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Partnering with NGOs NGOs would provide i+MED access to harder-to-reach, rural areas where a large percentage of HIV-infected people resided and where there were fewer

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Partnering with NGOs NGOs would provide i+MED access to harder-to-reach, rural areas where a large percentage of HIV-infected people resided and where there were fewer health care options. Although a number of small NGOs worked with AIDS patients in India, it was the larger NGOs such as the Avahan (Gates Foundation), Clinton Foundation, and the World Health Organization (WHO) that had influence over agencies such as NACO. The Gates Foundation's presence in India was primarily focused on HIV awareness and prevention, and the foundation operated independently of NACO. The Clinton Foundation and WHO operated as a support structure for NACO, filling holes and providing funding and expertise in laboratory work, research, and care as needed. A few smaller NGOs, such as YRG Cares, provided independent first- line care and treatment to HIV patients. TreatASIA, another international NGO, performed independent research. Partnering with one of the large NGOs would be procedurally similar to penetrating NACO, with slightly less bureaucracy but with more stringent requirements for qualification. However, recognition from a large NGO would mean significant influence with NACO for future sales. Smaller NGOs, on the other hand, were easier to penetrate, but represented a very small market. Looking Ahead Khun Komkrit had a difficult decision ahead of him. i+MED was a successful business, but entering a new market represented uncharted waters. The task required a significant commitment of finances and human resources. India seemed like a promising market, but one in which i+MED had no experience. But though India might not be the best market to launch CD4 SELECT and i+MED globally, it wasn't clear that sub-Saharan Africa was more promising. Perhaps i+MED should launch AlphaTHAL internationally first, or focus on its proven products, or begin with developed countries, or even wait and see how its commercialization pipeline turned out. i+MED had thrived by seizing every opportunity. Now Khun Komkrit wondered whether he had not too few opportunities, but too many

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