The recently appointed President of Core Markets, Rufi Susanto, talks about overcoming dynamic markets such as Indonesia – its challenges and the factors for success. He also sees the importance of investing in education for employees and stakeholders can benefit idsMED in the long run. Rufi is a believer of the value of education above all, and is convinced that education will be the main focus of idsMED which can bring value-added impact in markets like Indonesia.
During the 2-hour interview session Rufi also talks about the opportunities, mergers and acquisitions, strategy, the company’s main objectives for the next three years, as well as the idsMED people and culture.
You can read the full interview below, or visit the original interview page here PharmaBoardroom.com
Below is the complete interview with PharmaBoardroom.com (On July 11th, 2017) :
Mr. Susanto, you hold two management roles within idsMED, being the president of core markets in addition to your role as managing director of the Indonesian affiliate. How has this dual role worked out for you so far?
“In my opinion, investing in educating stakeholders may not reap short term benefits but it will pay back on a long-term based on a loyal as well as capable sales force that will attract the right clients.”
Even though I have been the director of the Indonesian affiliate since 2013 when PT. Fondaco Mitratama – a company that I co-founded back in 1996 – was acquired by idsMED, I have just recently been appointed as president of the company’s core markets (Malaysia, Singapore and Indonesia). In fact, it is really interesting how despite the geographic proximity these markets are all very different and require tailor-made strategies according to their particularities. The business model has to be fully adapted when moving from the still very young Indonesian market to the more established but also more stagnant Malaysian economy and to Singapore, which is very developed and has a much more complex and rigid structure than the others.
Notwithstanding the diversity in those markets, I consider this three-dimensional leadership to be very beneficial for me in terms of broadening my exposure to other countries while learning the best practices of each market and trying to apply those in the others.
You have a vast experience within the healthcare industry, co-founding PT Fondaco Mitratama back in 1996 and now in your positions at idsMED. From your expertise, what are the main factors to succeed in a dynamic environment such as Indonesia from the medical distribution standpoint?
Indonesia has always been very challenging in terms of regulatory issues; it has not wrongly earned the reputation of being an unpredictable business environment with certain lack of transparency. Those issues are now gradually being resolved with the strong commitment of the government in implementing the universal healthcare system (Jaminan Kesehatan Nasional – JKN) and through the nationwide Government e-catalogue procurement method, which is providing a solid frame for healthcare businesses in the country.
When I started in the industry back in 1996, I was very fortunate to surround myself with people, who like me, believed in the value of education above all else. And up to this day I still remain convinced that education is our main focus in idsMED and is the main underpinning that ensures our value-added impact in Indonesia.
In my opinion, investing in educating stakeholders may not reap short term benefits but it will pay back on a long-term based on a loyal as well as capable sales force that will attract the right clients. People will remember who invested in their education early on.
Which would you say is the area still holding the largest potential for improvement in the Indonesian medical device industry?
I still have the dream that the local manufacturing capabilities in Indonesia will develop. The will of the government to encourage this development is present but few medical device companies are betting on manufacturing in Indonesia due to the higher production costs compared to neighbouring countries like China or India. Indeed, we had such intention in Fondaco but we never implemented it due to the high domestic manufacturing costs.
Nonetheless, I am committed to show patience, waiting for the day when we will be able to develop a local medical device manufacturing base in Indonesia since this is what the country needs: committed people and businesses that are ready to persist through a dry spin in the hopes of a more rewarding future. This is why I have high respect for companies such as ABN and MAK, which can proudly present high-quality solutions made locally in Indonesia.
In emerging countries, it is vital to have the right product portfolio to meet the local needs. How do you make sure to have the most appropriate solutions for Indonesia?
At idsMED, we are committed to providing not just products but solutions that perfectly fit the local market. In Indonesia, this devotion translates into an adapted portfolio that is in line with what we have singled out as the areas in most urgent need of our support. We can only make a difference if we identify those needs or limitations to provide solutions accordingly. In this sense, we have a strong sales force that is very close to our clients and continuously convey our customers’ limitations to us.
The JKN is one of the main factors boosting the national healthcare industry. Indeed, medical devices and hospital equipment play
