How to Improve BD&L Results in Emerging Markets: 8 Tricks That Really Work

Emerging markets — especially in **Southeast Asia (SEA) and other “pharmerging” regions — are among the fastest-growing areas of the global pharmaceutical and healthcare industry. Markets like Indonesia, Vietnam, Thailand, the Philippines and others are expected to expand rapidly over the next decade as access increases and demand grows.

However, the conventional idea of “learning the market” — especially by just buying IQVIA reports — is not enough. In real life, successful Business Development & Licensing (BD&L) in these regions requires contextual, nuanced, and experience-driven strategies.

Here are 8 tricks that deliver real results:

1. Learn the Market Beyond IQVIA Data

Market data tools like IQVIA MIDAS® and other analytics platforms are valuable, but they represent structured sales and distribution data typical of developed markets.

In many emerging markets:

• Prices and actual transaction terms vary widely by channel, region and buyer type — and aren’t fully captured in syndicated data.

• Procurement and pricing can depend on negotiations, tenders, and local negotiation dynamics that don’t show up in summaries.

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The real insight comes from field intelligence, not just dashboards.

2. Choose Local Partners Carefully — Bigger Isn’t Always Better

Local distributors are essential, but not all are equal. In SEA, many distributors operate on short-term commercial expectations: if results don’t materialize quickly (sometimes in a year or less), they may withdraw support and visibility, leaving you with stock, market commitments and tangled contracts that are not easy to unwind.

So:

• Evaluate track record and commitment horizon, not just size.

• Consider niche specialists with deep local relationships over “big shiny logos.”

• Negotiate clear performance metrics and timelines to manage risk.

3. Select Products with Potential, Not Just Portfolio Fit

Don’t launch products simply because they’re in your portfolio. Do homework first:

• Is there a real unmet need or value proposition?

• What is the local disease burden, prescribing pattern or reimbursement dynamic?

• Are there competitors or entrenched alternatives?

A focused portfolio rationalizes investments and avoids chasing low-priority lines.

4. Use Digital Tools — But Don’t Skip the Field

Online market intelligence is evolving rapidly in emerging markets. Tools that track digital pharmacy behavior, e-commerce trends and online prescribing (e.g., pharmacist apps gaining traction in SEA) are becoming useful for early signals.

Yet the single most reliable market insight remains visiting hospitals, pharmacies and clinics yourself.

There is no substitute for:

• Seeing product placement

• Talking to pharmacists and clinicians

• Understanding patient behavior

5. Build Local BD Capabilities — You Don’t Need a Full Office

It is no longer necessary — or cost-effective — to open a full commercial office in every market. Specialized agencies and local BD partners (like Emerpharma and similar) can bridge the gap at a fraction of the cost, providing:

• Regulatory support

• Distributor sourcing and training

• Market intelligence

• Local relationship management

This hybrid BD model can be far more efficient than flying teams every few months.

6. Invest in Long-Term Relationships and Cultural Understanding

In many emerging markets, trust and relationship equity are core competitive advantages. Understanding cultural business norms — such as indirect communication, hierarchical decision processes, and local negotiation styles — is critical. It’s not just about contracts; it’s about human trust.

Keep in mind:

• Business rhythms differ — expecting results within 12 months is often unrealistic.

• Patience, consistency and respect build credibility — and long-term success.

7. Be Realistic About Timelines

Emerging markets are not unpredictable — BD itself is if you apply developed-market expectations without adaptation.

The reality:

• Regulatory approvals can take longer.

• Distribution structures may be fragmented.

• Institutional buying processes vary widely.

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Approach with a multi-year mindset and realistic KPIs — short cycles may burn teams and budgets without yielding traction.

8. Know (and understand) the Rules — Work According to Local Logic

Emerging markets aren’t “wild cards” — they have rules, but these rules are different from developed markets.

Successful BD&L means:

• Understanding procurement policies, tender cycles and pricing structures

• Aligning with local regulatory expectations

• Tailoring commercial and negotiation strategies

• Working with local norms, not against them

Emerging markets reward strategic adaptability, not replication of developed-market playbooks.

Final Thought: Let’s Make 2026 the Year of Smarter Execution

Emerging markets offer enormous growth potential — but only for those willing to approach them with humility, discipline, local insight and strategic rigor. The companies that master these

principles will be the ones that thrive in 2026 and beyond.