기업 이미징 IT 및 PACS(의료영상저장전송시스템), 호라이즌 리포트 : 세계 시장 구조, 예측, 경쟁 동향 및 워크플로우 수익화(2025-2036년)

Report Overview

This Marketstrat® Horizon Report analyzes the global enterprise imaging IT and picture archiving and communication systems (PACS) market from 2025 through 2036. It sizes and forecasts the software and directly attached services behind diagnostic viewing, image archiving, standalone RIS, radiology reporting, reader workflow, image exchange and patient access, and retained AI orchestration and governance.

The report ties the forecast to the decisions that set commercial outcomes: which application a customer replaces first, how a supplier earns additional scope, when contracted work becomes productive, and which payments survive renewal. Our view is that a first reader-platform award can open the way to later archive, reporting or workflow decisions, but a durable business still depends on accepted delivery and sustained payment. Independent suppliers need a continuing cross-system, service or specialized role as the customer's application environment changes.

Key Questions Answered

• How does the first platform award shape the next purchase, and what should buyers settle on follow-on pricing, data access and exit terms at that first award?
• What does a larger recurring contract actually represent once newly paid functionality, payments transferred from another supplier, and operating work moved into a managed service are separated?
• Where can AI-assisted reporting and orchestration earn durable payment after substitution of earlier fees?
• How should commercial strategy differ by country and by buyer type, from enterprise health systems to radiology groups and public imaging networks?
• Which operating conditions separate the Base, Bull and Bear scenarios, and which signals should change the outlook?

Market Snapshot

The market is defined as external vendor revenue for common imaging applications and directly attached services, including vendor-bundled managed hosting. Clinical AI algorithms, dedicated specialty analytics, scanners and hardware, modality workstations, general EHR, professional interpretation and directly provider-paid infrastructure are excluded. Functional, revenue-recognition and geographic views describe the same revenue and reconcile to one defined total.

Growth depends on more than clinical demand. The forecast rests materially on the transition from legacy license economics to recurring contracts and on additional paid applications, alongside imaging activity, paid coverage and pricing. Because vendor receipts can rise when hosting moves into the contract or when one supplier absorbs another's fees, the report distinguishes growth in vendor revenue from net expansion in health-system spending.

Key Market Trends

• 1. Core viewing and archives remain the commercial foundation. PACS and archive decisions carry the largest absolute opportunity, which keeps performance, interoperability, migration and support commercially consequential.
• 2. Reporting brings more competitors into the reader's day. Established reporting suppliers, enterprise platforms, independent AI specialists and provider-origin businesses now compete for the same workflow, and the economics depend on whether new fees add to or replace existing ones.
• 3. Recurring relationships carry more of the revenue. Subscriptions, committed usage and overages raise the importance of accepted billable activity, matched renewal pricing and retained paid modules.
• 4. Modular entry can become a route to consolidation. A bounded viewer or workflow award can strengthen a supplier's position for the next archive decision.
• 5. Managed hosting changes how growth should be read. Vendor receipts can increase as infrastructure responsibility moves into an application-service contract while the buyer's total operating cost moves differently.
• 6. Delivery capacity sets the quality of growth. Wider contracts raise migration, support and integration obligations, so repeatable implementation becomes a competitive advantage.

Competitive Structure

Competition is organized into seven Competitive Clusters: enterprise imaging and diagnostic platform suppliers; locally integrated PACS/RIS and segment-focused suppliers; archive, interoperability, image access and common data workflow businesses; reporting, speech and reader-productivity suppliers; unified reader platforms and provider-origin technology businesses; AI orchestration, marketplace and governance platforms; and EHR, cloud and infrastructure adjacencies.

Each assessment covers the relevant buying decision, product and service scope, distribution position, implementation obligations and the conditions for retained payment. The report applies a Five Forces assessment and the GTM Growth–Maturity Matrix to selected participants. Coverage spans 62 company, business-unit, platform, historical-participant and adjacency spotlight entries, including Pro Medicus/Visage, Sectra, Agfa HealthCare, Fujifilm, Philips, GE HealthCare, Intelerad, Siemens Healthineers, Merge/Merative, Dedalus, INFINITT, Hyland, Mach7, Microsoft/Nuance, Rad AI, Sirona Medical, RadNet/DeepHealth, deepc, Incepto, CARPL.ai, Epic and Oracle Health.

What's Inside

Global market structure and outlook: Base, Bull and Bear scenarios with annual forecasts through 2036, by function, revenue-recognition stream and region.

Markintel® strategic frameworks: M³ Market Momentum Matrix, M-TEM Technology Evolution Matrix, T-DIC transition windows, Solution Adoption and Growth, Upgrade and Package Ladder, and Ecosystem Collaboration Matrix.

Company spotlights: 62 entries organized by Competitive Cluster, with cross-references and an alphabetical index.

Regional and country analysis: Five regions and 31 countries and analytical clusters, each tied to local purchasing, delivery and affordability conditions.

Commercialization and operating economics: Architecture choices, pricing references, minimums and overages, implementation acceptance, cloud procurement, reporting monetization and retention measures.

Strategic priorities: Sensitivities, signposts, priorities by Competitive Cluster and a staged 12–24-month action agenda.

Who Should Read This Report

• Imaging-software, PACS and OEM executives and product leaders
• Strategy, corporate-development and M&A teams
• Investors and their advisors evaluating imaging IT businesses
• Commercial and channel leaders planning market entry or account expansion
• Health systems, radiology groups and imaging networks preparing platform, archive or reporting procurements
• Consultants and advisory firms serving the imaging value chain

Why This Report

Few market studies separate new spending from transferred spending. This report does: it reconciles functional, recognition and geographic views to one revenue boundary, keeps clinical AI outside the core so totals are not double counted, and tests the assumptions that matter most to the conclusions. The company analysis is specific about the decision, buyer and geography behind each competitive claim, and the recommendations are staged so that larger commitments follow accepted deployment and retained payment.

Report Details

• Title: Global Enterprise Imaging IT & PACS Horizon: Market Structure, Forecasts, Competitive Dynamics, and Workflow Monetization, 2025A–2036E
• Report Type: Markintel® Horizon Report
• Publisher: Marketstrat, Inc.
• Publication Date: October 2026
• Report ID: MINTH-02107
• Base Year and Forecast Period: 2025A; 2025A–2036E
• Length: 198 pages
• Content: 97 tables and 34 figures
• Format: PDF; Excel annual-data supplements available on request
• Regional Coverage: North America, Europe, Asia-Pacific, Latin America, Middle East and Africa
• Country Coverage: 31 countries and analytical clusters
• Competitive Coverage: 62 companies spotlighted across seven Competitive Clusters
• License Options: Individual $4,750 | Team $5,250 | Enterprise $8,950

Table of Contents

SECTION 1: EXECUTIVE SUMMARY

• 1.1 EXECUTIVE VIEW
• 1.2 WHERE MARKET GROWTH CONCENTRATES
  • Global functional outlook
• 1.3 THE COMMERCIAL MODEL CHANGES WITH THE DELIVERY OBLIGATION
  • Recurring relationships carry more of the revenue
  • Consolidation can proceed through selected replacements
  • Reporting and hosting change the interpretation of growth
• 1.4 COMPETITIVE OUTLOOK: SEVEN CLUSTERS, OVERLAPPING BUYING DECISIONS
  • Competitive landscape at a glance
• 1.5 GEOGRAPHIC PRIORITIES: PROTECT SCALE AND QUALIFY EXPANSION LOCALLY
  • Regional market outlook
• 1.6 SCENARIOS AND RISKS: EXECUTION DETERMINES HOW MUCH OPPORTUNITY BECOMES REVENUE
  • Global scenario outlook
• 1.7 EXECUTIVE IMPLICATIONS AND ACTIONS
• 1.8 SIGNALS TO WATCH OVER THE NEXT 12–24 MONTHS
• 1.9 SCOPE AND CONFIDENCE IN THE ESTIMATES
• 1.10 EXECUTIVE CONCLUSION

SECTION 2: RESEARCH SCOPE, DEFINITIONS, AND METHODOLOGY

• 2.1 PURPOSE AND MARKET DEFINITION
• 2.2 REVENUE BOUNDARIES AND COUNTING RULES
• 2.3 HISTORICAL MARKET CONSTRUCTION
• 2.4 COUNTRY ALLOCATION AND ANNUAL GROWTH
• 2.5 CONTRACT ECONOMICS AND ACTIVATION
• 2.6 FUNCTIONAL AND RECOGNITION-STREAM VIEWS
• 2.7 AI OVERLAP AND SPENDING TRANSFER
• 2.8 SCENARIOS AND UNCERTAINTY
• 2.9 EVIDENCE HANDLING AND ANALYTICAL RESPONSIBILITY
• 2.10 INTERPRETATION

SECTION 3: GLOBAL MARKET STRUCTURE AND OUTLOOK

• 3.1 MARKET OUTLOOK
  • Global market scenarios
• 3.2 CORE VIEWING AND ARCHIVES RETAIN THE LARGEST ABSOLUTE OPPORTUNITY
  • Global functional market
• 3.3 REPORTING COMPETITION CAN REDISTRIBUTE EXISTING SPENDING
• 3.4 RECURRING RECOGNITION BECOMES MORE IMPORTANT
  • Revenue by recognition stream
• 3.5 GEOGRAPHIC SCALE AND GROWTH REQUIRE DIFFERENT COMMERCIAL PRIORITIES
• 3.6 SENSITIVITIES IDENTIFY THE MOST CONSEQUENTIAL OPERATING EXPOSURES
• 3.7 STRATEGIC IMPLICATIONS
• 3.8 GLOBAL CONCLUSION
• 3.9 STRATEGIC THESIS: THE RENEWAL DECISION DETERMINES ACCESS TO A WIDER REVENUE POOL
• 3.10 FRAMEWORK ARCHITECTURE AND DECISION USE
• 3.11 M³ MARKET MOMENTUM MATRIX: SCALE AND GROWTH POINT TO DIFFERENT COMMERCIAL ROLES
  • Functional momentum and contribution to growth
• 3.12 M-TEM: MATURE TECHNOLOGY CAN STILL HAVE AN IMMATURE DELIVERY MODEL
• 3.13 T-DIC: THREE CONDITIONAL TRANSITION WINDOWS
• 3.14 SOLUTION ADOPTION AND GROWTH: MATCH THE SELLING MOTION TO THE BUYER’S ACTUAL TASK
• 3.15 REVENUE CREATION AND DISPLACEMENT: A NECESSARY COMMERCIAL BRIDGE
• 3.16 CLOUD CONTRACTS: DISTINGUISH SUPPLIER REVENUE FROM THE CUSTOMER’S OPERATING BILL
• 3.17 MARKINTEL UPGRADE & PACKAGE LADDER: SEQUENCE COMMITMENTS AROUND READINESS
• 3.18 ECOSYSTEM COLLABORATION: PARTNERSHIP VALUE DEPENDS ON OPERATING RESPONSIBILITY
• 3.19 STRATEGIC ROBUSTNESS: ACTIONS THAT REMAIN USEFUL ACROSS THE SCENARIOS

SECTION 4: COMPETITIVE CLUSTERS, COMPANY SPOTLIGHTS AND COMMERCIAL STRATEGY

• 4.1 COMPETITIVE THESIS: CONTROL IS DISTRIBUTED ACROSS THE IMAGING WORKFLOW
• 4.2 COMPETITIVE CLUSTERS AND COMPANY COVERAGE
  • Competitive cluster map and covered participants
• 4.3 HISTORICAL REVENUE SCALE: USEFUL CONTEXT, LIMITED RANKING PRECISION
  • Selected historical eligible-core revenue estimates
• 4.4 WHY COMPETITIVE POSITIONS ARE DIFFICULT TO DISPLACE, AND WHERE ENTRY REMAINS POSSIBLE
• 4.5 GTM GROWTH–MATURITY MATRIX: SELECTIVE COMPANY PLACEMENTS
  • Competitive dataset and placement rationale
  • Competitive context and growth–maturity highlights
• 4.6 COMPETITIVE CLUSTER 1: ENTERPRISE IMAGING AND DIAGNOSTIC PLATFORM SUPPLIERS
  • 4.6.1 Pro Medicus / Visage: the reader environment supports expansion, but each module needs a paid decision
  • 4.6.2 Sectra: enterprise scope increases strategic influence and operating obligations
  • 4.6.3 Agfa HealthCare: the quality of conversion matters more than the cloud-order label
  • 4.6.4 Philips: a substantial informatics platform needs an imaging-specific commercial account
  • 4.6.5 Fujifilm: breadth and local position support scale, but revenue scope remains important
  • 4.6.6 GE HealthCare legacy imaging IT: continuity of the installed business remains a distinct commercial task
  • 4.6.7 Intelerad: an acquired application platform with its own operating history
  • 4.6.8 Siemens Healthineers: define the software objective independently of scanner relationships
  • 4.6.9 Merge: current cloud development prevents a simple incumbent-versus-cloud narrative
• 4.7 COMPETITIVE CLUSTER 2: LOCALLY INTEGRATED PACS/RIS AND SEGMENT-FOCUSED SUPPLIERS
  • 4.7.1 Dedalus imaging IT: local workflow supports the enterprise relationship
  • 4.7.2 INFINITT: global application revenue requires a global competitive lens
  • 4.7.3 TechMatrix / PSP: cloud packaging changes the unit of purchase
  • 4.7.4 Telemis: local execution can preserve value in a broad platform market
  • 4.7.5 Neagen / Vitec: local imaging expertise and group scale are separate measures
  • 4.7.6 IMEXHS: the separation of software and professional reading is commercially decisive
  • 4.7.7 Konica Minolta imaging IT: integration and specialist partnerships coexist
  • 4.7.8 Canon Medical imaging IT: shared image management deserves separate treatment from specialty analysis
  • 4.7.9 RamSoft: a complete workflow proposition for defined operating environments
  • 4.7.10 Novarad: preserve the common-imaging perimeter within a broader portfolio
  • 4.7.11 CGM / VISUS: JiveX belongs in the imaging comparison independently of the parent EHR business
  • 4.7.12 NEXUS / CHILI: evaluate the imaging business at the application level
  • 4.7.13 Softway Medical imaging: distinguish the local imaging franchise from general hospital software
  • 4.7.14 Maincare: retained application and integration value must be separated from pass-through
  • 4.7.15 PaxeraHealth: breadth must become repeatable deployment
  • 4.7.16 IMAGE Information Systems: an application specialist can remain relevant in bounded replacements
  • 4.7.17 Neusoft imaging software: identify the software entity before interpreting scale
  • 4.7.18 Winning: a named local-supplier example with a deliberately limited financial claim
  • 4.7.19 B-Soft: local healthcare-IT context requires an imaging-specific boundary
  • 4.7.20 Xunfei imaging activity: identity and product scope remain bounded
  • 4.7.21 TechHeim: an identifiable Korean PACS participant without an inferred share
  • 4.7.22 Medsynaptic: alternative delivery configurations support a distinct commercialization model
  • 4.7.23 Pixeon: regional integration and modular imaging are relevant to Brazilian procurement
  • 4.7.24 MV imaging: integrated clinical software requires disciplined revenue allocation
  • 4.7.25 AKGUN imaging: interinstitutional capability should be separated from geographic revenue attribution
  • 4.7.26 Lifetrack Medical Systems: distributed reading requires a supportable application configuration
  • 4.7.27 BMD Software / PACScenter: web-based imaging spans provider and network configurations
• 4.8 COMPETITIVE CLUSTER 3: ARCHIVE, INTEROPERABILITY, IMAGE ACCESS AND COMMON DATA WORKFLOW
  • 4.8.1 Hyland
  • 4.8.2 Mach7
  • 4.8.3 Optum / Change legacy imaging: continuity and ownership labels must not obscure product scope
  • 4.8.4 Enlitic common data workflow: difficult data work can remain valuable through platform replacement
  • 4.8.5 PocketHealth: access adoption and paid adoption have different denominators
• 4.9 COMPETITIVE CLUSTER 4: REPORTING, SPEECH AND READER-PRODUCTIVITY SUPPLIERS
  • 4.9.1 Microsoft / Nuance: an active incumbent with a substantial reporting position
  • 4.9.2 Rad AI: independent reporting must retain value through incumbent response
  • 4.9.3 Solventum radiology reporting: a specialist perimeter inside a wider software business
  • 4.9.4 NewVue: reader operations can be sold through a platform partner
  • 4.9.5 New Lantern: distinguish the platform proposition from the evidence of paid scale
  • 4.9.6 RADPAIR: an identifiable reporting participant within the smaller-supplier pool
  • 4.9.7 nVoq: a speech-technology partner with a narrower role than the contracted imaging platform
• 4.10 COMPETITIVE CLUSTER 5: UNIFIED READER PLATFORMS AND PROVIDER-ORIGIN TECHNOLOGY BUSINESSES
  • 4.10.1 Sirona: the international contract is strategically significant, while activation remains the test
  • 4.10.2 RadNet / DeepHealth: internal experience and external demand require separate accounts
  • 4.10.3 Mosaic / Radiology Partners: internal scale provides a development environment, not an external revenue total
• 4.11 COMPETITIVE CLUSTER 6: AI ORCHESTRATION, MARKETPLACE AND GOVERNANCE PLATFORMS
  • 4.11.1 deepc: retained governance requires an operating proposition after integration
  • 4.11.2 Incepto: distribution and service economics must be separated from gross application resale
  • 4.11.3 CARPL.ai: catalog breadth needs a paid governance counterpart
  • 4.11.4 Ferrum Health: implementation evidence is useful only with the correct denominator
  • 4.11.5 Aidoc’s eligible platform activity: broader clinical reach is not the core-market denominator
  • 4.11.6 Bayer / Blackford: a historical case in platform durability
• 4.12 COMPETITIVE CLUSTER 7: EHR, CLOUD AND INFRASTRUCTURE ADJACENCIES
  • 4.12.1 Epic: EHR workflow influences imaging procurement without defining the entire imaging contract
  • 4.12.2 Oracle Health: EHR adjacency and a marketed PACS offering require a dual treatment
  • 4.12.3 Amazon Web Services: infrastructure can shape the application economics without replacing the application
  • 4.12.4 Microsoft Azure: separate the infrastructure relationship from Nuance application revenue
  • 4.12.5 Google Cloud: interoperable data services are an enabling layer
• 4.13 FIVE COMPETITIVE CASES THAT CHANGE COMMERCIAL INTERPRETATION
• 4.14 COMPETITIVE POSITIONS THAT WOULD STRENGTHEN OR WEAKEN THE THESIS
• 4.15 COMMERCIAL PRIORITIES BY PARTICIPANT
• 4.16 A PRACTICAL COMPETITIVE DASHBOARD
• 4.17 COMPETITIVE CONCLUSION

SECTION 5: REGIONAL AND COUNTRY MARKET ANALYSIS

• 5.1 REGIONAL SCALE AND THE LOCAL MECHANISMS OF COMMERCIALIZATION
  • Regional market outlook
  • Absolute growth and the changing Asia-Pacific mix
  • How to interpret the country analysis
  • Regional commercialization archetypes
• 5.2 NORTH AMERICA
  • Regional scenario reference
  • 5.2.1 United States
  • 5.2.2 Canada
• 5.3 EUROPE
  • 5.3.1 Germany
  • 5.3.2 France
  • 5.3.3 United Kingdom
  • 5.3.4 Italy
  • 5.3.5 Spain
  • 5.3.6 Republic of Ireland
  • 5.3.7 Nordics
  • 5.3.8 Benelux
  • 5.3.9 Central / Eastern Europe
  • 5.3.10 Rest of Europe
• 5.4 ASIA-PACIFIC
  • Regional scenario reference
  • 5.4.1 Mainland China
  • 5.4.2 Japan
  • 5.4.3 India
  • 5.4.4 South Korea
  • 5.4.5 Australia
  • 5.4.6 New Zealand
  • 5.4.7 Singapore / Taiwan
  • 5.4.8 Southeast Asia ex-Singapore
  • 5.4.9 South Asia ex-India
  • 5.4.10 Other Asia-Pacific
• 5.5 LATIN AMERICA
  • Regional scenario reference
  • 5.5.1 Brazil
  • 5.5.2 Mexico
  • 5.5.3 Rest of Latin America
• 5.6 MIDDLE EAST & AFRICA
  • Regional scenario reference
  • 5.6.1 Saudi Arabia
  • 5.6.2 United Arab Emirates
  • 5.6.3 Rest of GCC
  • 5.6.4 South Africa
  • 5.6.5 North Africa
  • 5.6.6 Rest of Middle East / Africa
• 5.7 CROSS-REGIONAL STRATEGIC SYNTHESIS
  • Image availability and application replacement must be evaluated separately
  • Local suppliers change the attainable package, not merely the headline price
  • Scale and growth require a two-part resource decision
  • Evidence that would change the geographic interpretation
• 5.8 GEOGRAPHIC CONCLUSION

SECTION 6: TECHNOLOGY, COMMERCIALIZATION AND OPERATING ECONOMICS

• 6.1 COMMERCIAL THESIS: THE DELIVERY OBLIGATION DETERMINES THE QUALITY OF GROWTH
• 6.2 ARCHITECTURE SELECTION SHOULD START WITH THE REPLACEMENT BOUNDARY
  • Architecture choice and the obligation it creates
• 6.3 BUYER-SPECIFIC CONFIGURATIONS DETERMINE THE SELLING MOTION
• 6.4 PRICING REFERENCES NEED A COMMON SCOPE BEFORE THEY BECOME BENCHMARKS
  • Selected contract references and their interpretation
• 6.5 MINIMUMS AND OVERAGES ALLOCATE DEMAND RISK
• 6.6 FOUR COMMERCIAL CLOCKS EXPLAIN WHY CONTRACT VALUE AND REVENUE DIFFER
• 6.7 IMPLEMENTATION SHOULD BE MANAGED AS A PORTFOLIO OF ACCEPTED WORKLOADS
  • Recommended implementation acceptance schedule
• 6.8 CLOUD PROCUREMENT NEEDS TWO ECONOMIC SCHEDULES
  • Match the buyer obligation to the supplier obligation
• 6.9 REPORTING MONETIZATION REQUIRES A POST-TRANSITION SPENDING TEST
• 6.10 PAID-MODULE ATTACHMENT SHOULD BE EVALUATED AT RENEWAL
• 6.11 INDEPENDENT ORCHESTRATION NEEDS A FUNDED CONTINUING ROLE
• 6.12 INTEROPERABILITY, SERVICE CONTINUITY AND GOVERNANCE HAVE CONTRACT-LEVEL CONSEQUENCES
• 6.13 RETENTION AND UNIT ECONOMICS SHOULD BE ASSESSED ON A MATCHED CUSTOMER BASE
  • Proposed measures for operating review
• 6.14 COMMERCIALIZATION PRIORITIES BY COMPETITIVE CLUSTER
• 6.15 SECTION CONCLUSION

SECTION 7: SCENARIO OUTLOOK, STRATEGIC PRIORITIES AND ACTION AGENDA

• 7.1 STRATEGIC THESIS: PACE COMMITMENTS AGAINST THE CONDITIONS REQUIRED FOR REVENUE
  • Global market scenarios
• 7.2 THE SCENARIOS CHANGE OPERATING CONDITIONS, NOT THE HISTORICAL DENOMINATOR
  • Principal operating assumptions that distinguish the scenarios
  • 7.3 BASE CASE: COORDINATED EXECUTION CREATES A LARGER RECURRING MARKET
  • 7.4 BULL CASE: FASTER IMPLEMENTATION MUST COINCIDE WITH RETAINED MONETIZATION
  • 7.5 BEAR CASE: A MARKET CAN GROW WHILE EXPANSION ECONOMICS DETERIORATE
  • 7.6 SENSITIVITIES IDENTIFY ECONOMIC EXPOSURE, NOT PROBABILITIES
• Terminal sensitivity to selected operating changes
• 7.7 FUNCTIONAL EXPOSURE CONCENTRATES IN BOTH CORE APPLICATIONS AND EXPANSION CATEGORIES
  • Functional distribution of the 2036 scenario spread
  • 7.8 GEOGRAPHIC EXPOSURE SEPARATES ABSOLUTE SCALE FROM RELATIVE DISPERSION
• Regional distribution of the 2036 scenario spread
• 7.9 OBSERVABLE SIGNPOSTS SHOULD BE TIED TO THE PARAMETER THEY CAN CHANGE
  • Evidence-to-decision monitoring schedule
  • 7.10 STRATEGIC PRIORITIES BY COMPETITIVE CLUSTER
  • 7.11 BUYER AND CORPORATE-DEVELOPMENT PRIORITIES
  • 7.12 A STAGED 12–24-MONTH ACTION AGENDA
  • 7.13 RISK BOUNDARIES AND INTERPRETATION LIMITS
  • 7.14 FINAL STRATEGIC CONCLUSION

APPENDIX A: REVENUE DEFINITIONS AND REPORTING CONVENTIONS

• A.1 PURPOSE AND MARKET BOUNDARY
• A.2 FUNCTIONAL DEFINITIONS
• A.3 REVENUE-RECOGNITION DEFINITIONS
• A.4 COUNTING AND COMPARABILITY RULES
• A.5 UNITS, YEARS AND CURRENCY
• A.6 FORMULA AND DENOMINATOR REFERENCE

APPENDIX B: GEOGRAPHIC COVERAGE AND MEMBERSHIP

• B.1 GEOGRAPHIC ALLOCATION
• B.2 COUNTRY AND CLUSTER MEMBERSHIP
• B.3 BOUNDARY CONVENTIONS THAT AFFECT COMPARISON
• B.4 HISTORICAL ALLOCATION AND UNCERTAINTY

APPENDIX C: SELECTED ASSUMPTIONS, SCENARIO DESIGN AND EVIDENCE LIMITS

• C.1 HISTORICAL MEASUREMENT BASIS
• C.2 FORECAST STRUCTURE AND SELECTED COMMON CONVENTIONS
• C.3 COUNTRY ASSUMPTIONS RETAINED IN THE FORECAST
• C.4 SCENARIO ASSUMPTIONS
• C.5 TERMINAL SENSITIVITIES ARE A DIFFERENT TEST
• C.6 EVIDENCE AND INTERPRETATION LIMITS
• C.7 STATUS OF STATEMENTS AND CALCULATIONS

APPENDIX D: ANNUAL FORECASTS AND DATA-COMPANION GUIDE

• D.1 GLOBAL ANNUAL SCENARIOS
• D.2 COVERAGE OF THE ANNUAL DATA COMPANION
• D.3 HOW TO USE THE TABLES
• D.4 DATA DICTIONARY AND EMPTY VALUES

APPENDIX E: COMPANY AND BUSINESS INDEX

• E.1 HOW TO USE THIS INDEX
• E.2 COMPETITIVE CLUSTER REFERENCE
• E.3 ALPHABETICAL COMPANY/BUSINESS INDEX
• E.4 ENTITY, OWNERSHIP AND SCOPE CONVENTIONS

APPENDIX F: FRAMEWORK INTERPRETATION AND COMMERCIAL TERMINOLOGY

• F.1 FRAMEWORK READING GUIDE
• F.2 COMMERCIAL TERMINOLOGY
• F.3 INTERPRETATION OF VISUAL FORMS
• F.4 COMMERCIAL MONITORING DEFINITIONS