Best Dressed in 2014

Stylishly present your client's brand identity in the New Year with corporate apparel

By Lisa Horn, CAS

Clothing: it's one of of the most apparent ways we express our personalities. When it comes to corporate apparel, there are more options than ever before. So how do you navigate the seemingly endless garments on the market today and make sure your clients are best dressed in 2014? It comes down to identifying your client's brand's attributes and aligning these attributes with garments through color, fabric and fit.

A Rainbow Of Colors
Gone are the days when corporate apparel was only available in basic red, navy, black and white. Today's styles are offered in a virtual rainbow. Of course you can match garments to corporate colors, but you can also integrate complementary colors into the mix to be on-trend.

For Spring 2014, PANTONE has built a palette of 10 colors that will be seen from the runway to the boardroom. It begins with the pale pastels of placid blue, violet tulip and hemlock (green) and moves into the bright freesia (yellow), cayenne (red), celosia orange, radiant orchid (the color of 2014) and dazzling blue. Combine any of these with neutrals paloma (gray) or sand.

Mary Bostwick, director of marketing for Duluth, Georgia-based Delta Apparel, which carries 59 colors of T-shirts, said the company bases its color research on industry information, trend houses and trade shows across the country as well as on top customers who own hot licenses in the marketplace and what their needs are.
She noted that neon orange, green and pink have been trending for the last 12 months and continue to be hot. "Neon colors are popular in beach stores, restaurants and bars, as well as in the hospitality industry, such as vacation destinations and hotel gift shops," she said. "In addition to the light or sunwashed-looking neon colors that have sold well, we have received requests for the more brilliant colors and have added those to the lineup as well."

At Avenel, New Jersey-based Vantage Apparel, marketing director Gina Barreca says she is seeing retail-inspired colors such as royal, red and citron show up in solids, patterns and textures. "These bold colors are often paired with basics or neutrals such as black, navy, white and gray to create balance within the collection," she said.

Mark Trotzuk, president of Vancouver, British Columbia, Canada-based Boardroom ECO Apparel, mentioned that color selection can be risky for some, but there are many ways to integrate color tastefully. "You can make a traditional black jacket feel current simply by adding trendy green accents, trim, etc. so that it's classy to wear but still integrates the logo or brand colors without being overwhelming."

A Decoration Technique To Get Brands Noticed
The decoration makes all the difference. So what techniques will get your clients' logos noticed in 2014? "With so many technical fabrics and products, performance decoration becomes more prevalent," Barreca said. "Laser etching or tonal printing are great complements to performance styles leaving an upscale tonal mark without any backing. Heat transfers are also a perfect screen-printing alternative for lighter-weight fabrics and small-run programs," she explained, adding that spot-color printed transfers and 3M silver reflective material are popular as well. She suggested looking for unique decoration placements like on the upper shoulder, along the front zipper or on the side block panels.

A Garment Unlike Any Others
While promotional apparel designs follow what happens at retail, Trotzuk notes there is often a year or two delay before these trends are seen in our market. "This is not necessarily bad, because within this timeframe the trendy styles become more accepted and mainstream," he explained. "But if it takes three-to-four years for these trends to come out, it's too long," he added.

For the more fashion-forward brands that want to integrate the "it" styling into their corporate apparel now, custom cut-and-sew is the way to go. "With custom cut-and-sew, being able to decorate garments prior to assembly is where the magic happens," Trotzuk said. "For example, part of a sleeve can be sublimated on one panel, then it can be sewn into the shirt for a completely unique look. You could do a tone-on-tone gel print, where the gel is clear and makes that area on the shirt darker. Discreet logos are becoming more prevalent; it's not all about left chest imprint anymore."

Want more ideas for customization? Change the color on the inside of a collar or placket. Sublimate the cuffs on a long-sleeve shirt where the imprint is only seen when the sleeves are rolled up. Either of these interior trims can be done with solid fabric or an imprinted step-and-repeat logo. Add colored buttons to match a logo or include contrasting buttonhole stitching for added interest. "It doesn't cost a lot of money to add these design features when building the garments, but the end result is so much better and represents the brand culture and integrity," Trotzuk says.

A Way to Land Clients
From private labels and special fabrics to cool embellishments, custom corporate apparel gives brands the ultimate control over the look and message they want to send. And your client doesn't have to be a large corporation or have a huge budget to do it. Trotzuk mentioned that domestic production on Boardroom ECO Apparel's clothing begins at 48 pieces.

Whether you have clientele with big budgets or just big-brand marketing aspirations, Trotzuk's advice was to wow them to land the business. Apparel can do that for you. "Companies with big-brand integrity need cool garments designed specifically around their culture to meet the unique needs of their industry," Trotzuk said.

A Sustainable And Responsible Product
Sustainable manufacturing practices and corporate responsibility never go out of style. And these issues are becoming more and more important, especially to big-budget end-buyers.

"Fortune 500 customers want compliancy statements," Trotzuk said. "Corner offices are now being held by 30-somethings; these buyers and decision-makers are concerned about sustainability and responsibility," he explained. "For example, Disney went from $14 million to $28 million budgeted for audits alone last year. Now and in the future, these large corporations won't put their logo on a risky product. There's too much at stake. They must know where the product is made and how it's made. It's a big deal to them, and it must be a big deal for us as an industry to comply."

A Stylish New Year
Overall, Barreca stated that 2014 corporate apparel trends will revolve around innovative performance fabrications, more styling and attention to detail, contrasting color accents, and decoration methods and placements that correlate within product categories.

Whatever trends you incorporate into your sales mix, Trotzuk warned that today's buyers are much more informed, so you must do you homework. "Marketers are more sophisticated; they're not the admins of 10 years ago ordering shirts at the boss's request," he said. "In order to successfully sell corporate apparel today, distributors must fully understand their client's culture to put together a collection that aligns with its branding. Because if recipients are not wearing the garments, then dollars are wasted-and we all lose."

How To Land A Job When You’re Over 55

By Elena Bajic

A common theme I hear from candidates in their mid fifties and older, is that being out of work when you are over 55 is the proverbial “kiss of death” to a career.

I hear from these candidates that they feel overlooked and passed over, that their resumes go into the dreaded black hole and they don’t get calls — let alone interviews — solely because of the their age and nothing more.

And I say, “Nonsense!”  I am a firm believer in the old adage, “where there’s a will, there’s a way.”

Beyond some of the advice you’ve probably already heard about having an up-to-date resume and making sure your skills and credentials are current, here are 5 tips you might not have heard before:

1. Project energy and optimism. A can-do, energetic attitude is the single most important thing you can do to improve you odds of landing a job. A light walk (or having a bounce in your walk), a sparkle in the eye, and no sighing, will help. Always focus on the opportunities, and find the silver lining in every situation. When you talk use positive words, and make sure to use uplifting words to describe yourself and even your job search.
2. Create an online presence.  Be an active LinkedIn user.  Check out XING.  Tweet every once and awhile.  Make sure your online profiles are up to date.  If you can, create a blog and actively post on your blog.  Build a following.  These are easy things you can do to build a personal brand presence that is searchable by potential employers, and that also indicates you are in touch with current technologies.
3. Check your ego at the door.  Be able to demonstrate your potential for value add – humbly.   If you present yourself as “been there and done it” — it doesn’t sell.  If you belabor the “history” lessons, you won’t get the call back.  You have to present yourself as knowledgeable AND willing to learn and embrace the new.  Accept that your teachers AND managers at the company may be a decade or two or three younger than you. And, most importantly, project the willingness to learn and the enthusiasm to climb learning curves – whatever they will be.
4. Be current on current events.  Know what is going on in your industry, in the world.  Who are the disruptors?  Who are the movers and shakers?  Who are the thought leaders?  How do global trends and events impact your industry?
5. Be flexible.  This is the hard one to swallow.   You may need to lower your compensation expectations and/or be prepared to work on a contract basis until you prove yourself. Titles will become less important in the whole scheme of things – when you have to choose between paying the mortgage and having a job.  You just cannot afford to be overpriced and overqualified.

Your job search may take a little longer, but it is not impossible.  You just need to be resolved, resourceful, and optimistic, and things will happen.

About the Author

Elena Bajic is the founder and CEO of Ivy Exec, a selective online career network for top performers.

Allergan lets insults fly at hostile suitor Valeant

The Valeant/Allergan takeover battle was already pretty heated, with the Canadian pharma taking its latest rejected offer to Allergan shareholders. But it's getting hotter, thanks to some layoffs, an exec exit, a lawsuit, a litany of barbs from Allergan ($AGN)--and yet another Valeant ($VRX) conference call.

• Allergan reiterated its concerns about Valeant's "unsustainable" business model Monday, this time invoking analysts, media and the like to underscore its point. Check out the release for a slew of excerpts, but here are a couple of choice examples: Valeant CEO J. Michael Pearson's operation is a "house of cards," says Morgan Stanley, and it "depends on people continuing to drink this Kool Aid," per Gimme Credit analyst Vicki Bryan. The bid itself? "Something from the Wizard of Oz," says Bronte Capital. Release
• The results of Valeant's latest blockbuster acquisition may be affirming Allergan's decision to stay away. Valeant loves a good chop job--buying a company, cutting out any expenses it deems extraneous, and moving onto the next--and its 2013 pickup Bausch + Lomb is currently under the knife. After hundreds of job cuts in the U.S. as the merger closed, employees at an Irish facility are now facing layoffs and pay cuts--and unions aren't happy. Story
• Valeant has already faced criticism from Allergan about its "significant management turnover," and now the Botox-maker has more ammo. EVP and company group chairman Ryan Weldon is on his way out, Valeant confirmed Friday; the company says Weldon's departure was planned and will take effect after Valeant closes the $1.4 billion sale of several injectable treatments to Nestlé. Report
• Valeant isn't about to let Allergan get the last word on its latest $53 billion offer. The company will host a conference call and webcast Tuesday to "refute recent misleading assertions" made by Allergan and others, as well as answer questions investors may have about its play for the specialty pharma. Release
• Valeant's activisit investor partner Bill Ackman wants to hold a special meeting to oust some of Allergan's directors. But first, he wants to make sure that meeting won't trigger the company's takeover defenses. Ackman's Pershing Square Capital Management Friday filed a lawsuit against Allergan, in search of confirmation that his request won't put a poison pill plan into play. More
• Some say investors of Valeant, whose stock is falling, may be looking to jump ship. But top Valeant shareholder ValueAct Capital says it's sticking by the company's side. "We believe in the company, management, and the deal in a huge way," ValueAct CEO Jeffrey Uben told Bloomberg Friday. "Someone said we are selling. This is not true."Report
• Valeant has long contended that R&D is risky and wasteful. But when it comes to applying these theories to Allergan, Valeant strikes out, according to Forbes' Matthew Herper. Late last week, he laid out a few of the company's research-related assertions--and refuted them all.Story

Does Your Staff Respect You … Or Do They Fear You?

JRCASAS/SHUTTERSTOCK.COM

While you might think that having people fear you to some degree is good, fear in a relationship actually has many negative effects. In fact, research shows that when people are operating in fear, it impairs their analytical thinking skills, decreases their creative insight, and reduces their problem solving abilities—the exact things workplaces need to succeed in today’s marketplace.

When you’re driving down the road and see those flashing blue lights in your rearview mirror, what’s the first thought that pops into your mind? If you’re like most people, you get an uneasy feeling in your stomach and think, “Uh-oh. What did I do?” The thought that the police officer might be pulling you over to tell you something simple, such as that your taillight is out, rarely crosses your mind. That’s because when a person of authority suddenly makes an appearance or asserts him/herself, it’s human nature for those around the person to have a fear response triggered and to jump to the worst case scenario, as in: “I did something wrong.”

If you’re a leader, chances are your staff feels that same status differential with you, and they translate it as fear. So when you casually ask a staff member, “Can you please come to my office for a moment?” … or when you’re in a meeting and defensively respond to an employee’s comments with “But that’s not my understanding of things,” … or when you repeatedly interrupt your staff member as he’s speaking, you’re triggering the fear response in the person, just as the flashing blue lights in the rearview mirror do.

While you might think that having people fear you to some degree is good, fear in a relationship actually has many negative effects. In fact, research shows that when people are operating in fear, it impairs their analytical thinking skills, decreases their creative insight, and reduces their problem solving abilities—the exact things workplaces need to succeed in today’s marketplace. So even though you likely don’t walk around basking in your authority and you don’t consciously exert your power over people, your employees feel it in all the seemingly simple things you do each day.

If you want your staff to respect your authority rather than fear it, the following are some suggestions for making sure every interaction with them is a positive one.

• Headline your requests.

Because your mind is likely jumping from one topic to the next, it’s easy to get trapped in the busy-ness of the day and not realize the unintended consequences of a simple question. For example, when you ask an employee, “Can you please come to my office for a moment?”, you probably believe it’s nothing more than an innocuous request. But the employee you’re speaking to translates your words and rushed tone as, “Oh no! What did I do? Am I in trouble?”

To ensure this doesn’t happen, take a few seconds to headline your requests. For example, before saying the fear-inducing, “Can you come to my office for a moment,” give a little headline to add context to your request, as in, “Chris, I’d like to get your feedback on something. Can you come to my office for a moment?” Notice how those few words of clarification change the implied context of the request and ease any fears the employee may have.

• Be curious.

Leaders are supposed to challenge their staff. That’s often what prompts new ideas and bold solutions. The key is to challenge people in a positive, motivating way rather than to squelch their creativity or have them fear your pushback. So instead of challenging people with defensive questions like “Why did you do that?” or with intimidating “but” statements like “Yes, but that’s not my understanding of the issue,” get in the habit of asking three open-ended questions before you advocate your point of view.

Asking open-ended questions (those that elicit something other than a “yes” or “no” reply), makes the person you’re speaking with feel valuable and that he or she has important insights. This alone helps to create an environment of collaboration, trust, and respect, which naturally reduces any defensiveness.

The two most powerful types of open-ended questions to ask are “what” and “how” questions. For example, asking in a neutral tone, “What evidence do you have to support this conclusion?” “What process did you engage in?” and “How would you describe your philosophy on this?” prompts the employee to reflect on the situation and brings forth the most useful information. Additionally, by asking three questions rather than one or two, you’re showing more than a superficial interest in the other person’s perspective.          

• Set ground rules before the meeting or conversation.

One of the most common ways leaders unknowingly assert their dominance over employees is by interrupting people when they speak. Since most employees want to please the boss, they allow the interruption to derail the conversation and they hold back on ideas.

Of course, leaders usually interrupt because others are going on too long and they just don’t have the patience. Dominance and fear are the furthest things from their mind. To alleviate this fear-inducing habit, set the ground rules for how you work best. If you want people to get to the point and only discuss the pertinent details, tell them. For example, you could say, “We only have an hour here. My request is that when you are reporting, be succinct. Start with what the conclusion is and then we can ask questions and look into details.” When you make requests for how you want the information, the need to interrupt decreases. Additionally, your employees will appreciate knowing your wishes and will eagerly accommodate them.

Be a Fear-Less Leader

Leaders have a tremendous impact on their employees’ lives—financially, emotionally, and mentally. When you take the steps to make sure your impact is one that enhances the workplace rather than instills fear in it, you’ll create an organizational culture that breeds mutual respect, creativity, and collaboration. And that’s the hallmark of a true leader.

About the Author

Alesia Latson is a speaker, trainer, coach and founder of Latson Leadership Group, a consulting firm specializing in management and leadership development. With more than 20 years of experience, Latson helps organizations and leaders expand their capacity to produce results while enhancing employee engagement. For more information on Alesia’s speaking and consulting, please contact her at alesia@latsonleadershipgroup.com or visit

https://bit.ly/3wT5lPi

Large and in charge vs. small but mighty – who makes a better life sciences licensing partner?

 Joseph Mohr

Given deal-making’s importance in this market environment, and the diverse roles of the panel members, the topic of who makes the better deal partner was bound to lead to a very spirited and informative discussion during the Allicense 2014 conference, last month in San Francisco. With more and more deals getting done in order to fill gaps in pipelines, create therapeutic franchises, and form new companies, the importance of picking the correct partner has never been more important.

Beginning with the hypothesis that smaller, specialty pharma players are actively doing more deals, and as a result, beginning to take significant “market share” away from big pharma, two macro discussions began to take shape: Who makes the better partner for getting a deal done vs. after a deal gets done, and overall reasons for doing a deal, financial engineering vs. innovative science.

In picking a partner, efficiency of being able to complete a deal was a major topic of discussion. Jeff Jonker, Senior Vice President at Theravance, believes that the smaller the company, the quicker it is able to act, and the more likely it is to move on an opportunity on which big pharma might pass. He also attributes specialty pharma’s ability to act quicker than their counterparts, due in part to a lack of imagination in big pharma companies. Contrarily, Graham Brazier, VP of Business Development at Bristol-Myers Squibb, and George Golumbeski, SVP of Business Development at Celgene, took similar positions on the other side of the aisle, each summarizing that they come across so many inbound opportunities, day in and day out, that even if they didn’t perform any outreach, they still wouldn’t miss a potential deal. However, Brazier did concede that, while they would not miss any opportunities, in specific cases, they may come to the table later than a potential specialty competitor. Natalie Holles, SVP of Business Development of Hyperion Therapeutics, agreed with both camps, commenting that big pharma can move quickly when there is an internal champion who wants to get a specific deal done, but absent of that internal champion, a ton of opportunities are created for specialty pharma buyers.

Once the ink dries, and a deal is done, the new partner must be able to execute on the potential value and collaboration created between the two parties. It is vital to pick a partner that you believe can best help realize the contingent value, especially given the increasing number of deals structured with downstream economics. Once again, two differing positions emerged between the panelists. James Mackay, President & COO, Ardea Biosciences and Global Product Vice President of AstraZeneca, Lesinurad, believes partnering with the correct big pharma company is the best of both worlds. Mackay commented that allowing the smaller partner to operate as it always has, but with big pharma’s influence and resources, makes for a perfect marriage. Jonker shared his own company’s model as a point of agreement with Mackay, saying that Theravance is attempting to get bigger by getting smaller. Theravance is splitting into two arms, one taking over their assets obtained through a GSK alliance, and the other controlling assets discovered through internal R&D efforts. Perhaps the best example of the big/”small” alliance is Roche’s acquisition of Genentech. This monster acquisition still allowed both sides to maintain their autonomy, and is widely seen as one of the most successful biopharma acquisitions of all times.

Making an argument for the specialty player, Natalie Holles debated that if specialty pharma truly believes in the science behind a deal, this class of players is more willing to focus on making the deal work. Often times specialty companies have fewer products, and are thus forced to fully back an idea in order to survive. Gary Phillips, SVP and Chief Strategy Officer of Mallinckrodt Pharma, argued that it is harder for larger companies to realize value created in future activities/milestones, because of their slower, more conservative nature.

The second debate emerged from the topic of motivation behind completing an acquisition. The specialty side of the aisle claims that big pharma is currently only acquiring companies for the sake of financial engineering, not for exciting science, while big pharma stands strong in saying that breakthrough science is still the driver for doing deals.

This is an especially hot topic, due to Pfizer’s desire to purchase AstraZeneca, which many believe is for the tax benefits from an inversion into a foreign parent, and has nothing to do with pipeline value. Gary Phillips hypothesized that the current state of the market is the main driver behind the trend towards financially engineered deals, and that this trend is here to stay. Cheap debt and tax domiciles are creating opportunities to leverage lower tax rates in foreign countries and minimize G & A expenses. While this is good for the financial well-being of pharma companies, many worry that this motivation is not healthy for the long-term outlook of drug development. George Golumbeski mentioned that investing in innovation is the most defining consideration, but this is harder to do in large pharma, where there is currently so much emphasis on financial wizardry. With the focus away from innovative science, this leaves the door wide open for specialty pharma to take advantage of opportunities that otherwise would not be available. Overall, it may not be the intent of big pharma to focus on cost cutting, but with smart leaders at the helm and advantageous financial opportunities across the globe, the market is forcing their hand.

Like so many other “whom is better than whom” debates, the final answer to the question of who makes the best partner in deal-making really comes down to “it depends”. If the market for a specific drug or company is so complex and large that only big pharma has the scale to accommodate it, then maybe they make more sense. On the flip side, if a specialty, single product company has extensive knowledge in a therapeutic area, with natural synergies, and their survival depends on putting the full efforts of the company behind a deal being successful, they may be the correct partner. One thing is certain, in an industry that relies so heavily on completing deals, selecting the correct partner can be the difference between a drug making it to market and collecting dust on the shelf.

Check out the video that kickstarted the Allicense 2014 conference:

https://www.youtube.com/watch?v=c706k-JKntw#t=74

Украинцы требуют профессиональную милицию и боеспособную армию

После оккупации крымского полуострова российскими вооруженными силами и конфликта на юго-востоке страны украинцы осознали, что в нынешних условиях обеспечение порядка на улицах и безопасности населения становится приоритетным направлением национальной политики Украины. Более половины (52,5 %) жителей нашей страны поддерживают идею увеличения финансирования вооруженных сил для обеспечения их современными вооружениями и достойной оплатой труда. При этом каждый пятый (21,6 %) считает, что правительству необходимо сократить расходы на армию, а сэкономленные средства перенаправить на поддержку социальных программ. Таковы результаты исследования общественного мнения населения Украины, проведенного в апреле текущего года компанией GfK Ukraine. Информацией для анализа послужил опрос 1 тыс. украинских жителей в возрасте 16 лет и старше.

Согласно данным отчета, 44,5 % респондентов уверены, что необходимо значительно увеличить зарплаты милиционерам и одновременно существенно сократить их численность. Таким образом, по мнению опрошенных, увеличится эффективность работы личного состава, что обеспечит спокойствие и порядок на улицах населенных пунктов Украины. В то же время четверть (25,2 %) наших соотечественников высказываются за сохранение текущей численности сотрудников милиции и уровня их зарплат.

В украинском обществе нет единого мнения о том, какими качествами должны обладать люди, защищающие его интересы в высших органах власти. Так, четверо из десяти (39,3 %) украинцев настаивают, что чиновниками могут стать только люди с незапятнанной репутацией. Практически такое же число (38,3 %) наших соотечественников уверены, что главным критерием приема чиновников на работу должно стать наличие необходимого опыта и знаний.

Также не сформировалась у жителей Украины однозначная позиция относительно реприватизации предприятий олигархов: 39,8 % респондентов считают, что компании нужно забрать и продать на честных аукционах, а 38,4 % опрошенных уверены, что заводы следует оставить в собственности богачей, если они стабильно функционируют и наращивают производство.

Что касается реформирования системы здравоохранения, то более половины (58,4 %) жителей Украины придерживаются консервативных взглядов и ратуют за сохранение государственной и бесплатной медицины. И только один из четырех (26,9 %) граждан поддерживает идею введения страховой платной медицины, когда каждый самостоятельно будет оплачивать страховку, а ассортимент услуг будет зависеть от размера платежа. В вопросе валютной политики большинство (39,2 %) респондентов настаивают на одноразовой серьезной девальвации и дальнейшей поддержке стабильного курса гривни, тогда как выгоды плавающего курса заметны лишь 22,2 % опрошенных.

КИРИЛЛ ПОДБЕРЕЗНЫЙ

Подробнее: http://www.capital.ua/ru/news/21810-otnoshenie-ukraintsev-k-voprosam-gosudarstvennoy-politiki?preview=1401899671#ixzz33nY27zEw

Практически на всех ключевых рынках фармрозницы наблюдается рост

Аналитическая компания IMS Health предоставила очередной обзор развития мирового рынка розничных продаж лекарственных средств за 12 месяцев по март 2014 г.

По сравнению с аналогичным периодом  2013 г. рынок Северной Америки вырос на 7%, США – на 8%. На канадском рынке снова наблюдается положительная динамика (+1%).

В Европе положительный показатель  традиционно наблюдается на розничном рынке лекарств Германии (5%). Впервые за долгое время положительная динамика наблюдается на британском рынке фармрозницы (2%). За отчетный период впервые за долгое время показал положительную динамику рынок Италии. Отрицательная динамика остается на рынке Франции.  Общий показатель рынка фармрозницы 5 ведущих европейских стран вырос на 2%.  

Рост китайского рынка фармрозницы составил 14%, индийского – 10%.

В латиноамериканском регионе традиционно лидируют Аргентина  и Венесуэла.

Продажи через розничную сеть (12 месяцев по март  2014 г.)

Северная Америка – 266,6 млрд долл. США (+7%)

1. США – 247,7 млрд долл. (+8%)

2. Канада – 18,6 млрд долл. США (+1%)

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Европа (TOP-5) – 107,5 млрд долл. США (+2%) 

1. Германия – 40,28 млрд долл. США (+6%)

2. Франция – 26,7 млрд долл. США (-2%)

3. Италия – 14,7 млрд долл. США (+1%)

4. Великобритания – 13,4 млрд долл. США (+3%)

5. Испания – 12,4 млрд долл. США (+2%)

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Япония (с учетом госпитальных продаж) – 83,3 млрд долл. США (+4%)

Китай (госпитальные продажи) – 65,4 млрд долл. США (+14%)

Индия (розница) – 10,3 млрд долл. США (+10%)

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Латинская Америка (TOP-4) – 42,8 млрд долл. США (+17%) 

1. Бразилия – 22,7 млрд долл. США (+17%)

2. Мексика – 7,9 млрд долл. США (+2%)

3. Венесуэла – 6,5 млрд долл. США (+29%)

4. Аргентина – 5,7 млрд долл. США (+29%)

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Австралия/Новая Зеландия – 10,7 млрд долл. США (нет динамики)