Decades ago, we searched for a name to set the tone for our company’s strategy and mindset. We chose to incorporate the word “Avenir,” French for “future”. As those of us in the pharmaceutical industry are well aware, nothing in this sector remain static or predictable. New technologies, new studies, and even new maladies all intersect with new regulations, policies and budgets to create a dynamic ecosystem and tracking these changes is a job almost
unto itself. BioAvenir was established in 2001.
It’s not easy to maintain a near-perfect track record of introducing and maximizing sales potential
for pharmaceuticals in the Israeli market. Our success is due to our keen focus on three goals:
To track Israel’s dynamic and unpredictable healthcare needs
To be the first to answer those needs by identifying and collaborating with the best partners worldwide
To quickly, smoothly and profitably bring their products to the Israeli market
Because of the complexity of Israel’s healthcare system, a significant component to proceeding smoothly through the process of introducing products to the market is the relationships between people. We nurture – and leverage – a vast network of strong, ongoing personal connections with all important decision-makers in the multi-pronged Israeli healthcare system. All this allows our partners to harness our deep market understanding, agility, and regulatory capabilities for maximum distribution and profit.
Our products are widely
present in all hospitals,
pharmacies and HOMEs in Israel
Experts in the
$3.4 billion - The estimated value of the
Israeli pharmaceutical Rx market
A steadily growing market Due to developments in the Israeli health system, improvements in life expectancy in Israel, and an increase in the number of patients with chronic illnesses.
Prescription medicines account for 20%
of total national health expenditures
Israel represents a highly centralized market for healthcare; only four HMOs insure 100% of the population in Israel, and are therefore responsible for 85% of pharmaceutical Rx market expenditures. While there are a number of private hospitals and clinics, most hospitals in the country are owned either by these HMOs or the government. This reality present both a significant advantage, as well as a challenge. On the one hand, this centralization means that there are fewer key people to approach and market to; maintaining ongoing, productive relationships with them makes each product’s introduction smoother. On the other hand, this small set of “targets” means there’s little room for error. A single mis-step with a single HMO can mean an immediate, substantial decrease in sales potential. Our expertise is in meticulously avoiding this scenario.
And then there are the economic factors: the Israeli pharmaceuticals industry itself is subject to (and limited by) HMOs and medical institutions’ budgets; the government reimbursement list; price control; and changing trends in ethical considerations and generic medicines’ supply and demand. Carefully developing pricing models and sales strategies is critical to success.
Finally, the Israeli Ministry of Health places high regulatory entry barriers on pharmaceutical companies. The registration process in Israel is complex and subject to the Ministry’s stringent requirements, which often change and are particularly challenging to keep up with. Our attention to this area has proven worthwhile, partner after partner, product after product.