Many people ask me why Concino Biology always goes to the "the Belt and Road"?

The business leaders of companies in the industry that have done well in internationalization mostly talk about the US market. The United States is the world's largest pharmaceutical market, with the largest number of multinational pharmaceutical companies, strong payment capabilities, and a sound capital market. Many founders and executives of Biotech have returned from North America, so there is naturally a lot of information about research and development communication, industry conferences, JPM, etc., which everyone is familiar with.

But vaccines are different. Vaccines belong to the category of public health products, and within the entire pharmaceutical industry, they are the most closely tied sub sector to public health needs. Spring River Water Warmth Duck Prophet, our industry has a deeper and earlier understanding of the changing global public health needs.

And so far, the only drug regulatory system in China that can enter the international standard field and be truly recognized by WHO is the vaccine regulatory system.

The vaccine race is very difficult to register for clinical trials and market access in the early stages, but once it breaks through, its public health attributes also make its first mover advantage more apparent. During the COVID-19 epidemic, more than 70% of our highest annual income came from overseas, and most of it was in the "the Belt and Road" countries. In these countries and regions, Chinese pharmaceutical enterprises can indeed provide great value.

As is well known, the export of vaccines to the US market is extremely challenging, so we may as well start by solidly tapping into those seemingly numerous and scattered markets.

The "the Belt and Road Initiative" sounds like there are more than one hundred countries. If we can really pick up 20 major countries, we will basically have access to them.

For example, the Middle East is centered around Saudi Arabia and the United Arab Emirates, Southeast Asia's Singapore, Malaysia, Thailand, and Indonesia, South Asia's India, Pakistan, and Bangladesh, and South America's core influence is mainly in Brazil, Argentina, and Chile.

But if you want to thoroughly study the market demand of these countries, there is no other shortcut, you can only delve into them one by one.

These markets are often given a lower priority by innovative pharmaceutical companies, which is understandable given that they are relatively dispersed and have different regulations, making it difficult to see significant profits in a short period of time. But over the years, our biggest feeling is that from the perspective of medical demand, these markets are actually places with a very high demand for innovative drugs.  

These countries highly rely on multinational corporations for innovative drugs, and due to the constraints of global prices and supply systems, there is a significant gap in the accessibility of innovative drugs in these countries and regions. This is also the arena where Chinese biopharmaceutical companies can better leverage their value.

We conducted a comprehensive inventory of over 100 countries and regions, based on population distribution GDP The distribution of major cities, on average, only 10% to 15% can afford innovative drugs. Based on the country's GDP level, a basic per capita of 15000 US dollars is a watershed. Countries below this level face huge challenges in accessing innovative medical solutions and drugs.

Innovative drug companies tend to go to developed countries, thinking that the market there is large and profitable. However, it is precisely these developing countries that truly need Chinese innovative drugs and may be more suitable markets for us.

If I were to give a suggestion to Chinese innovative pharmaceutical companies, I would say: powerful large enterprises should certainly prioritize researching and investing in the US and European markets to prove that China's innovation and quality have world-class competitiveness, but these companies may only account for less than 10% of China's pharmaceutical industry. The remaining 90% of enterprises should not only focus on developed countries, there are still too many countries worth exploring.

We have been discussing internationalization in China and inviting everyone to come and see, but it is not enough. In the era of booming AI development, it is even more important to 'physically rush'.

I strongly agree with the feelings of all colleagues who have done well in internationalization - true internationalization is Glocaling, which means globalization plus localization. Only by empathizing with that market can we truly perceive their needs.

Looking back at the development path of multinational corporations in China, as China's innovation and technology gradually become stronger, these multinational corporations have strategically positioned themselves as "In China, for Global", committed to promoting China's innovation strength and technology to the world.

When Concino Biology began to promote its own internationalization process, especially when we went to these "the Belt and Road" countries, we became more aware of the need to humbly put ourselves in the local people's shoes. Our entry into Indonesia is also a true adherence to the strategy of 'In Indonesia, for Indonesia'. Only by truly immersing oneself in the local market and being with the local team every day can we discover and understand the huge cognitive gap and real needs.

for instance.

Our flagship product, the quadrivalent meningococcal conjugate vaccine Mannheim, is the first of its kind in China and has a leading market share, becoming the gold standard for preventing meningococcal in Chinese babies.

Indonesia has over four million newborns every year and is a battleground for all vaccine companies going global. Due to the excellent product quality and clinical data, as well as obtaining halal certification, our Manhai Xin has successfully obtained registration in Indonesia, the world's largest Muslim country.

But we realized that MNC's meningococcal vaccine has been sold very little in Indonesia because there have been no cases of meningococcal in Indonesia for several years, and doctors and experts generally do not pay much attention to it, which is different from what we know about the situation in many countries.

So we decided to go deep and visit major hospitals and experts in major cities in Indonesia. It was found that there were no cases of epidemic cerebrospinal meningitis. The general focus of medical care of the country and experts was on the treatment of tumors, diabetes, cardio cerebrovascular diseases and other diseases. This reminds us of a similar experience of MNCs in China decades ago.  

So we further conducted head to head clinical research on registered products with multinational companies locally in Indonesia. Through local data, we not only confirmed the product strength of Mannheim, but also found significant gaps in the detection, diagnosis, and epidemiological data of cerebrovascular diseases in the local area. To prevent diseases, we start with discovering them.

Throughout the process, companies need to delve deeper into each aspect, observe and respect the reality of the local country, help them establish a diagnostic system with the most suitable cost-effectiveness within their existing capabilities, gradually establish monitoring and disease awareness, in order to better use vaccines and protect and assist local children.

In these countries, when we communicate with experts in hospitals and healthcare systems, we realize that most of the experts and doctors have received training in Europe and America, and the literature and books they read are mostly from Europe and America. In this situation, how can Chinese companies establish influence?  

So, my biggest experience over the years is: don't force others to do what they are doing. What you think is good may not necessarily be valuable to others. You have to stand from the perspective of the other party's needs and look at what products and values you have that match - this is the most basic understanding.

Let me tell you another interesting little thing. During my visit to a local vaccine clinic in Peru, I specially arranged a vaccination. I thought that since people are abroad, they still need to experience the whole process of vaccination in the "the Belt and Road" countries on the spot. When they return home, they will test their blood and see the antibody level, which is also a small "self control experiment".

This is probably the simplest meaning of 'going out to sea with the body': not commanding from the shore, but throwing oneself into the water, even getting a vaccine, as an opportunity to learn.

I have been involved in internationalization for 28 years since I started studying international economics in college.

The overall internationalization of China's pharmaceutical industry began with the export of raw materials, fine chemicals, and traditional Chinese medicine. The cheapest chemical products at the bottom, combined with the use of traditional Chinese medicine among overseas Chinese, marked the starting point for China's pharmaceutical industrialization to go global.

More than 20 years ago, my first job was participating in the export of chemicals, pesticides, and fertilizers at Sinochem Group. At that time, scale and cost were the only competitive factors.

We have spent over 20 years, from chemicals to active pharmaceutical ingredients, from active pharmaceutical ingredients to formulations, from generic drugs to innovative drugs, from small molecules to large molecules, to today. This is indeed an important migration of the entire industry ecosystem and supply chain. The process itself is already enough to make people proud.

Everyone always says that once you go abroad, you love your country. When you go abroad, you will know how important reputation is, such as Huawei, Lenovo, ByteDance, BYD, etc. We hope that China's pharmaceutical industry can gradually establish its own international reputation.

This requires a group of leading enterprises that truly engage in high-quality innovation, with a mindset that respects and is humble enough towards the regulatory markets and national conditions of various countries. They should gradually embed themselves and work together to establish the reputation of Chinese drugs and innovative drugs overseas. At the same time, we also see the support of the country, which is being promoted at various government levels such as diplomacy, business and health, and drug regulation, committed to promoting mutual recognition and interoperability at the regulatory level in the future.

The true process of going global is the construction of a large system, which cannot be independently accomplished by any single enterprise. So I think what Tong Xieyi and Cheng Bo want to do now is particularly important - the industry should work together to build an international ecosystem and brand reputation for innovative drugs in China.

The innovation capability and quality system of China's pharmaceutical industry have become stronger, and the international awareness and confidence have been enhanced - a good underlying foundation has been built.

The next step is how to do it, how to team up, and how to engage in more effective team battles. From a system and ecosystem perspective, every enterprise is a part of this ecosystem, and we work together in our target country.

There are many excellent enterprises in China with excellent product quality, but the establishment of an international system may not be mature enough. CanSino Biotech is willing to cooperate with organizations that share the same interests and focus on going global, to support local partners from various countries who have hope and are willing to trust us in growing together, gradually establishing a business network for Chinese enterprises in overseas countries, and forming industry leadership.

I also hope that as an influential, neutral, and professional institution in the field of Chinese medicine, Tong Xieyi can make a voice no matter where it is, so that everyone can walk more standardized, comprehensive, and systematic on the sea route.

Wang Jing's journey continues from Dubai to Jakarta, from Sao Paulo to Buenos Aires.

Her itinerary is densely marked with the names of various countries. Every takeoff is a practice of 'going out to sea with the body'; Every time it lands, it pushes the three words' Chinese medicine 'one step further.

This is not a journey that can be achieved overnight, but a solid and solid path that has been gnawed on bit by bit. She has been walking this path for 28 years and will continue to do so.

And there are more and more people like her. They carry Chinese medicine and fly to every corner of the world, rooting and growing in overlooked markets bit by bit, embedding the brand of "Chinese medicine" into the world map.