What follows is a list of examples of recent projects. The common denominator: all the projects involve innovative new healthcare treatments or approaches.

1. A large Japanese insurance company wanted to understand the latest trends in chronic disease management, a significant growth industry in the US, but they had no manpower or expertise in the field in the US.  Gregg L. Mayer & Company helped them research the industry, meet major US players, understand the underlying business model, and study the potential for application to Japan.  The company subsequently announced a pioneering new business in this field in Japan.
   
   
2. A US biotech company wanted to develop their lead product in Japan, the second largest market for their product in the world. But they did not want their management to take their eye off the ball in the US, the largest market.  Furthermore, they had little understanding of Japanese regulations and reimbursement. Gregg L. Mayer & Company estimated the size of the market, helped chart a course through the regulatory and reimbursement minefields, identified a group of opinion leading physicians, and facilitated the first trial in patients in Japan.
   
   
3. A Japanese investment firm wanted to assist one of their portfolio companies, an electronics company, with a new information storage technology in understanding the potential for the device in healthcare. Their challenge was they had no US contacts and did not know where to start.  Gregg L. Mayer & Company interviewed more than 30 industry participants including, end users, payers, and suppliers, and estimated the addressable market size.  The key strategic partners and sales channels were identified, and a plan to get the product to market was developed.
   
   
4. A US pharmaceutical company had already licensed their lead products to Japanese firms for sales in Japan.  However, they were unsure if their partners were prepared to fully exploit the potential Japanese market.  Gregg L. Mayer & Company quantified the size of the potential markets, charted a course through regulatory and reimbursement approval, calculated the potential market value of selling directly versus the status quo licensing arrangement, and helped the company decide whether or not to continue with their current business arrangements.