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2020-05-26New business models emergeWill genetics usher in a new era of healthcare? Is the entire health ecosystem ready for reinvention? Can digital healthcare in life sciences exceed patient expectations?Expanding Ecosystems3/assets/rbccm/images/gib/healthcare/article_3_thumbnail_sm.jpg/assets/rbccm/images/gib/healthcare/article_3_thumbnail.jpg<h3>Shifting Paradigms</h3>
<p>As the convergence of healthcare and technology has accelerated, new business models are rapidly emerging. </p>
<p>In the traditional biopharma model, the customer would be a physician, R&D tools would be chemical or biological, the end product a pill or vial, and the competitors pharma and biotech players.</p>
<p>The digital revolution in healthcare is shifting this long-established paradigm. Today, biopharma companies’ customer groups have grown to include patients of all ages, providers and payers—all equipped with smartphones and apps that generate a vast amount of digital information to empower their decision-making. R&D has added genetic information and digital capability to its toolset. The end product has broadened beyond the pill to include health outcomes enabled by digital devices and therapeutics. And the competitive set has seen the addition of technology players, including consumer-focused apps and online services, as well as digital health and digital therapeutics firms.</p>
<p class="photo-frame text-center"><img style="width: 100%;" src="/assets/rbccm/images/gib/healthcare/Healthcare-Article-3-Graph-1.png" alt="" /></p>
<h3>A Changing Ecosystem</h3>
<p>Indeed, digital and AI applications are radically changing key areas of the biopharma ecosystem and how patients manage their healthcare.</p>
<p>In pre-clinical research, technology is enabling everything from a deeper mining of literature, to predictive modeling and gene-function annotation. Digital apps are simulating molecular dynamics and pushing the limits of cellular imaging.</p>
<p>In clinical trials, digital transformation is helping to automate testing procedures, build global patient databases and collect real-world data.</p>
<p>In diagnostics, tech powers digital pathology, home-based body diagnosis, and computational analysis of tissue arrays. Just like your car leaves the factory with hundreds of sensors that can trigger the check engine light, humans will have wearable and/or implantable sensors to alert them when something is not functioning properly. Another burgeoning area is immune cell monitoring and digital analysis through just a finger prick.</p>
<p>At the point of patient care, digital applications are already delivering virtual consultations, remote monitoring, VR-based cognitive therapy and digital Rx. Demand for telehealth services and health-based social platforms is also increasing and especially vital in a world facing new challenges such as the COVID-19 pandemic.</p>
<p><img src="/assets/rbccm/images/gib/healthcare/healthcare-article-3-graph-2.png" alt="AI and Digital applications are changing key areas of the Healthcare Ecosystem" /></p>
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</div>
<h3>Digital Transformation</h3>
<p>The digital revolution presents both threats and opportunities to incumbent biopharma companies. Tech is powering efficiencies in all stages of the current ecosystem and is also enabling healthcare providers to expand their capabilities from treatment to prevention.</p>
<div class="quotebox">
<p>“Tech is powering efficiencies in all stages of the current ecosystem and is also enabling healthcare providers to expand their capabilities.”</p>
<p class="attribution" style="color: #0070a3;">– Greg Wiederrecht, Ph.D.</p>
<div class="quote-share">
<p style="display: inline-block;"><span style="margin-right: 15px;">Share </span><a class="blue-circle-outline-sm" href="https://www.linkedin.com/shareArticle?mini=true&url=https%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge&title=New%20healthcare%20business%20models%20emerge&source=www.rbccm.com" target="_blank" rel="noopener" aria-label="Connect by LinkedIn"><em class="fa fa-linkedin" style="color: #0051a5; margin-left: 3px;"> </em></a> <a class="blue-circle-outline-sm" href="https://twitter.com/home?status=New%20business%20models%20emerge%20https%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge" target="_blank" rel="noopener" aria-label="Connect by X"><em class="fa fa-twitter" style="color: #0051a5; margin-left: 3px;"> </em></a> <a class="blue-circle-outline-sm" href="mailto:?subject=New%20business%20models%20emerge&body=I%20found%20this%20insights%20piece%20from%20RBC%20Capital%20Markets%20informative%20and%20thought%20it%20might%20be%20of%20interest%20to%20you%3A%0D%0Dhttps%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge&title=New business models emerge" aria-label="Connect by Email"><em class="fa fa-envelope" style="color: #0051a5; margin-left: 3px;"> </em></a></p>
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<p> </p>
<p>The increased digitization of human experiences gives access to a wealth of information and knowledge that could help intervene before disease has a chance to strike. A prime example of this is collating data from an Apple Watch to screen for irregular heart rhythms and detect undiagnosed atrial fibrillation. At the other end of the spectrum, digital transformation allows a completely new class of therapies such as digital therapeutics to support specific disorders.</p>
<p>McKinsey and Company’s international survey shows that more than 75% of patients expect to use digital healthcare services in the future.<sup>1</sup> Patients are seeking technology that delivers a level of care they can rely on and trust. Ultimately, the aim of the digital revolution is to develop healthier societies and lower the cost of care.</p>
<p style="word-wrap: break-word;"><sup>1 Source: McKinsey and Company, Healthcare’s Digital Future, July 2014. https://www.mckinsey.com/~/media/McKinsey/Industries/Healthcare%20Systems%20and%20Services/Our%20Insights/Healthcares%20digital%20future/Healthcares%20digital%20future.ashx</sup></p><ul>
<li>Customer groups, R&D and competitors are all rapidly expanding</li>
<li>Tech is reinventing every facet of the biopharma ecosystem</li>
<li>Innovations in patient care is driving adoption of digital services</li>
</ul>text2 min1 minHealthcare Models, Digital Healthcare, Digital Healthcare Apps, Digital Health Diagnostics, Expanding R&D, Healthcare & Tech Convergence, Healthcare Services, Clinical Trials, Remote Patient Monitoring, Digital Therapeutics, Biopharma ecosystem, Cost of CareN/templatedata/rbccm/episode/data/healthcare/amazon_cvs_and_google_healthcare_reimagined/templatedata/rbccm/episode/data/healthcare/big_tech_vs_big_pharma/templatedata/rbccm/episode/data/healthcare/the_healthcare_data_explosionGreg Wiederrecht, Ph.D./assets/rbccm/images/gib/healthcare/greg-wiederrecht.jpgManaging Director, Healthcare Investment Bankinggreg.wiederrecht@rbccm.comhttps://www.linkedin.com/in/gregwiederrecht/Sasson Darwish/assets/rbccm/images/gib/healthcare/sasson-darwish.jpgManaging Director, AI, Analytics and IoT & Israel Country Coverage, Global Technology Investment Bankingsasson.darwish@rbccm.com https://www.linkedin.com/in/sassdarwish/Andrew Callaway/assets/rbccm/images/gib/healthcare/andrew-callaway.jpgManaging Director, Global Head of Healthcare Investment Bankingandrew.callaway@rbccm.comhttps://www.linkedin.com/in/andrew-cal-callaway
DEBUG: DCR
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DCR
2020-05-26New business models emergeWill genetics usher in a new era of healthcare? Is the entire health ecosystem ready for reinvention? Can digital healthcare in life sciences exceed patient expectations?Expanding Ecosystems3/assets/rbccm/images/gib/healthcare/article_3_thumbnail_sm.jpg/assets/rbccm/images/gib/healthcare/article_3_thumbnail.jpg<h3>Shifting Paradigms</h3>
<p>As the convergence of healthcare and technology has accelerated, new business models are rapidly emerging. </p>
<p>In the traditional biopharma model, the customer would be a physician, R&D tools would be chemical or biological, the end product a pill or vial, and the competitors pharma and biotech players.</p>
<p>The digital revolution in healthcare is shifting this long-established paradigm. Today, biopharma companies’ customer groups have grown to include patients of all ages, providers and payers—all equipped with smartphones and apps that generate a vast amount of digital information to empower their decision-making. R&D has added genetic information and digital capability to its toolset. The end product has broadened beyond the pill to include health outcomes enabled by digital devices and therapeutics. And the competitive set has seen the addition of technology players, including consumer-focused apps and online services, as well as digital health and digital therapeutics firms.</p>
<p class="photo-frame text-center"><img style="width: 100%;" src="/assets/rbccm/images/gib/healthcare/Healthcare-Article-3-Graph-1.png" alt="" /></p>
<h3>A Changing Ecosystem</h3>
<p>Indeed, digital and AI applications are radically changing key areas of the biopharma ecosystem and how patients manage their healthcare.</p>
<p>In pre-clinical research, technology is enabling everything from a deeper mining of literature, to predictive modeling and gene-function annotation. Digital apps are simulating molecular dynamics and pushing the limits of cellular imaging.</p>
<p>In clinical trials, digital transformation is helping to automate testing procedures, build global patient databases and collect real-world data.</p>
<p>In diagnostics, tech powers digital pathology, home-based body diagnosis, and computational analysis of tissue arrays. Just like your car leaves the factory with hundreds of sensors that can trigger the check engine light, humans will have wearable and/or implantable sensors to alert them when something is not functioning properly. Another burgeoning area is immune cell monitoring and digital analysis through just a finger prick.</p>
<p>At the point of patient care, digital applications are already delivering virtual consultations, remote monitoring, VR-based cognitive therapy and digital Rx. Demand for telehealth services and health-based social platforms is also increasing and especially vital in a world facing new challenges such as the COVID-19 pandemic.</p>
<p><img src="/assets/rbccm/images/gib/healthcare/healthcare-article-3-graph-2.png" alt="AI and Digital applications are changing key areas of the Healthcare Ecosystem" /></p>
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</div>
<h3>Digital Transformation</h3>
<p>The digital revolution presents both threats and opportunities to incumbent biopharma companies. Tech is powering efficiencies in all stages of the current ecosystem and is also enabling healthcare providers to expand their capabilities from treatment to prevention.</p>
<div class="quotebox">
<p>“Tech is powering efficiencies in all stages of the current ecosystem and is also enabling healthcare providers to expand their capabilities.”</p>
<p class="attribution" style="color: #0070a3;">– Greg Wiederrecht, Ph.D.</p>
<div class="quote-share">
<p style="display: inline-block;"><span style="margin-right: 15px;">Share </span><a class="blue-circle-outline-sm" href="https://www.linkedin.com/shareArticle?mini=true&url=https%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge&title=New%20healthcare%20business%20models%20emerge&source=www.rbccm.com" target="_blank" rel="noopener" aria-label="Connect by LinkedIn"><em class="fa fa-linkedin" style="color: #0051a5; margin-left: 3px;"> </em></a> <a class="blue-circle-outline-sm" href="https://twitter.com/home?status=New%20business%20models%20emerge%20https%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge" target="_blank" rel="noopener" aria-label="Connect by X"><em class="fa fa-twitter" style="color: #0051a5; margin-left: 3px;"> </em></a> <a class="blue-circle-outline-sm" href="mailto:?subject=New%20business%20models%20emerge&body=I%20found%20this%20insights%20piece%20from%20RBC%20Capital%20Markets%20informative%20and%20thought%20it%20might%20be%20of%20interest%20to%20you%3A%0D%0Dhttps%3A//www.rbccm.com/en/gib/healthcare/episode/new_healthcare_business_models_emerge&title=New business models emerge" aria-label="Connect by Email"><em class="fa fa-envelope" style="color: #0051a5; margin-left: 3px;"> </em></a></p>
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<p> </p>
<p>The increased digitization of human experiences gives access to a wealth of information and knowledge that could help intervene before disease has a chance to strike. A prime example of this is collating data from an Apple Watch to screen for irregular heart rhythms and detect undiagnosed atrial fibrillation. At the other end of the spectrum, digital transformation allows a completely new class of therapies such as digital therapeutics to support specific disorders.</p>
<p>McKinsey and Company’s international survey shows that more than 75% of patients expect to use digital healthcare services in the future.<sup>1</sup> Patients are seeking technology that delivers a level of care they can rely on and trust. Ultimately, the aim of the digital revolution is to develop healthier societies and lower the cost of care.</p>
<p style="word-wrap: break-word;"><sup>1 Source: McKinsey and Company, Healthcare’s Digital Future, July 2014. https://www.mckinsey.com/~/media/McKinsey/Industries/Healthcare%20Systems%20and%20Services/Our%20Insights/Healthcares%20digital%20future/Healthcares%20digital%20future.ashx</sup></p><ul>
<li>Customer groups, R&D and competitors are all rapidly expanding</li>
<li>Tech is reinventing every facet of the biopharma ecosystem</li>
<li>Innovations in patient care is driving adoption of digital services</li>
</ul>text2 min1 minHealthcare Models, Digital Healthcare, Digital Healthcare Apps, Digital Health Diagnostics, Expanding R&D, Healthcare & Tech Convergence, Healthcare Services, Clinical Trials, Remote Patient Monitoring, Digital Therapeutics, Biopharma ecosystem, Cost of CareN/templatedata/rbccm/episode/data/healthcare/amazon_cvs_and_google_healthcare_reimagined/templatedata/rbccm/episode/data/healthcare/big_tech_vs_big_pharma/templatedata/rbccm/episode/data/healthcare/the_healthcare_data_explosionGreg Wiederrecht, Ph.D./assets/rbccm/images/gib/healthcare/greg-wiederrecht.jpgManaging Director, Healthcare Investment Bankinggreg.wiederrecht@rbccm.comhttps://www.linkedin.com/in/gregwiederrecht/Sasson Darwish/assets/rbccm/images/gib/healthcare/sasson-darwish.jpgManaging Director, AI, Analytics and IoT & Israel Country Coverage, Global Technology Investment Bankingsasson.darwish@rbccm.com https://www.linkedin.com/in/sassdarwish/Andrew Callaway/assets/rbccm/images/gib/healthcare/andrew-callaway.jpgManaging Director, Global Head of Healthcare Investment Bankingandrew.callaway@rbccm.comhttps://www.linkedin.com/in/andrew-cal-callaway
12025-04-02Unprecedented and unpredictable: What to expect from Trump’s trade warI hosted a discussion for RBC clients with Steve Verheul, Canada’s Chief Trade Negotiator during the first Trump Administration, and now a member of the Prime Minister’s trade advisory council. Here’s some of what he shared.noneInsights/assets/rbccm/images/insights/2025/20250401-unprecedented-unpredictable-and-contradictory-th.jpg/assets/rbccm/images/insights/2025/20250401-unprecedented-unpredictable-and-contradictory-banner.jpghttps://www.rbccm.com/en/story/story.page?dcr=templatedata/article/story/data/2025/04/unprecedented-unpredictable-and-contradictory-what-to-expect-from-trumps-trade-warnone<h2>1. Canada-U.S. headed toward even greater trade conflict</h2>
<ul>
<li>We will be lumped in with the “Dirty 15” that have the biggest trade surpluses with the U.S. They include China, Canada, Mexico, the European Union, Vietnam, India, Japan, South Korea, Brazil, Thailand, Malaysia and Indonesia.</li>
<li>We may face 14-15% tariffs, although it could start smaller and grow until a trade balance is achieved.</li>
<li>Do not expect many exemptions, including on energy and food, at the start.</li>
<li>Canada will hit back with counter-tariffs, as mapped out earlier this winter.</li>
<li>Prime Minister Mark Carney won’t negotiate until the sovereignty threat is retracted.</li>
<li>Verheul does not recommend negotiating at all unless there is an agreement that duty-free status for Canada is still an option.</li>
<li>All the major countries and regions are trying to negotiate exemptions and carve-outs. The Eurasia Group believes Canada is still in the light tariff category, according to a grid of U.S. negotiating plans of small, medium, large (7%, 15%, 30%).</li>
</ul>
<h2>2. The U.S. approach will be unprecedented and unpredictable</h2>
<ul>
<li>U.S. President Donald Trump will receive reports next week on an array of topics, which will determine U.S. trade action on everything, from China to deficits to currency manipulation.</li>
<li>There are indications that the president will start low and grow.</li>
<li>The implementation schedule may not be clear, nor is there clarity on possible exemptions.</li>
<li>Reciprocal tariffs will be applied using a combination of tools including the International Emergency Economic Powers Act (IEEPA), a U.S. federal law, and Section 338 of the Tariff Act of 1930, or Section 301 of the Trade Act of 1974.</li>
<li>The U.S. Congress enacted IEEPA nearly 50 years ago to give the president the power to act promptly to protect the nation’s security—it had never been used.</li>
<li>April 2—the day Trump is expected to announce reciprocal tariffs—is the beginning, not the end, as negotiations will ensue.</li>
<li>The U.S. is thinking about excluding many countries and narrowing its list and focusing on a list of key sectors, as global tariffs would be too complex. The U.S. would have to go from 17,000 tariff lines to three million tariff lines, which would be impossible to administer.</li>
</ul>
<h2>3. The U.S. strategy is contradictory</h2>
<ul>
<li>It’s hard to negotiate as the U.S. is aiming for an outcome that tariffs may not be able to deliver.</li>
<li>The U.S. aim is to reshore manufacturing, but companies will require years to do that, and tariffs will cause near-term damage to the U.S. economy.</li>
<li>Supply chains are also too complex, and costly, to reshore.</li>
<li>It will inflict a lot of self-harm, which the administration appears willing to look past. The U.S. applied tariffs on steel and aluminum even though it requires imports to meet 50% of demand. As an example, the U.S. will need to build four Hoover dams to meet the energy requirements to produce steel domestically.</li>
<li>The administration is also trying to extract non-tariff concessions from a range of countries. Expect services to be thrown in, althought the U.S. has no apparent strategy or infrastructure within government to negotiate complex sectors.</li>
<li>The U.S. administration doesn’t fully understand the implications of what they are trying to do, caught between trying to move very quickly and the stark reality that companies cannot reshore quickly.</li>
<li>“It‘s hard to negotiate with a country willing to shoot itself in the foot.”</li>
</ul>
<h2>4. Trump’s approach is fundamentally different this time</h2>
<ul>
<li>His core advisors now are Peter Navarro, Steven Miller and Howard Lutnick, who lack institutional knowledge on trade and current agreements.</li>
<li>Robert Lighthizer, who led talks during Trump 1, had clear authority as well as expertise.</li>
<li>Jamieson Greer, the current U.S. Trade Representative (USTR), is not yet playing a big role, and focussed largely on China.</li>
<li>Lutnick has most influence on the Canada file, including oversight of USTR.</li>
<li>Trump is committed to five strategic sectors: steel, aluminum, lumber, semiconductors and pharmaceuticals.</li>
</ul>
<h2>5. VAT will remain a problem</h2>
<ul>
<li>The U.S. administration is coming down hard on the EU and Canada on what it views as unfair trade practice in value added tax (VAT) and general sale tax (GST).</li>
<li>The EU won’t budge, and it’s hard to see Canada making concessions as it’s a critical revenue source.</li>
<li>The issue will be contentious globally as 90% of countries have some form of GST like VAT.</li>
</ul>
<h2>6. USMCA is at risk</h2>
<ul>
<li>Verheul suggests leaving dairy, digital services tax (DST), and other contentious issues as is until there is proper negotiation.</li>
<li>He would not negotiate until tariffs are removed, and the U.S. expresses willingness to protect duty-free access. Without that commitment to duty-free, the U.S. Mexico-Canada (USMCA) trade agreement would not be worth fighting for.</li>
<li>He suggests sticking with the trilateral approach. Canada made “a significant mistake” by isolating Mexico early on.</li>
<li>Mexico is better to have at the table as it makes Canada look better, especially as the U.S. is more concerned with the southern border. Let Mexico take the heat.</li>
</ul>
<h2>7. Canada needs a strategic offramp</h2>
<ul>
<li>The U.S. is interested in broader continental security, but that’s hard to discuss if it’s not committed to trade access.</li>
<li>Canada’s premiers are also not aligned on what concessions to make.</li>
</ul>
<h2>8. Chinese investments will be a target</h2>
<ul>
<li>That would be tricky, especially for critical minerals.</li>
<li>Canada has taken a number of measures to restrict Chinese foreign direct investment in sensitive areas. That was largely done in reaction to U.S. concerns, but presents a challenge to Canada in how it develops its critical mineral resources.</li>
<li>Canada needs to rethink its relationship with China through the prism of critical minerals and border security.</li>
</ul>
<h2>9. China’s reaction to U.S. actions will be key</h2>
<ul>
<li>China has signalled it will retaliate with countermeasures, including tariffs, sanctions, and export controls to U.S. actions but only after U.S. measures take effect.</li>
<li>China will likely respond by targeting U.S. agriculture, as it’s the top importer of U.S. agriculture, at US$33.7 billion, followed by Mexico at US$28.2 billion, and Canada at US$27 billion.</li>
</ul>
<h2>10. Markets may prove to be the final check and balance</h2>
<ul>
<li>Trump still considers stock markets to be the leading arbiter. So far, they have been muted or resilient in response to tariff threats, at least in daily swings.</li>
<li>Business and consumer confidence is being hit, and causing an investment slowdown.</li>
<li>The S&P 500 is down 7.1% since Trump’s January 20 inauguration. The index is 9.3% lower than its all-time high, achieved on February 19, 2025.</li>
</ul>Disclaimer<p>This article is intended as general information only and is not to be relied upon as constituting legal, financial or other professional advice. A professional advisor should be consulted regarding your specific situation. Information presented is believed to be factual and up-to-date but we do not guarantee its accuracy and it should not be regarded as a complete analysis of the subjects discussed. All expressions of opinion reflect the judgment of the authors as of the date of publication and are subject to change. No endorsement of any third parties or their advice, opinions, information, products or services is expressly given or implied by Royal Bank of Canada or any of its affiliates.</p>text4 minTariffs, Trade, Canada U.S. Trade Tariffs, China Trade War, Aluminum Tariffs, Steel Tariffs, John StackhouseenglobalinsightsOur Expert1/templatedata/rbccm/authors/data/john-stackhousejohn-stackhouseJohn StackhouseSenior Vice President, Office of the CEO, Royal Bank of Canada N/assets/rbccm/images/authors/john-stackhouse.jpghttps://www.linkedin.com/in/john-stackhouse-a113419 <p>John Stackhouse is a nationally bestselling author and one of Canada’s leading voices on innovation and economic disruption. He is senior vice-president in the Office of the CEO at Royal Bank of Canada, leading the organization’s research and thought leadership on economic, technological and social change. Previously, he was editor-in-chief of the Globe and Mail and editor of Report on Business. He is a senior fellow at the C.D. Howe Institute and the Munk School of Global Affairs and Public Policy and sits on the boards of Queen’s University, the Aga Khan Foundation of Canada and the Literary Review of Canada. His latest book, Planet Canada: How Our Expats Are Shaping the Future, explores the untapped resource of the millions of Canadians who don’t live here but exert their influence from afar.</p>
<p> </p>By <b>John Stackhouse, RBC</b> By <b>John Stackhouse, RBC</b> 1/templatedata/article/story/data/2025/04/us-reciprocal-tariffs-spare-canadamexico/templatedata/article/story/data/2025/04/tracking-the-global-consumer/templatedata/article/story/data/2025/03/what-is-the-impact-of-tariffs-on-the-us-economyI hosted a discussion for RBC clients with Steve Verheul, Canada’s Chief Trade Negotiator during the first Trump Administration, and now a member of the Prime Minister’s trade advisory council. Here’s some of what he shared.tariffs, trade, trade war, Canada U.S. trade tariffs, china trade war, aluminum tariffs, steel tariffs, john stackhouse rbc, rbc capital markets insight
Unprecedented and unpredictable: What to expect from Trump’s trade war
I hosted a discussion for RBC clients with Steve Verheul, Canada’s Chief Trade Negotiator during the first Trump Administration, and now a member of the Prime Minister’s trade advisory council. Here’s some of what he shared.
By John Stackhouse, RBC Published | 4 min
read
1. Canada-U.S. headed toward even greater trade conflict
We will be lumped in with the “Dirty 15” that have the biggest trade surpluses with the U.S. They include China, Canada, Mexico, the European Union, Vietnam, India, Japan, South Korea, Brazil, Thailand, Malaysia and Indonesia.
We may face 14-15% tariffs, although it could start smaller and grow until a trade balance is achieved.
Do not expect many exemptions, including on energy and food, at the start.
Canada will hit back with counter-tariffs, as mapped out earlier this winter.
Prime Minister Mark Carney won’t negotiate until the sovereignty threat is retracted.
Verheul does not recommend negotiating at all unless there is an agreement that duty-free status for Canada is still an option.
All the major countries and regions are trying to negotiate exemptions and carve-outs. The Eurasia Group believes Canada is still in the light tariff category, according to a grid of U.S. negotiating plans of small, medium, large (7%, 15%, 30%).
2. The U.S. approach will be unprecedented and unpredictable
U.S. President Donald Trump will receive reports next week on an array of topics, which will determine U.S. trade action on everything, from China to deficits to currency manipulation.
There are indications that the president will start low and grow.
The implementation schedule may not be clear, nor is there clarity on possible exemptions.
Reciprocal tariffs will be applied using a combination of tools including the International Emergency Economic Powers Act (IEEPA), a U.S. federal law, and Section 338 of the Tariff Act of 1930, or Section 301 of the Trade Act of 1974.
The U.S. Congress enacted IEEPA nearly 50 years ago to give the president the power to act promptly to protect the nation’s security—it had never been used.
April 2—the day Trump is expected to announce reciprocal tariffs—is the beginning, not the end, as negotiations will ensue.
The U.S. is thinking about excluding many countries and narrowing its list and focusing on a list of key sectors, as global tariffs would be too complex. The U.S. would have to go from 17,000 tariff lines to three million tariff lines, which would be impossible to administer.
3. The U.S. strategy is contradictory
It’s hard to negotiate as the U.S. is aiming for an outcome that tariffs may not be able to deliver.
The U.S. aim is to reshore manufacturing, but companies will require years to do that, and tariffs will cause near-term damage to the U.S. economy.
Supply chains are also too complex, and costly, to reshore.
It will inflict a lot of self-harm, which the administration appears willing to look past. The U.S. applied tariffs on steel and aluminum even though it requires imports to meet 50% of demand. As an example, the U.S. will need to build four Hoover dams to meet the energy requirements to produce steel domestically.
The administration is also trying to extract non-tariff concessions from a range of countries. Expect services to be thrown in, althought the U.S. has no apparent strategy or infrastructure within government to negotiate complex sectors.
The U.S. administration doesn’t fully understand the implications of what they are trying to do, caught between trying to move very quickly and the stark reality that companies cannot reshore quickly.
“It‘s hard to negotiate with a country willing to shoot itself in the foot.”
4. Trump’s approach is fundamentally different this time
His core advisors now are Peter Navarro, Steven Miller and Howard Lutnick, who lack institutional knowledge on trade and current agreements.
Robert Lighthizer, who led talks during Trump 1, had clear authority as well as expertise.
Jamieson Greer, the current U.S. Trade Representative (USTR), is not yet playing a big role, and focussed largely on China.
Lutnick has most influence on the Canada file, including oversight of USTR.
Trump is committed to five strategic sectors: steel, aluminum, lumber, semiconductors and pharmaceuticals.
5. VAT will remain a problem
The U.S. administration is coming down hard on the EU and Canada on what it views as unfair trade practice in value added tax (VAT) and general sale tax (GST).
The EU won’t budge, and it’s hard to see Canada making concessions as it’s a critical revenue source.
The issue will be contentious globally as 90% of countries have some form of GST like VAT.
6. USMCA is at risk
Verheul suggests leaving dairy, digital services tax (DST), and other contentious issues as is until there is proper negotiation.
He would not negotiate until tariffs are removed, and the U.S. expresses willingness to protect duty-free access. Without that commitment to duty-free, the U.S. Mexico-Canada (USMCA) trade agreement would not be worth fighting for.
He suggests sticking with the trilateral approach. Canada made “a significant mistake” by isolating Mexico early on.
Mexico is better to have at the table as it makes Canada look better, especially as the U.S. is more concerned with the southern border. Let Mexico take the heat.
7. Canada needs a strategic offramp
The U.S. is interested in broader continental security, but that’s hard to discuss if it’s not committed to trade access.
Canada’s premiers are also not aligned on what concessions to make.
8. Chinese investments will be a target
That would be tricky, especially for critical minerals.
Canada has taken a number of measures to restrict Chinese foreign direct investment in sensitive areas. That was largely done in reaction to U.S. concerns, but presents a challenge to Canada in how it develops its critical mineral resources.
Canada needs to rethink its relationship with China through the prism of critical minerals and border security.
9. China’s reaction to U.S. actions will be key
China has signalled it will retaliate with countermeasures, including tariffs, sanctions, and export controls to U.S. actions but only after U.S. measures take effect.
China will likely respond by targeting U.S. agriculture, as it’s the top importer of U.S. agriculture, at US$33.7 billion, followed by Mexico at US$28.2 billion, and Canada at US$27 billion.
10. Markets may prove to be the final check and balance
Trump still considers stock markets to be the leading arbiter. So far, they have been muted or resilient in response to tariff threats, at least in daily swings.
Business and consumer confidence is being hit, and causing an investment slowdown.
The S&P 500 is down 7.1% since Trump’s January 20 inauguration. The index is 9.3% lower than its all-time high, achieved on February 19, 2025.
This article is intended as general information only and is not to be relied upon as constituting legal, financial or other professional advice. A professional advisor should be consulted regarding your specific situation. Information presented is believed to be factual and up-to-date but we do not guarantee its accuracy and it should not be regarded as a complete analysis of the subjects discussed. All expressions of opinion reflect the judgment of the authors as of the date of publication and are subject to change. No endorsement of any third parties or their advice, opinions, information, products or services is expressly given or implied by Royal Bank of Canada or any of its affiliates.
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John Stackhouse
Senior Vice President, Office of the CEO, Royal Bank of Canada
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