Table of Contents
• Each Frost & Sullivan research service follows a stringent methodology. Once a title has been identified, it is first subjected to a feasibility check to establish its potential impact and commercial viability.
• Once the go-ahead has been given, lead analysts work in conjunction with their team to fully scope the project, basing segmentation on market issues that have been ascertained through primary research at the feasibility stage.
• Having established the initial study structure, data collection commences, and the analyst team prepares for primary interviews. Contact lists are drawn up and interviews are arranged with known industry and end-user contacts, and internal Frost & Sullivan resources and databases are used to establish market straw models for subsequent validation.
• Once this step has been performed, there is sufficient information to design and validate the questionnaire that forms the basis of the primary interviews. The primary research is then conducted.
• Typically, a broad cross section of 20 to 30 interviews are conducted (depending on the number of participants in the market) of the following designations: product managers; marketing managers; marketing directors; heads of business development; the R&D community; trade and industry associations; opinion leaders in primary and secondary care, in both public and private sectors; and government officials and implementation agencies.
• These interviews, divided among geographical regions, provide the analyst team with crossverification of data and fresh input into revenues, growth rates, equipment replacement rates, unit shipments, installed base, and other market metrics. Frost & Sullivan takes a bottom-up approach, looking at market metrics country-by-country, to identify grassroots issues and the impact they will have on revenues and growth.
• These issues include an examination of how the healthcare delivery model differs from country to country, the regulatory framework for healthcare companies, the regulatory barriers to entry, and the best route to market for global companies and smaller market participants. These factors shape the market calculations, building up to an overall sizing of the market.
• Once all primary research has been completed, the transcripts can then be examined in-line with all secondary research and internal Frost & Sullivan databases. Input from primary research is applied to all market data to establish the market metrics.
• Sales activity and contracts are closely monitored throughout the year and are employed in conjunction with average pricings to establish base year revenues and market share. Wherever possible, revenues are based on invoice payment as opposed to order entry.
• The forecasting tool that Frost & Sullivan uses is based on the following:
o Econometric model
o Quantitative market input
o Qualitative trends that impact the growth rate
• Frost & Sullivan aims to ensure the reliability of its forecasting by implementing a series of quality checks. These include:
o Bottom-up approach
o Several respondents within one company
o Cross-validating with other market participants
o Unique relationships with the industry
• End-user input in all research services includes:
o Unmet needs
• Once the metrics are established, they are used to illustrate the qualitative lessons learned through secondary research and, principally, through primary interviews. These key lessons form the basis of Frost & Sullivan’s in-depth strategic recommendations as featured in every Market Engineering research service.
• Once the initial draft is complete, Frost & Sullivan takes its results back to the market, verifying it with known industry contacts at the European marketing director or business information level.
• After publication, industry feedback is provided and the market continues to be monitored. This drives the value proposition of the analyst access that Frost & Sullivan offers as part of its Growth Partnership Service.
• In Western Europe, although the market is saturated, there has been increased incidences of preterm births that have fuelled the requirement for specialised devices and skilled and trained professionals for these devices.
• A lack of funds in Western Europe has led to a trend of sharing maternal and neonatal care facilities among hospitals. Care providers are looking to offer cost-effective and safe treatment options, thereby providing better patient care. However, this restrains the revenue generated by equipment sales.
• The on-going consolidation of hospitals in the region because of budgetary constraints will adversely affect the growth of the neonatal intensive care unit (NICU) market. As NICUs and delivery beds are shared between merged hospitals, the need and demand for infant care equipment is facing a severe downturn.
• Due to budgetary constraints across several parts of Western Europe, hospitals are seeking alternative solutions, which has led to increased interest in rented and/or leased infant care solutions.
• The infant care solutions market in Western Europe is saturated. With a high replacement lifecycle, demand for the equipment is comparatively low and occurs at regular intervals. Furthermore, stiff competition, uneven reimbursement policies, and higher healthcare costs in the region has reduced the scope for expansion.
• Demand for all-in-one devices for the NICU is on the rise. Requirements for combined devices are rising, especially for infant incubators and radiant warmers, phototherapy systems with radiant warmers, and transport incubators that have the capabilities of a mobile NICU.
Key Questions This Study Will Answer
Is the market growing, how long will it continue to grow, and at what rate?
Are the existing competitors structured correctly to meet customer needs?
Will there be partnerships or mergers and acquisitions to gain market presence amongst vendors?
Would the end user prefer superior technology over a cost-effective method of treatment?
How are the demographic and infrastructure changes influencing the demand for devices within neonatal units?
There is an increase in demand for infant care solutions with an increasing patient population.
The market is likely to witness an increase in mergers, acquisitions, and partnerships as companies collaborate to gain profit.
A technically skilled workforce is needed to strengthen customer relationships for increased sales in this market.
To treat an increased patient base in NICU facilities, devices and skilled professionals are required in hospitals.
Limited hospital spending continues to restrict growth.
3 Big Predictions
NICU capabilities will expand in Western Europe.
Single, multifunctional devices will have an increased market presence.
Mergers and acquisitions would pave the way for companies to advance both technologically and geographically.
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