What are your company's localization plans in China?

The headquarters attaches great importance to the Chinese market and has a good understanding of the characteristics and potential of the business in China. Being Chinese, I am especially aware of how to integrate the company's localization plan with national policy.

For example, the government of Hainan established the Hainan Boao Lecheng International Medical Tourism Pilot Zone, where a list of new medicines, not including vaccines, and devices for clinical use can be imported upon the approval of the Hainan provincial government.

Allergan was one of the first foreign enterprises to bring products to the pilot zone. We introduced a mini-invasive product to cure glaucoma, and so far, three patients in Hainan have used the product and recovered pretty well. Next, we are considering promoting the approval process of the product.

In our cooperation with Chengdu, we noticed that Chengdu is a critical link in the Belt and Road Initiative. Therefore, we explored a new transportation route for goods by taking advantage of the BRI logistics, including the cross-continental China-EU Express Railway.

We will continue to invest in Chengdu and will launch the first consumer experience center there soon, where consumers can gain basic medical aesthetics knowledge. We also plan to team up with local e-commerce enterprises such as Alibaba Health, facilitating the integration of offline experience and online information search.

What is your advice for medical aesthetics consumers and institutions?

For medical aesthetics consumers, I suggest they go to certified medical institutions and use government-approved medical products and qualified doctors. In addition, public education is necessary. The ideal concept of medical aesthetics is that it makes you a more beautiful version of yourself, rather than transforming you into another person.

For medical aesthetics institutions, I think the future of the market is promising, and there is still huge untapped potential. We look forward to working with medical institutions to promote the sustainable development of the industry.

What's your view of China's policy on foreign enterprises and foreign investment? How can the country further improve its business environment for foreign investors?

I think the overall business environment for foreign investors is quite healthy. China is further opening up to the outside world, and both the central and local authorities are supportive of foreign enterprises doing business in China.

In addition, local government authorities are quite professional. To facilitate cooperation with us, they are willing to acquire professional knowledge. We respect the efforts the Chinese government has made to improve its business environment for foreign enterprises.

The Chinese government has been optimizing its approval process and making its supervision more scientific. I believe the government can continue doing so. For a pharmaceutical enterprise, accelerating the approval process of new products is critical. It may take six to eight years for a product launch, and even a one-year reduction in the approval period means a lot to us and patients as well.

How has innovation changed your company's business in China?

For foreign enterprises, to combine global strategy with China's specific conditions, and to adapt to the industry's rapid changes and development, innovation is always a priority, which includes cooperation with top local business schools and Alibaba Health. These efforts, which are yet to be tested in the global market, have been introduced in China to meet local needs.

I believe only through innovation can we find the right path to ensure sustainable growth of the company and promote the healthy and sustainable development of China's healthcare industry.