Paris in May. D. Grey

      1

      Looking out of his expansive office window on a bright September afternoon, Dr. Philip Hickman, the son of German immigrants, and recently appointed CEO, was determined to succeed. His drive was no different than it had always been. As early as junior high school, it was clear to all that he was a motivated achiever. Even then, he always tried to put himself in leadership positions. Always impeccably dressed and conscious of how he was perceived socially, Philip wanted to lead and make money. Not only did he sell candy and cigarettes out of his locker, he also held down an after-school job and participated in student government, all the while concentrating in the sciences. In high school and college, his primary focus was course work with an extracurricular involvement in choir. With that laser focus, he ultimately graduated near the top of his class. There was hardly any time to socialize with girls. One of the few exceptions was his junior and senior prom where he took very attractive dates. At his senior prom, he and his date were voted King and Queen of the affair. He was too smart to be needled or harassed by the guys because he always found a way to turn their wisecracks back on them. He knew how to play their macho games without spending too much time with them or becoming one of them. A few suspected his sexuality, but if he got wind of the talk, he would always show up with a girl on his arm to defuse the suspicions. At five feet, nine inches tall with a muscular build, black semi-curly hair, and a face like a model, he seemed to control every aspect of his life’s trajectory into his career. Now he was in control of the Tremont Pharmaceutical Company and determined to help make it grow.

      How to best approach new offshore business potential was much on his mind. South America, the Pacific Rim, and a few countries in the Middle East were all moving toward allowing the Tremont Pharmaceutical Company to sell its products in markets that had previously shut them out. However, building a viable business in every location simultaneously was not possible. A limited number of markets had to be chosen so products could be successfully matched to the demographics of each region and the countries within it. At 9:00 a.m. on Wednesday, Hickman, as chairman, called the executive committee together to hear the present state of the pharmaceutical markets within a given global region. Every member was present and ready to hear what had been uncovered since the last monthly meeting. Dr. Hickman called the meeting to order at 9:30 a.m., which gave the membership a few minutes to greet each other and chat a little.

      “Jeff, what do you have on the Pacific Rim?” Jeff was Jeffery Huggins, a hyperarticulate wordsmith with a seamless delivery and an aptitude for language. A natty dresser with a head full of unruly brown hair, he was a model of corporate elegance. Managing and representing competent people was his strength. Jeff and Philip Hickman were both food and wine connoisseurs who like to ply high-level government officials and leading-edge research scientists. Jeff had been with the company ten years and developed the reputation as a no-nonsense politico who, during years of government service, had learned to speak four Asian languages and cultivate lasting relationships among the powerful players, and even some shady characters in and out of public service around the world. Even though he had been asked numerous times to run for public office, he disliked being restricted by regulations and he liked the flow of money he always had access to.

      “As you all are aware, China has the largest market, but that market is saturated. Spending time and money there might be a waste of time. I think we will find our greatest success in a stable, unsaturated location. Of the four next most populous countries, the Philippines, Thailand, and Indonesia have or might have political difficulties that could significantly change the ease of doing business. Each has potential and needs to be watched. My people will keep me informed of any and all changes. Of the four, only Vietnam is worth serious attention at the moment and for the foreseeable future. So why should Vietnam be considered the best place to do business in the region? First, it has a stable government and wants business growth. Second, it has a governmental goal for universal healthcare. Healthcare rolls will explode shortly, and so will the need for pharma. Third, forty percent of the population still has