologies and manufacturing. Japan wishes to retain its advantage from ICEVs for as long as possible. The current prevalence of traditional manufacturing capabilities and well-established supply chains make the country hesitant to switch to EVs.

ICEVs and EVs cannot be manufactured on the same platform. Remodeling existing ICEV facilities into EV facilities is a daunting and cost-intensive task. Moreover, as EVs require fewer parts, Japanese automakers are concerned about the impact on their extensive networks of components and parts suppliers, which could disrupt the entire industry.

Further, the significant costs associated with developing EV production technologies and platforms have led these automakers to question the potential profitability of EVs. Japan’s complacency with ICEVs has resulted in its lagging position in the global EV race.

Japan’s focus on fuel cell vehicles hampers EV development

Japan is a country with the least self-sufficient energy system. The country imports over 90% of its energy, heavily relying on foreign sources. Energy independence has been Japan’s major strategic goal for many years now. The government views hydrogen as a crucial clean energy source since the country can produce it domestically. On the contrary, EVs use electricity and could further increase the country’s energy dependence.

The government invested about US$3 billion between 2012 and 2021 in hydrogen technology. Some 70% of that was dedicated to fuel cell vehicles (FCEVs) and related infrastructure. The country aims to sell 800,000 FCEVs by the end of 2030 and provides massive subsidies and funds to Japanese automakers to research, develop, and commercialize FCEVs.

Thanks to substantial government support, in 2014, Toyota launched Mirai, the first mass-produced fuel cell vehicle. However, high fuel costs and insufficient hydrogen infrastructure have slowed its adoption in the country. As of January 2023, Japan had only built 164 hydrogen stations nationwide, far behind the target of 1,000 stations by 2030.

FCEVs demand and sales have not picked up the pace owing to the limited number of fueling stations and FCEVs’ high running costs. Automakers sold only 8,283 fuel cell vehicles by the end of July 2023. This was far below the sales that could lead to the 800,000-vehicle target set for 2030. Japan’s heavy focus on hydrogen technologies contributes to the slow EV transition, impacting its competitiveness in the global automotive space.

Increased EV competition puts Japan in a tight spot

Due to the surging interest in EVs, automakers from China, South Korea, Germany, and the USA have disrupted Japan’s dominance in the automotive sector over the past few years. This shift is especially evident in emerging markets such as Southeast Asia, with a surging demand for EVs. International automakers, especially the Chinese, have slowly expanded their presence in this region.

For instance, several Chinese automakers have entered Indonesia over recent years, challenging Japan’s long-standing dominance of the Indonesian automotive market. Wuling, a prominent Chinese EV automaker, has gained significant popularity in Indonesia, making it the seventh preferred car brand. In May 2024, BYD, another Chinese automaker, announced its plans to build a US$1 billion EV production facility in West Java, Indonesia. To be completed in 2026, this facility would significantly improve the Chinese market presence in Indonesia, which might further weaken the Japanese market share. Meanwhile, South Korean automakers Hyundai and Kia are also making significant strides in the Indonesian market.

Japanese automakers have also been losing their grip in Thailand as EVs are gaining traction. In 2023, new vehicle sales of Mazda, Mitsubishi, Nissan, Suzuki, and Isuzu fell by 25% in the country, while the market share of Chinese brands increased to 11% from 5% the previous year. As a response to these shifting dynamics, Japanese automakers either choose to close or merge factory operations in Thailand. In June 2024, Suzuki Motor decided to stop making cars in Thailand altogether. China’s BYD and Great Wall Motor are spending US$1.4 billion on new EV production and assembly facilities in Thailand to facilitate domestic production and overseas sales.

Sales of Japanese brands have also plunged in China in recent years. Amid low sales and intense EV competition, in October 2023, Japanese automaker Mitsubishi Motors announced its exit from a joint venture with the Guangzhou Automobile Group, a China-based automotive manufacturer. They shut down all the local manufacturing operations.

With the rising preference for EVs, Japanese automakers will likely face more fierce competition, which could profoundly transform their position in the global automotive landscape.

Toyota and Honda look to strengthen overseas EV manufacturing capabilities

Amidst increasing competition, Japanese automakers have recently started investing in EV technologies and production to catch up with rivals such as China, Europe, and the USA. Large carmakers, such as Honda and Toyota, are looking to develop and commercialize solid-state batteries to enhance the competitiveness of their EV line-up in the global EV market. These batteries are relatively safer than lithium-ion batteries, offering greater energy density and quick charging times. For instance, Toyota claims its first-generation solid-state batteries would cover a range of about 520 miles (about 830 km), with a 10-minute charging capability.

Toyota and Honda want to strengthen their EV supply chain, especially in North America. Toyota plans to launch a three-row electric SUV in the USA in 2025, now postponed to 2026. This SUV will be the company’s first electric car assembled locally. Toyota invested US$8 billion in its Princeton, Indiana facility to support production and added a new battery pack assembly line. The company has also invested considerably in preparing its facility in Kentucky for another three-seater electric SUV manufacturing.

In the European market, Toyota is looking to release six electric models by 2026 amidst the increasing demand. As its sales are shrinking in China, Toyota plans to launch an EV with autonomous driving technology in 2025. In Thailand, Toyota is set to launch an electric pickup truck in 2024.

In January 2024, Honda announced an investment of US$14 billion to build an electric car and battery plant in Ontario, Canada. The carmaker also announced an investment of US$700 million to start EV production in Ohio, USA. Honda said it would invest nearly US$65 billion in EVs till 2030. It plans to sell two million BEVs by 2030 and aims to make 40% of the vehicle sales either EV or FCEV by the same year.

Nissan, another giant Japanese carmaker, plans to achieve 40% of global offerings as EVs by 2026. However, Nissan’s EV strategy is largely unclear compared to Toyota and Honda. As Nissan struggles to counter the EV dominance, the company has increasingly leveraged partnerships with carmakers such as Mitsubishi and Renault to bolster its EV supply chain and production. In March 2024, Nissan and Honda did a joint feasibility study on vehicle electrification. Together, the companies look to develop automotive software platforms, core components related to EVs, and other electrification components.

Suzuki Motor has also announced its plans to invest approximately US$35 billion by 2030 in BEVs. The company plans to introduce BEVs in Europe, Japan, and India over the next few years.

Some smaller automakers, such as Subaru, Mazda, and Mitsubishi Motors, are still unclear about their EV transition and face daunting challenges in rolling out EVs.

EOS Perspective

Japanese automakers are realizing their difficult position and plan to bolster their EV manufacturing and technological capabilities. However, it requires significant efforts, and the road to EV transition will not be easy.

One of the critical factors affecting Japan’s EV adoption is the supply chain constraints. Japan does not possess the minerals necessary to make batteries for EVs. The country primarily depends on its rival, China, for approximately 60% of its rare earth requirements. Globally, China refines 90% of critical minerals, including 60% to 70% of lithium and cobalt, needed to make EV batteries. The Japanese government is looking to diversify its EV manufacturing supplies to reduce its reliance on China. The country has taken significant strides to develop critical mineral resources with other countries such as the USA, Indonesia, and Australia. Inevitably, all these efforts would take a lot of time and money.

Japanese automakers are also less proficient in vehicle software development, an aspect that EVs require to a great extent. To address this challenge, leading Japanese automakers have partnered with other automotive companies to develop software for EVs. In August 2024, Honda, Mitsubishi Motors, and Nissan announced a collaboration to develop software-defined vehicles (SDV), to standardize battery technology, and to reduce EV production costs.

Mass-producing EVs at a competitive price is one of the other significant challenges for Japanese automakers. Currently, China-based BYD and CATL supply 50% of the batteries for EVs globally. These companies spent years perfecting the cost-effective battery technology using lithium iron phosphate (LFP) cathodes. They have strong expertise in efficiently transferring innovations from R&D into large-scale production.

However, unlike China, Japan still depends on lithium-ion batteries using NMC cathodes, which involve lithium, nickel, manganese, and cobalt. These batteries are cost-intensive in comparison to China’s LFP batteries. BYD and CATL produce batteries at lower capital costs (below US$60 million per gigawatt hour). In comparison, Japan’s Panasonic produces batteries at US$103 million per gigawatt hour. It would take years for Japan to perfect the battery technology and mass-produce EVs at affordable prices.

Japan has also not yet established comprehensive policies and strategies to push EV adoption. Stringent regulations have hampered the expansion of EV charging infrastructure in the country. On the other hand, since the 2010s, countries such as the USA, China, and Norway have started implementing measures such as EV purchase subsidies, tax rebates, and procurement contracts to promote EV sales. China invested over US$29 billion between 2009 and 2022 in promoting EVs. If Japan does not take similar measures soon, its ability to foster an EV-friendly environment will be significantly compromised.

Continuous Glucose Monitoring Devices Overcoming Barriers in LMICs by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Continuous Glucose Monitoring Devices: Overcoming Barriers in LMICs

437views

The rising prevalence of diabetes in low- and middle-income countries (LMICs) underscores the need for advanced diabetes management solutions. Continuous glucose monitoring (CGM) systems are highly valuable but face limited adoption in LMICs due to high costs, infrastructure inadequacies, issues with accessibility, affordability, and limited insurance coverage. On the other hand, these countries offer opportunities to develop scalable CGM solutions tailored to the needs of LMICs and to penetrate these markets.

Over the past decade, the global prevalence of diabetes has surged, with a notable concentration in LMICs, particularly across India, China, the Middle East, and Southeast Asia. The LMICs now host the majority of nearly 540 million people living with diabetes.

Read our related Perspective:
  The Future of Diabetes Care: Key Innovations in Continuous Glucose Monitoring

Effectively managing diabetes in LMICs is crucial and requires advanced solutions for precise and consistent monitoring of blood glucose levels. However, the CGM adoption rate remains low in developing and underdeveloped countries. As LMICs seek to incorporate these advanced solutions into their healthcare systems, they face numerous challenges.

Why is CGM adoption and acceptance lagging in emerging economies?

CGM systems are a revolutionary diabetes management tool. Despite the critical role it plays in advancing diabetes care, the high cost, uneven distribution, and inadequate infrastructure severely restrict their access, particularly in LMICs.

High costs hinder CGM adoption

A substantial barrier to adopting CGM systems in LMICs is their prohibitive cost. The average cost of CGM systems can be between US$120 and US$300 per month, placing them predominantly within the realm of those who can pay out of pocket.

For instance, the Dexcom G6 system, which includes sensors and transmitters, costs approximately US$300-US$350 per month. This price makes it out of reach for most individuals in LMICs, where average incomes are significantly lower.

As highlighted by a 2023 report by FIND, while an estimated 55,000 individuals live with type 1 diabetes in Kenya and South Africa, only about 10% are currently utilizing CGM systems. Many LMICs do not have subsidized healthcare or insurance coverage systems, which makes the situation worse. Consequently, the high cost of these devices creates a significant affordability gap, further entrenching healthcare inequalities.

In countries such as Iran, Lebanon, and Pakistan, the absence of governmental support and the unavailability of CGM technology highlight a broader issue. In many of these countries, private sector’s efforts are underway to bring diabetes-related innovations to the market, but the high costs associated with these technologies are a major obstacle.

Continuous Glucose Monitoring Devices Overcoming Barriers in LMICs by EOS Intelligence

Continuous Glucose Monitoring Devices Overcoming Barriers in LMICs by EOS Intelligence

Limited availability of CGM systems impedes diabetes management

In addition to high costs, the availability of CGM systems is another pressing issue. In many LMICs, including countries such as Turkey, Uganda, and Malawi, CGM solutions are either scarce or completely unavailable. This lack of availability limits access to advanced diabetes management technologies, crucial to improving health outcomes.

Similarly, In Egypt, where diabetes prevalence is notably high at 18.4% of the total adult population, the situation is equally challenging. The country lacks access to the latest innovations, while healthcare professionals need training in using CGM.

In LMICs, inadequate infrastructure poses a significant barrier to the widespread adoption of CGM devices. These tools rely on consistent power and internet connectivity to function optimally. However, frequent power outages, a common issue in many LMICs, can disrupt the continuous monitoring process, leading to data gaps and potential risks for patients who depend on CGM alerts for their health management.

Moreover, limited internet access, especially in rural areas, can severely impact the real-time data-sharing capabilities of CGM systems. This is particularly evident in African nations such as Niger, Nigeria, Chad, and South Africa, where infrastructure challenges are more pronounced.

For instance, South Sudan, with one of the lowest Infrastructure Index ratings in the region, faces critical limitations in accessing reliable power and internet services. These infrastructural deficits highlight the urgent need for targeted investments and solutions to bridge the infrastructure gap and enhance diabetes care in these regions.

Insurance coverage gaps stifle CGM access

The accessibility of diabetes management technologies, particularly CGM systems, is significantly hindered by inadequate insurance coverage and reimbursement policies.

This gap is especially noticeable in Asian LMICs such as the Philippines, where the healthcare system often does not include comprehensive coverage for these critical tools, placing a substantial financial burden on patients. In Vietnam, the National Health Insurance (NHI) scheme covers essential treatments such as oral antidiabetic medicines and insulin. However, it does not extend to glucose monitoring products. This lack of coverage forces patients to pay out-of-pocket for CGM, making it challenging for many to access.

What lies ahead for CGM in LMICs?

As diabetes increasingly poses a global health challenge, LMICs are ramping up efforts to enhance diabetes care. Progressive government policies, innovative programs, and manufacturers expanding reach across LMICs support this shift.

Government policies facilitating CGM integration with diabetes management

In many LMICs, government agencies and organizations are slowly working towards integrating advanced diabetes management solutions into healthcare infrastructure. This is visible through various initiatives undertaken that highlight the growing importance of CGM technologies.

For instance, the Chinese government demonstrated its commitment to standardizing CGM practices by issuing the Chinese Clinical Guidelines for CGM in 2009, with subsequent updates in 2012 and 2017. These guidelines establish clear protocols for device operation, data interpretation, and patient management. The guidelines also support training of healthcare professionals, improving quality assurance, and facilitating CGM integration into the national healthcare system. In several Chinese hospitals, the implantation, operation, and daily management of CGM systems are already handled by trained nurses and head nurses within the endocrinology departments.

India has also made significant strides, particularly in 2021, with the establishment of guidelines for optimizing diabetes management through CGM. The Indian government has introduced several initiatives to foster digital health advancements, including the National Digital Health Mission.

Advancing diabetes care, the ‘Access to CGMs for Equity in Diabetes Management’ initiative, a collaboration between the International Diabetes Federation and FIND, aims to integrate CGM solutions into African healthcare systems. This initiative seeks to double the number of CGM users in Kenya and South Africa by 2025, potentially impacting 21.5 million individuals with type 2 diabetes and 213,000 individuals with type 1 diabetes in Southern and Eastern Africa.

Government support for such initiatives is pivotal, as it can significantly enhance market access and ensure that CGM technologies reach underserved populations. These collaborative efforts and governmental actions are likely to drive extensive market reach and foster a more effective response to the global diabetes epidemic.

Manufacturers driving adoption by introducing affordable CGM solutions

Customizing CGM to meet the needs of LMICs offers manufacturers an opportunity to expand device access and adoption within these markets.

Medtronic is taking the lead by customizing its CGM solutions to reduce production and distribution costs specifically for LMIC markets. By optimizing its technology to be more cost-effective, Medtronic aims to increase the accessibility of its CGM systems in regions where diabetes management tools are often limited.

Similarly, emerging startups such as Diabetes Cloud (Aidex) and Meiqi are making strides in expanding CGM availability in South Africa. These companies are introducing more affordable CGM devices designed to meet the needs of local populations, thereby broadening access to critical diabetes management tools.

Manufacturers’ strategic initiatives accelerating CGM access

Manufacturers recognize the urgent need for effective diabetes care solutions in LMICs and the significant growth potential in the underpenetrated CGM market. To capitalize on this opportunity, they are focusing on expanding their product portfolios in these regions.

Additionally, Dexcom is planning to introduce the Dexcom ONE+ across the Middle East and Africa in the near future. This advanced CGM system can be worn in three locations on the body, enhancing comfort and usability. By accommodating individual preferences and needs, Dexcom aims to improve user experience. This strategic launch underscores Dexcom’s commitment to broadening its market presence and advancing its footprint in emerging regions.

Manufacturers are also supporting research initiatives across Africa. For instance, Abbott has donated its FreeStyle Libre Pro CGM devices for research in Uganda. The research’s favorable reviews and positive outcomes reflect a notable interest in and demand for sophisticated diabetes management technologies in these regions.

Moreover, strategic partnerships amongst manufacturers highlight a broader commitment to enhance the accessibility of CGM systems by leveraging combined expertise and innovative technologies. In January 2024, Trinity Biotech and Bayer partnered to introduce a CGM biosensor device in China and India. The collaboration is poised to leverage Bayer’s expertise and Trinity Biotech’s technological advancements to enhance diabetes care in these rapidly growing markets.

These strategic initiatives will likely impact the CGM market positively in emerging economies. Increased availability of CGM systems in LMICs will to drive higher adoption of glucose monitoring technologies and stimulate further investment in diabetes care.

EOS Perspective

Despite the challenges, the CGM market in LMICs presents a compelling growth opportunity for manufacturers. With diabetes cases on the rise, there is an increasing demand for CGM systems that offer real-time glucose data to improve patient outcomes. This demand, combined with progressive government initiatives and heightened awareness of diabetes care, creates a fertile ground for market development.

Manufacturers have a significant opportunity to capitalize on this emerging market by addressing the distinct regional needs. One of the primary challenges is the high cost of CGM systems, which limits their adoption. Hence, there’s a need to develop more affordable, scalable solutions tailored to the economic realities of LMICs. By focusing on local manufacturing and distribution strategies, healthcare companies can provide cost-effective solutions that meet the needs of underserved populations.

The shortage of trained healthcare professionals further complicates the widespread use of CGM. Manufacturers can address this by implementing comprehensive training programs for healthcare providers, equipping them with the skills needed to support patients in using CGM systems effectively.

This investment could foster greater acceptance of the technology. Non-profit organizations such as Medtronic LABS have made significant contributions, impacting over 1 million individuals with diabetes and training more than 3,000 healthcare workers across Kenya, Tanzania, Rwanda, Ghana, Sierra Leone, and India since 2013. The organization educates on diabetes management, equipping healthcare workers with skills to utilize CGM systems effectively. By enhancing the knowledge and capabilities of these health workers, Medtronic LABS ensures that communities receive better support in managing diabetes, ultimately leading to improved patient outcomes and CGM adoption.

Strategic partnerships with local entities, governments, NGOs, and international organizations can further enhance market reach. Collaborations can help manufacturers navigate the complexities of the market, overcome logistical challenges, and strengthen distribution networks. Partnering with organizations with established connections and regional expertise can facilitate more effective market entry and expansion.

For instance, organizations such as FIND, the International Diabetes Federation, and the Helmsley Charitable Trust are working to create business opportunities for CGM manufacturers. They specifically target manufacturers whose CGM products are unavailable in markets such as Kenya and South Africa to improve access in these regions.

Further, programs such as the Access to CGMs for Equity in Diabetes Management and national health guidelines in countries such as China and India are laying the groundwork for improved diabetes care. By integrating CGM solutions into national healthcare plans and providing necessary training to healthcare professionals, these initiatives aim to establish a sustainable model for diabetes management. Other developing regions should replicate this approach.

In the future, sustained emphasis on innovation, affordability, and strategic collaborations are poised to transform the CGM landscape in LMICs, ensuring that these advancements are more accessible to all. As this gains traction, access to advanced diabetes management technologies is expected to improve, offering a promising outlook for millions of individuals living with diabetes.

Neuromarketing How Brands Are Leveraging Brain Science to Decode Your Desires by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Neuromarketing: How Brands Are Leveraging Brain Science to Decode Your Desires

1.2kviews

Innovative marketing strategies have become highly important for businesses in today’s crowded markets, where there is abundant competition and consumers have a vast array of options. This is why neuromarketing, a concept where brain science meets marketing, has started gaining popularity. Christened “astonishing hypothesis” by Nobel Laureate Francis Crick, it holds great promise for current and future marketers.

Neuromarketing is a marketing strategy that uses scientific methods to understand how consumers’ brains respond to products and advertisements. It measures brain activity and how people subconsciously react to ads, packaging, and products using methods such as electroencephalography (EEG), functional magnetic resonance imaging (fMRI), and eye tracking.

The goal is to uncover the underlying motivations, preferences, and decision-making processes that drive customer behavior. This approach can help marketers and businesses create more effective advertisements, develop products that meet customer needs and wants, and set appealing prices.

The concept of neuromarketing has been around since the 1990s and it gained popularity with the development techniques such as the Zaltman metaphor elicitation technique. This method allows researchers to tap into a person’s conscious and unconscious thoughts by analyzing their metaphoric or non-literal expressions.

Companies are using various approaches to adopt neuromarketing

Neuromarketing campaigns can use numerous approaches to attract customers.

EEGs and fMRIs are becoming increasingly popular

One approach is to use brain scanning techniques such as fMRI or EEG to monitor brain activity and understand how people process information.

An example is the 2011 neuromarketing study by the South Korean automotive manufacturer Hyundai. The company measured brain activity using EEG and identified the design features most likely stimulating a desire to buy. Based on the study, Hyundai also modified the exterior design of its cars.

Another one is the 2011 commercial Yahoo rolled out to attract more users to its search engine. Before launching the US$100 million rebranding campaign, the company tested the 60-second commercial featuring happy people dancing worldwide. The company had people wear EEG caps to monitor their brain activity while watching the ad to gauge its impact. The results showed that the ad stimulated activity in areas of the brain associated with memory and emotional response, suggesting it could effectively grab viewers’ attention.

Similarly, Microsoft partnered with California-based market research company EmSense in 2009 to study the brain activity of Xbox gamers to understand how engaged they are when exposed to 30- and 60-second TV ads versus in-game ads on the Xbox. The study, using EEG technology, showed that the highest level of brain activity occurred during the first half of TV ads promoting an automotive brand. Also, brain activity decreased when the same ad was repeated during Xbox Live in-game advertising. Microsoft incorporated this format to improve the ad’s memorability.

Businesses such as Frito-Lay, a US-based snack manufacturer, use EEG and focus groups to assess consumers’ genuine reactions to new advertisements. In a 2008 ad, they showed a woman pranking her friend by filling her laundry with orange Cheetos. Despite the focus group participants expressing a dislike for the ad, an EEG study revealed that they actually found it enjoyable.

The EEG-based neuromarketing trend will likely gain even more traction, especially with wearable EEG devices becoming increasingly common. In 2011, Tokyo-based multinational conglomerate Hitachi developed a portable, wearable brain scanner that neuromarketing can employ. Users can wear it while performing everyday activities, such as shopping, allowing marketers to study consumer behavior and preferences in real-life settings. This will also help them to develop marketing campaigns aligned with consumer preferences.

Neuromarketing How Brands Are Leveraging Brain Science to Decode Your Desires by EOS Intelligence

Neuromarketing How Brands Are Leveraging Brain Science to Decode Your Desires by EOS Intelligence

Marketers track eyes to identify customer preferences

Eye-tracking technology is another important technique used in neuromarketing. This technology records the movement of a person’s eyes as they view a screen, generating a heat map to show where they focused their attention. This method can be used to compare the effectiveness of different ads.

A 2009 study conducted by Objective Experience, a Singapore-based research firm, found that when people are shown a diaper ad with a baby looking directly at them, they pay less attention to the message. However, when the baby looks at the ad content, people engage more with the message.

Companies such as UK-based Unilever frequently use this method to test how their products perform in-store. In 2016, it partnered with Swedish technology company Tobii to record shoppers’ attention data while browsing products on the shelf using wearable eye trackers. The data was then analyzed to identify the features that drew shoppers’ attention, how they interacted with branding and marketing elements, and their impact on customer behavior. The insights from this study helped Unilever determine the design features that resonate most with shoppers, allowing the company to optimize brand awareness and perception.

Many other companies have also experimented with eye-tracking techniques. In 2017, the Japanese automotive manufacturer Toyota collaborated with Tobii to improve its in-store experience. The study revealed that younger shoppers spent more time on interactive digital elements, while older shoppers focused on textual information. However, it also showed that interactive digital screens generated the most engagement. This study became very beneficial for Toyota. Since consumers, such as automobile buyers, visit showrooms to make a specific purchase, eye-tracking technology can directly impact the sales of such companies.

While Unilever and Toyota collaborated with Tobii on neuromarketing strategies, UK-based pharmaceutical giant GlaxoSmithKline (GSK) has developed an in-house technique. In 2017, it launched a “Consumer Sensory Lab” to test its products using eye-tracking technology. The lab is designed to mimic a real store, allowing consumers to browse and shop while being monitored by eye-tracking devices. This allows GSK to analyze how consumers interact with products on the shelf and what packaging elements catch their attention. GSK’s investment in this technology shows that big players are now considering leveraging neuromarketing for market research and product development.

Packaging, colors, and emotions are essential in neuromarketing

Many companies are using effective packaging and experimenting with color psychology in neuromarketing. In 2009, Frito-Lay partnered with Ontario-based Juniper Park to understand why women were not choosing their products. The company identified that its shiny packaging was generating feelings of guilt in women while snacking. They redesigned their packaging using softer colors and avoided language that might trigger guilt.

Several companies use certain colors as neuromarketing tools to evoke specific emotions. US-based Coca-Cola’s use of the color red is an example. Similarly, brands such as Target and Netflix use red to convey feelings of power, excitement, and passion. Red has also been linked to increased hunger. Many fast-food chains, such as Wendy’s and KFC, use red to increase client engagement.

Many businesses also try to increase engagement by bringing out specific emotions. An example is German auto manufacturer Volkswagen’s 2011 Super Bowl ad, featuring a young boy dressed as Darth Vader trying to use “the force” on a VW Passat. Experts attributed the ad’s success to its combination of nostalgia (Star Wars), empathy (parental love), and humor (Darth Vader’s reaction).

Another example is Frito Lay’s 2018 “Operation Smile” campaign, which featured a series of smiles on the packaging of its potato chips. The campaign was designed to bring joy and happiness to customers and successfully connect with them.

Many brands are redesigning their packages and presentations using neuromarketing feedback, and the trend is expected to continue in the future.

AI integration and emotion AI are the emerging trends in the market

Integration with AI is one emerging trend that is greatly benefiting neuromarketing. As consumers engage in various online platforms, including social media, they leave a digital trail of personal information. This can be accessed by AI programs stored in the cloud.

AI analyzes this data and identifies patterns and customer preferences. This information can then be used to create effective marketing strategies. Netflix, for example, uses AI to power its recommendation engine and suggest shows based on users’ viewing history, completion rates, popularity rankings, etc.

AI also plays a crucial role in facial recognition and emotion detection. AI-driven facial tracking technologies are expected to help marketers understand how people respond emotionally to ad content more efficiently and accurately, helping them to design more engaging and impactful experiences.

Emotion AI, a type of artificial intelligence that analyzes, responds to, and simulates human emotions by detecting and interpreting emotional signals from various sources such as text, audio, and video, is another technological trend expected to benefit neuromarketing. Since this technology can capture and analyze human emotions and body language, marketers can use it to create user-centered and empathetic advertisements.

Sentiment analysis is an example, a tool used by Emotion AI that analyzes human emotions in text. This is often employed in marketing functions such as product review analysis.

An example is a 2018 campaign by the American sportswear giant Nike. The company used sentiment analysis to navigate the controversy surrounding NFL player Colin Kaepernick’s “take a knee” protest. As public opinion was divided, with both critics and supporters voicing their views, Nike partnered with California-based software development company Sentieo to monitor customer sentiments to protect its reputation. They tracked tweets and news related to the campaign before and after incorporating the “#justdoit” hashtag in Kaepernick’s tweets. The analysis also showed that consumer purchase intent improved due to the campaign, which benefited Nike.

Using tools such as Emotion AI is expected to directly affect companies’ profits since it helps them easily identify the customer’s opinion about the brand. It can also be used to detect early warning signs of customer dissatisfaction or frustration. This is expected to enable businesses to address issues promptly and reduce the risk of negative word-of-mouth or online reviews.

There are challenges and concerns about adoption

Though neuromarketing is expected to shape the future of marketing, interested players must address some concerns before taking the plunge. Critics have raised ethical concerns about its morality and the potential for privacy violations. There is also a potential for bias and inaccuracies in the research methods, leading to unreliable conclusions and flawed marketing strategies.

Larger companies with greater budgets are more likely to use neuromarketing leaving smaller players, who cannot afford the cost, at a significant disadvantage. This will widen the gap between these companies, as smaller ones will struggle to compete with larger companies’ marketing and advertising capabilities. Also, consumers may unknowingly choose products influenced by neuromarketing tactics, making it even harder for smaller companies to compete.

Moreover, larger corporations will have the means to invest in research and development of own neuromarketing techniques, further solidifying their advantage. These companies are also likely to keep the research findings proprietary, thereby limiting opportunities for smaller companies to compete.

More research is also needed to bring neuromarketing to the mainstream, especially in areas where real-time responses and feedback are required, such as in-store shopping. Since EEG technology, widely used in neuromarketing, can be compromised by interference from other electrical devices and requires subjects to remain still, it can become difficult to replicate lab-based research conditions in a real-world setting.

EOS Perspective

The marketing landscape has significantly transformed in the past few years. Consumers are now more tech-savvy and take to social media platforms when faced with an unpleasant event. Companies are also aware that negative reviews on online platforms can significantly impact a brand’s reputation within a short time. This can be increasingly managed by employing neuromarketing. Though it is still considered to be in its embryonic stage, experts believe this innovative marketing technique will reshape advertising and consumer-business relationships.

As the number of global mobile users is expected to cross 7.5 billion in 2025, according to a 2021 report by the US-based market research firm, The Radicati Group, neuromarketers are expected to collect real-time data by leveraging mobile devices. This will enable players to capture a more authentic and nuanced understanding of consumer behavior in real-world settings rather than relying solely on laboratory-based or controlled environments.

This real-time data collected using mobile devices can be used to design marketing strategies, product development, and customer experiences that are more tailored to meet consumers’ evolving needs and preferences.

Experts also believe that technological advancements such as brain-computer interfaces (BCIs) can revolutionize the marketing landscape in the near future. BCIs enable seamless communication between the human brain and machines, giving marketers access to consumers’ real-time thoughts and emotions. This is expected to pave the way for ultra-personalization, as companies can tailor their products and advertisements to individuals’ unique preferences and emotional responses.

While there are ethical concerns surrounding its use, the fact that neuromarketing is still in its early stages of development means it has the potential to evolve in tandem with addressing the ethical doubts. As technology becomes more accessible, the key challenge will be ensuring that neuromarketing is used responsibly and ethically.

What’s Fueling Asia’s Drive to Develop Wholesale CBDCs by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

What’s Fueling Asia’s Drive to Develop Wholesale CBDCs?

The emergence of Central Bank Digital Currencies (CBDCs) has become a central focus in the global financial space, as it offers the potential for revolutionary shifts in how the world conducts and manages monetary transactions. While much of the spotlight has been on retail CBDCs, wholesale CBDCs are gaining momentum globally. Asia is leading the pack in developing wholesale CBDCs that offer opportunities that may significantly impact the global financial landscape.

Asia is outpacing developed countries in the drive toward wholesale CBDCs

Wholesale CBDCs are digital forms of a country’s fiat currency. Unlike retail CBDCs, only a limited number of entities can access wholesale CBDCs, which are designed for undertaking interbank transactions and settlements. The concept of wholesale CBDCs is similar to currently available digital assets used for the settlement of interbank transactions, with the key differentiation being the use of technologies such as distributed ledger technology (DLT) and tokenization.

Wholesale CBDCs have garnered global interest with central banks. Facebook’s (albeit failed) attempt to launch its Libra cryptocurrency in 2019 was a breaking point for blockchain technology’s use in global finance, eventually spurring the development of wholesale CBDCs. Initially launched as a measure to counter private cryptocurrencies, wholesale CBDCs are fast emerging as a potential disruptor in the fintech space.

Currently, more than 30 countries are researching the use of wholesale CBDCs. Interestingly, about half of these countries are from Asia. The development of wholesale CBDCs in Asian countries has outpaced the efforts of financially strong economies such as the USA and the UK, as these CBDCs offer more tangible benefits to developing economies in Asia than their more developed counterparts.

Several Asian countries have engaged in pilot programs, and proof-of-concept runs to explore the use of wholesale CBDCs to improve the efficiency of domestic large-value transactions and cross-border transfers.

China has been at the forefront of the development and widespread testing of wholesale CBDCs. Several Southeast Asia and the Middle East countries, including India, the UAE, Thailand, and Singapore, have launched pilot programs to explore the viability of wholesale CBDCs and test interoperability for cross-border transactions.

Achieving faster and cheaper cross-border transactions is key to Asian central banks

Growth in global trade has resulted in exponential growth in cross-border transaction volumes. However, these cross-border transactions are faced with challenges. There may be involvement of potential intermediaries, varying time zones, and regulatory frictions that may cause slower settlement. Financial systems such as SWIFT have a stranglehold on the cross-border transaction ecosystem, with many of these transactions using SWIFT messaging to settle payments.

Potential intermediary fees and forex-related charges also lead to increased transaction costs. According to World Bank’s estimates, transaction costs for cross-border transactions may range up to 6% of the transfer value, a significant surcharge.

Removing friction associated with cross-border transactions is a key goal behind Asian countries’ push toward exploring wholesale CBDCs.

A growing interest in wholesale CBDCs is attracting investments in building large-value payment infrastructures in Asia, allowing for faster and more efficient cross-border transfers. Wholesale CBDCs enable central banks to transact directly with each other, removing the involvement of multiple intermediaries and resulting in quicker transaction settlement. This also results in the elimination of intermediary fees to help lower transaction costs.

Technology also adds elements of security and traceability to these digital transactions. It also offers the potential to program them by automating or restricting payments if certain conditions are met.

Challenging US dollar dominance in cross-border settlements offers additional motivation

Several Asian countries are also looking to reduce their reliance on financial settlement systems that involve US dollar reserves. Currently, most cross-border transactions involve the use of the US dollar. Countries with limited forex reserves also face the challenge of outgoing reserves, resulting in potential currency inflation and adding to the already high transaction costs.

Wholesale CBDCs offer several Asian countries, particularly those with limited US dollar reserves, an opportunity to directly transfer the amount in their local digital currencies and eliminate the need for US dollars in bilateral transactions.

Developing Asian economies, such as China and India, with significant cross-border transactions, are looking to promote their CBDCs as a potential reserve currency in the Asian region that would allow cross-border settlement directly in the digital currency. It is also in the interests of countries such as China to develop its CBDC (e-CNY) as a potential alternative to the US Dollar in cross-border trade to mitigate any potential currency-related challenges posed by economic sanctions from the USA and EU.

What’s Fueling Asia’s Drive to Develop Wholesale CBDCs by EOS Intelligence

What’s Fueling Asia’s Drive to Develop Wholesale CBDCs by EOS Intelligence

Tandem development and collaborations offer tailwinds to CBDC projects in Asia

Central banks of several Asian countries are undertaking information sharing and tandem development of CBDC infrastructures to mitigate some challenges associated with CBDC.

Recent pilot projects such as mBridge, launched by central banks of China, the UAE, Thailand, and Hong Kong, have been testing the use of a common ledger platform for real-time peer-to-peer transactions. The launch of several other projects, such as Project Mandala (involving Singapore, South Korea, and Malaysia) and Project Aber (involving Saudi Arabia and the UAE), is laying the groundwork for the widespread implementation of wholesale CBDCs.

Another potential avenue for collaboration includes forming partnerships with central banks to maintain reserves of digital cash to facilitate direct settlement. China, in particular, plans to develop e-CNY as a potential reserve currency alternative to the US dollar.

Interoperability and ownership are key challenges to CBDC implementation

While the use of wholesale CBDCs certainly comes forward as a boon, there are challenges in using these technology-driven digital currencies. CBDCs may have varying protocols, and interoperability between different CBDC frameworks remains a key challenge for implementing wholesale CBDCs for cross-border transactions.

Establishing common technical and operational standards is essential to ensure CBDC interoperability. Currently, most pilot programs involve CBDCs with common or similar technological frameworks and rules, which limit the application of wholesale CBDCs to a certain number of compatible entities.

Recent research projects are laying the groundwork for CBDCs’ compatibility with various ledgers and technical frameworks. However, significant testing will be required before compatibility can be established across the Asian region.

Ownership, governance, and regulatory oversight of wholesale CBDC technologies are other key concerns. Doubts exist over who will oversee the transactions and ledger entries, especially for any multi-party cross-border transaction.

Systems must also to adhere to anti-money laundering and counter-terrorism financing regulations. Varying financial laws may also hamper the seamless implementation of these anti-money laundering and counter-threat funding regulations across the region.

Lastly, like any digital asset, CBDCs are also susceptible to cyberattacks.

EOS Perspective

Wholesale CBDCs can potentially change the nature of cross-border transactions across Asia and globally.

We are likely to witness significant growth in test runs and pilot programs by several Asian countries to provide proof of concept for the applicability of wholesale CBDCs in countering the challenges associated with cross-border transactions. We can expect a spurt in CBDC alliances and treaties among countries with significant bilateral and intra-regional trade. Simultaneously, it may result in slightly reduced transaction volumes going through existing cross-border financial systems such as SWIFT.

The next stage of CBDC evolution is likely to coincide with the emergence of pilot programs involving multiple CBDCs with different technological frameworks, creating possibilities for easier and seamless cross-border transactions among banks or countries without any existing bilateral or regional partnerships.

These developments are likely to be aided by the development of enabling technologies such as RegTech (regulatory technologies) and SupTech (supervisory technologies), which could provide the sandbox environment for widespread testing of the CBDC systems, as well as lay the groundwork for potential regulatory systems to manage these infrastructures.

With the bulk of cross-border transactions still being conducted in the US dollar, wholesale CBDCs do not pose any imminent threat to its dominance. The US dollar’s future prospects in this role will depend on whether digital currencies such as e-CNY take off as a reserve currency, which is unlikely, at least in the short- to medium-term.

The overall success of wholesale CBDCs will depend on the level of cooperation that countries across Asia can develop over the next few years.

Lessons for Africa To-do's from India's Successful Vaccine Journey by EOS Intelligence
by EOS Intelligence EOS Intelligence No Comments

Lessons for Africa: To-do’s from India’s Successful Vaccine Journey

India, still a developing country, has achieved tremendous success as the world’s largest vaccine producer. This accomplishment leads to many lessons that India can offer to other low- to middle-income economies across the globe, such as Africa, looking to ramp up their vaccine industry. The African continent should capitalize on this opportunity and seek guidance from India, considering that India’s pharma and vaccine sectors are four to five decades ahead of the African continent.

How did it all begin for the Indian pharma and vaccine sectors?

The Indian pharma industry is more than a century old, with the first pharmaceutical company founded in 1901 and started operations in Calcutta. Till 1970, the Indian pharmaceutical industry comprised foreign players with very few local companies. However, driven by the purpose of the Swadeshi (meaning ‘of one’s own nation’) movement during the pre-independence era, some pharmaceutical manufacturing firms were founded in India. Established in 1935 in Bombay, Cipla was one such company, which is now a multinational pharmaceutical firm.

Apart from pharma companies, the presence of the Bombay-based Haffkine Institute (founded in 1899) and Coonoor-based Pasteur Institute of India (founded in 1907) solidified the country’s vaccine industry foundation. These institutes manufactured anti-plague, anti-rabies, smallpox, influenza, and cholera vaccines, among others. Nevertheless, the British colonial government in India withdrew the funds during World War II, which led to the subsidence of a few of these institutes.

The Indian pharma industry’s dynamics began to change, with recognition given to process patents instead of product patents. This created an opportunity for local pharma companies to reverse-engineer branded drugs’ formulations. It also allowed the creation of low-cost medicines since the producers did not have to pay royalties to original patent holders. It fueled the generics market growth in India, along with improving the capabilities of the manufacturers to produce high volume at low cost, thereby increasing the cost-effectiveness of the products. This was followed by the exit of foreign pharma players from the country with the removal of the Indian Patents and Design Act of 1911 and the implementation of the Government’s Patents Act of 1970.

This article is part of EOS' Perspectives series on vaccines landscape in Africa. 
Read our other Perspectives in the series:

Vaccines in Africa: Pursuit of Reducing Over-Dependence on Imports

Why Can India’s Vaccine Success Story Be a Sure Shot Template for Africa?

The structural change in the Indian pharma industry was evident from the drastic increase in the number of domestic companies from 2,000 in 1970 to 24,000 in 1995, leapfrogging 12-fold in a span of 25 years.

Additionally, driven by public sector investment and the central government’s prioritization of localized vaccine and drug production, India had over 19 public sector institutes and enterprises by 1971 that produced vaccines and generic drugs. These public sector institutes included Gurgaon-based Indian Drugs and Pharmaceuticals Limited and Pune-based Hindustan Antibiotics Limited.

Some pharma companies entered the export market owing to the 1991 liberalization of the Indian economy, the experience gained from producing cost-effective generic drugs, and global expansion. With this step, the Indian vaccine industry forayed into the international market between 1995 and 2005.

The reintroduction of the product patent system encouraged foreign pharma firms to return to India as the 2005 Patents (Amendment) Act prevented domestic pharma companies from reverse engineering formulations of branded medicines protected by patents to produce generic drugs.

In the pursuit of staying competitive with their foreign peers, Indian pharmaceutical companies focused on improving R&D thereby increasing investments in this space from 2005 to 2018.

What did India do right in vaccine manufacturing?

From investing in education and R&D to making necessary policy changes conducive to the growth of a sustainable and resilient vaccine sector, the Indian government has always been at the forefront of reducing overall pharmaceutical costs and nurturing the pharma industry.

Experience, expertise, and conducive policies enabled India to achieve cost-effectiveness

Indian government’s concrete action in strategy and policy-making has empowered the pharma industry to grow in a conducive environment. These conditions enabled the sector to become cost-effective by producing low-cost generic medicines and vaccines at high volumes.

This is evident from the fact that Invest India, the country’s investment promotion agency, states that producing pharmaceuticals in India is 33% cheaper than in Western markets due to labor costs being 50-55% lower. The cost of conducting clinical trials in India is also much lower, approximately 40%-80% cheaper when compared to Western markets, according to a 2010 article by the International Journal of Pharmacy and Pharmaceutical Sciences.

Indian pharma firms sometimes reverse-engineer medicines produced by companies making branded drugs and sell the formulation at a much-reduced price. The unique selling proposition of the Indian pharma industry has always been high volume coupled with low costs to make its products more affordable and accessible to patients across low- to middle-income strata of society.

Investments towards a robust scientific workforce helped reduce API import dependencies

Backed by the central government’s prioritization of domestic vaccine and drug production, some pharma companies in India started manufacturing raw materials or key starting materials to minimize the dependencies on API imports.

Other initiatives to strengthen the foothold of the Indian vaccine sector were directed towards building a solid talent pool of professionals who could develop drugs and vaccines independently rather than copy the processes from branded medicines. A result of this approach was the Lucknow-based Central Drug Research Institute (CDRI), which was founded in 1951 and continues to be one of the leading scientific institutes in India.

With the creation of the Department of Biotechnology (DBT) in 1986, India took another massive step towards progressing its pharma industry. Since then, DBT has been at the forefront of providing financial and logistical support for vaccine development and production using new and advanced technologies. The organization is also involved in creating biotech training programs for universities and institutes across India.

Lessons for Africa To-do's from India's Successful Vaccine Journey by EOS Intelligence

Lessons for Africa To-do’s from India’s Successful Vaccine Journey by EOS Intelligence

What can Africa learn from India’s experience?

It would be too ambitious to anticipate Africa replicating the Indian vaccine sector’s strategies and mechanisms in every way and detail. Although the two regions share enough similarities regarding disease profiles, geographies, climates, economies, etc., differences in competition, technology, and market dynamics cannot be ignored.

These differences could benefit and challenge the vaccine sector in Africa. The region must prioritize the creation of a resilient, sustainable, and robust life sciences ecosystem that will support the pharma, medical technologies, and vaccine sectors in the long run.

Development of a strong life sciences ecosystem that nurtures the overall vaccine sector

Africa needs to form close ties with multiple supporting networks, similar to how the Indian vaccine producers networked with the local biosciences ecosystem. These supporting networks must be associated with the production of multiple pharmaceutical products for a region, building a strong scientific labor force alongside reinforcing its regulatory system.

Higher level of autonomy for the leadership teams of government-led vaccine facilities

One of the key learnings from the pitfalls of India’s vaccine sector is that the executive/leadership teams of government-owned vaccine facilities should receive a higher level of autonomy. Interferences from government agencies should be avoided to the maximum extent possible. A classic example from the Indian market is the 2020-2021 downfall of HLL Biotech Limited which could not produce any COVID-19 vaccine owing to government interferences in the technology upgrade and production-related decisions.

EOS Perspective 

For the African vaccine development and production industry to embark on a path of growth, it is imperative to learn from the valuable lessons available. However, with limited financial resources and insufficient infrastructure, it is crucial to prioritize the actions taken to ensure maximum progress.

To start building a favorable environment, it might be beneficial for the African markets to develop policies emphasizing process patents more than product patents, at least in the initial few years. This could be akin to regulations in the Indian pharma sector of 1970-1995, which proved quite effective and could fuel the growth of the generics market in Africa. Creating such an environment would waive off patent protection of branded drug manufacturers initially so that the local pharma companies can produce medicines at a low cost without paying royalties for copying the drug formulations of the branded drugs. Therefore, Africa can focus on building their generics market first and utilize the profits from there to reinforce the vaccine industry.

Secondly, African governments should initiate expanding the number of technology transfer hubs across the continent that focus not only on mRNA-based vaccines but also on newer DNA-based vaccines that are more suited for the African climate. Partnerships and collaborations with research institutes that are already working towards this goal can be a good first step.

One crucial step, which should not be delayed, is building a robust, skilled workforce to drive the sector development. Unfortunately, most African countries’ current education curricula are not in sync with the continent’s needs for vaccine manufacturing. Therefore, Africa urgently needs investment in education from various sources to develop the backbone of the vaccine industry so that the new education system can produce employable graduates in this field. It is important to note that the African governments should take a significant portion of this responsibility.

To begin with, new graduates can be something other than tertiary-educated, highly specialized professionals, such as PhDs. Rather than that, some form of vocational training in vaccine manufacturing or bachelor’s programs in relevant subjects, such as pharmacy, chemistry, etc., would help produce sufficiently skilled labor. This manpower can work and train further on the job under the guidance and supervision of foreign high-level talent and local high-level scientists who are present in the continent relatively sparsely.

These vocational programs should be designed in a collaborative effort between educational institutions and the existing and new vaccine manufacturing facilities in Africa. This would increase the chances of the African manufacturing facilities absorbing the graduating trainees.

India’s education evolution demonstrates the significance of having domestically bred relevant talent to augment and strengthen its own pharma and vaccine sector. This can empower Africa to curb the costs associated with foreign talent hunting and be more resilient to situations such as staff shortages, foreign staff availability fluctuations, etc.

Moreover, it is the responsibility of African governments to support the creation of jobs in vaccine manufacturing and R&D to attract the newly-trained workforce. A proven approach to this is to offer incentives for employing local talent to foreign and domestic investors who intend to set up vaccine facilities in the region. The incentives could range from tax rebates, exemptions, or credits, to offering employee training grants, subsidies for insurance coverage, etc. If this can encourage the creation of jobs in the sectors, young Africans will likely be keen on enrolling in related vocational programs.

Looking at the long-term objectives for the continent’s vaccine industry path, Africa’s primary aim should be to meet its own domestic vaccine needs in terms of both volume and disease spectrum.

Africa can learn critical lessons from India’s strengths and weaknesses in the vaccine sector. The weight of kick-starting the industry development inevitably lies on the African governments’ shoulders, and the sector will not develop on its own. It is high time for stakeholders, such as state governments, regulatory bodies, institutes, pan-African organizations, and local pharma companies, to speed up the process of absorbing and implementing these lessons. It is the only way to achieve the goal of 60% domestic vaccine production by 2040.

Top