Innovimed is a MedTech consultancy for manufacturers entering emerging markets. We find and vet distributors, set up partnerships that keep stock and cash moving, and work with local authorities and public buyers alongside your partner.
What we review with every distributor, every month
Orders are running ahead of hospital sales. The gap is stock sitting in the channel.
Cover has drifted past twelve weeks. Reduce the next order and check expiry dates.
Payments are slipping past agreed terms. Agree a credit limit before the next shipment.
Three tenders in preparation. Product samples and price approval are due before the next deadline.
Example figures for a single distributor, for illustration only. Hover over a chart or use the slider to move through the months.
In emerging markets the product is rarely the problem. Entries struggle because of the partner, the stock, the cash or the buyer, and each of these can be managed from the start.
Four common problems, and how we handle them
From our hubs in Madrid, Warsaw and Dubai we support manufacturers across emerging markets. Pick a region to see what to expect there.
Public hospital tenders drive much of the demand, and one distributor often covers several neighbouring countries.Supported from Warsaw
Large private hospital groups sit alongside public purchasing, with strong local distributors and close attention to price.Supported from Warsaw
Centralised public purchasing and fast-growing private hospital groups. Local agent arrangements are common.Supported from Dubai
Fewer, larger distributors, with government programmes and tenders shaping much of the market.Supported from Dubai
Public tenders and long payment cycles, where currency availability can affect when you are paid.Supported from Madrid
Public and donor-funded programmes alongside private hospitals. Logistics and service coverage decide success.Supported from Dubai
Very different markets side by side, usually needing a dedicated partner in each country.Supported from Dubai
Public health systems buy through tenders, and currency swings make payment terms worth managing closely.Supported from Madrid
We stay with a market from the first assessment through the years of running it, so the partner you choose is managed by the people who chose them.
Who buys, how they buy, who already supplies them and which channel fits your product and price point.
A long list, site visits, hospital references and financial checks, narrowed to a shortlist you can meet.
Contract, targets, margins, payment terms, forecasts and order rhythm, agreed before the first shipment.
Monthly reviews of sell-out, stock and payments, joint tender planning and meetings with local authorities.
Four services, used on their own or together, covering a distributor partnership from the first search to day-to-day management.
We map who already sells to the hospitals you want to reach, then test each candidate on what matters: customer relationships, sales and service teams, warehousing, finances and the portfolio they carry today.
Most distributor problems start in the first contract. We agree a joint business plan with your partner, with targets, pricing and margins, payment terms and an order process both sides can live with.
We run the partnership with you month by month. We track what reaches hospitals, not just what is ordered, and keep stock levels, expiry dates and payments under control before small issues become disputes.
In many emerging markets, public hospitals and procurement agencies decide what is bought. We build working relationships with them and help your distributor prepare for tenders well ahead of deadlines.
Six questions, about two minutes. You’ll get a score and the first things we would look at with you. Nothing is sent anywhere unless you choose to email us.
Question 1 of 6: Sell-out visibility
Most conversations start with one of these. If you are facing one of them, it is a good place to begin.
Ask us your questionIt depends on who pays for your product there, how they buy it and who already supplies them. We start every conversation by looking at those three things before talking about partners.
Exclusivity can be the right incentive, but only with clear targets, a defined territory and a way out if the targets are missed. We help you agree terms that protect both sides.
Strong orders with slipping payments often mean stock is building up in the channel. We look at sell-out, stock and receivables together and agree a plan before the next shipment.
Usually through your distributor, with your support on documentation, pricing and samples. The key is hearing about tenders early, which needs regular contact with the buyers.
When a performance plan has been agreed and still is not met. Changing partner is disruptive, so we plan the handover of customers, stock and service carefully to keep hospitals supplied.
Write to us about the market you have in mind. We’ll set up a call to discuss the opportunity, the distributor landscape and what a realistic entry would look like.
office@innovimed.comAnswer a few questions and we’ll have what we need to prepare for the call.
Hello Innovimed, We are looking at [target countries] for [our product]. Where we are now: [current situation]. Timing: [when we would like to be selling]. Could we set up a call to talk it through?