Bringing treatments to life
Bridging global commercial strategies with China GTM insights
Consulting Redefined
CHINA has opened new paths while intensifying global competition and go-to-market variability. Potential partners and investors now need sharper plans built on better insight into China, especially as political headwinds make ex-US success more important, new modalities demand commercialisation model innovation, and the gap between China and global markets remains wide.
More questions, fewer hands, less time.
But most consultancies still struggle to truly understand CN, to strip out the layers and overheads that divert budget from expert insights to inexperienced junior staff and backoffice, or to work with the agility that the market now demands.
This is where Vivara comes in. We combine differentiated China market depth, integrated global thinking and direct access to senior expertise, helping clients make faster, sharper decisions without the layers and rigidity of a traditional consulting model. With Vivara, you get a partner who truly understands local nuances and global perspectives, with an engagement model reflecting the new biopharma reality
Biopharma needs to understand China better, but without the value leakage
Benefits
Vivara's unique benefit rests on three pillars: true partnership mindset, deep knowledge & proven foresight, and agile value-driven collaboration
True Partnership
1
Any strategy is only as good as its applicability. Vivara focuses on understanding your problems, thinking in your shoes and adapting to your situation, so solutions fit your reality.
Deep Local Knowledge & Foresight
2
Strategies are most successful when sharp local market insight and know-how are integrated into your unique context. Our engagements are led by Dr Anthony Xu, with 10+ years of hands-on GTM experience, including co-founding and leading Europe and APAC practices at traditional consultancies (giving him first-hand insight into what works, and where traditional models fall short). His decade-long track record of anticipating market shifts has helped clients stay ahead of developments such as Hainan FTZ, cell therapy pricing and GTM, rare disease, PD-1, and China’s IIT landscape.
Agile Collaboration
3
Traditional consultancies often leave clients with high overheads, junior “pay-for-training” staff, and rigid fees and scope that won’t flex when priorities shift. With Vivara, you pay only for senior expertise, not layers of juniors or 'ghost partners'.
Benefits
Vivara's unique benefit rests on three pillars: true partnership mindset, deep knowledge & proven foresight, and agile value-driven collaboration
True Partnership
1
Any strategy is only as good as its applicability. Vivara focuses on understanding your problems, thinking in your shoes and adapting to your situation, so solutions fit your reality.
Deep Local Knowledge & Foresight
2
Strategies are most successful when sharp local market insight and know-how are integrated into your unique context. Our engagements are led by Dr Anthony Xu, with 10+ years of hands-on GTM experience, including co-founding and leading Europe and APAC practices at traditional consultancies (giving him first-hand insight into what works, and where traditional models fall short). His decade-long track record of anticipating market shifts has helped clients stay ahead of developments such as Hainan FTZ, cell therapy pricing and GTM, rare disease, PD-1, and China’s IIT landscape.
Agile Collaboration
3
Traditional consultancies often leave clients with high overheads, junior “pay-for-training” staff, and rigid fees and scope that won’t flex when priorities shift. With Vivara, you pay only for senior expertise, not layers of juniors or 'ghost partners'.
Solutions
Defining Early Commercial Strategy
NPP/ Portfolio Strategy
How can we shape our portfolio for sustained growth?
Which pipeline indications/ assets to prioritise?
What separates a minimal viable profile from a transformational profile?
What are the risks, gaps and synergies across our portfolio?
Which external opportunities or assets could strengthen our position?
Obtaining Local Market Insights
What really drives the difference between the US, EU, and CN markets? What is beneath the ‘surface level’ understanding of different awareness, diagnosis, and reimbursement?
What opportunities and risks does the local market present (e.g., novel accelerated commercialisation routes, clinical development and IIT pathways, local assets/ innovation)?
Which market forces most influence our valuation and GTM strategy?
Market Landscape
How do HCPs/ payers/ patients/ other stakeholders perceive our therapy? What barriers block adoption, and which levers along the product or patient journey could accelerate uptake?
What are our discrete segments (e.g., Medical Education gaps, value perception, patient access)?
How should our strategy tailor to segments (e.g., ‘pathfinders’ vs ‘brand builder’ vs ‘value generation’)?
Stakeholder Insights
Building a Winning GTM Model
GTM Strategy
What critical capabilities, resources, and activities are needed to win?
Which GTM model should we prioritise for EU, US and CN?
What are the trade-offs to consider (e.g., strategic synergy, time to peak/ operational feasibility, capital/ cash flow, legal/ geopolitical risk, scale effort, deal financials)?
Valuation/ BD Support
What is our forecast and valuation?
What scenarios (e.g., launch timing, market dynamics, partnership structure) should we model, and what sensitivities does it bring?
What costs and risks could influence outcomes, and how do they map to our GTM strategy and market nuances?
GTM Budget
What organisational structure do we need by market, and when should we invest in key roles?
How should our org structure flex by GTM model and strategy?
What level of commercial spend (headcount and external) is needed in the US, EU and CN to realise our commercial aspirations?
Solutions
Defining Early Commercial Strategy
NPP/ Portfolio Strategy
How can we shape our portfolio for sustained growth?
Which pipeline indications/ assets to prioritise?
What separates a minimal viable profile from a transformational profile?
What are the risks, gaps and synergies across our portfolio?
Which external opportunities or assets could strengthen our position?
Valuation/ BD Support
What is our forecast and valuation?
What scenarios (e.g., launch timing, market dynamics, partnership structure) should we model, and what sensitivities does it bring?
What costs and risks could influence outcomes, and how do they map to our GTM strategy and market nuances?
Obtaining Local Market Insights
What really drives the difference between the US, EU, and CN markets? What is beneath the ‘surface level’ understanding of different awareness, diagnosis, and reimbursement?
What opportunities and risks does the local market present (e.g., novel accelerated commercialisation routes, clinical development and IIT pathways, local assets/ innovation)?
Which market forces most influence our valuation and GTM strategy?
Market Landscape
Stakeholder Insights
How do HCPs/ payers/ patients/ other stakeholders perceive our therapy? What barriers block adoption, and which levers along the product or patient journey could accelerate uptake?
What are our discrete segments (e.g., Medical Education gaps, value perception, patient access)?
How should our strategy tailor to segments (e.g., ‘pathfinders’ vs ‘brand builder’ vs ‘value generation’)?
Building a Winning GTM Model
GTM Strategy
What critical capabilities, resources, and activities are needed to win?
Which GTM model should we prioritise for EU, US and CN?
What are the trade-offs to consider (e.g., strategic synergy, time to peak/ operational feasibility, capital/ cash flow, legal/ geopolitical risk, scale effort, deal financials)?
GTM Budget
What organisational structure do we need by market, and when should we invest in key roles?
How should our org structure flex by GTM model and strategy?
What level of commercial spend (headcount and external) is needed in the US, EU and CN to realise our commercial aspirations?
Selection of Dr Xu’s Client Experience
30+
Companies Dr Xu has supported (from global top 10 biopharma to 'first launch' biotech)
3
Continents Dr Xu's clients are based in (US, EU4+UK, Nordics, Switzerland, China, Japan)
∞
All commercial and medical functions (incl. Commercial Ops, Marketing, Market Access, Sales, Med Affairs)
