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題名 原開發藥廠競爭策略之研究 -以Ｓ公司為例
Research on the competition strategy of the original development pharmaceutical company- taking S company as an example作者 李瑞祐
Li, Rui-You貢獻者 詹文男
Tsan, Wen-Nan
李瑞祐
Li, Rui-You關鍵詞 原開發藥廠
藥價政策
學名藥
藥品三同
4P 理論
BCG矩陣
五力分析
Original pharmaceutical company
Drug price policy
Generic drug
Drug three
BCG matrix
4P theory
Five-force analysis日期 2019 上傳時間 3-Jun-2019 13:04:08 (UTC+8) 摘要 本研究之目的，係藉由分析總體環境、產業面與顧客關係，提供給原開發藥廠做為未來學名藥廠的競爭之因應策略；有鑑於全球平均餘命延長，製藥產業日趨重要，市場持續成長茁壯過程中，冀能藉由本研究與分析結果，將成功製藥企業的經營策略與經驗，提供給在台之經營之製藥企業之參考。藥廠研發通常耗費相當大的資本及長時間投入，因此，原開發藥廠便可取得一段時間的專利及獨家販售，因此大型的製藥業普遍在研發的同時採用併購的方法，來獲得新的暢銷藥品及研發技術。S公司為日本大型製藥廠在台分公司，目前面臨最大的危機為旗下的暢銷藥品專利均已到期，學名藥以相對低廉的價格衝擊市場，導致營收受到打擊，面對危機勢必改變其因應策略。全民健康保險制度在台灣開辦以來已經快二十五年，輕則感冒或發燒，重則洗腎或癌症均能給付，且合約醫療機構相當普遍，得到大多數台灣民眾的肯定。但全民健保這一路實施下來，卻為台灣帶來的龐大國家赤字，嚴重到每年負債約兩百億元。為降低負債，政策面對於藥價實施控管並逐年調降，國外藥廠除需配合健保的藥價政策外，同時得面對醫療機構對於藥品降價的要求。在二代健保中對於醫療院所開放之同成分、同品質、同價格三同選擇，對於原開發藥廠藥衝擊最大。當原開發藥廠專利過期，學名藥價格對醫院更具競爭力，導致利潤嚴重下降，原廠藥不得已退出台灣市場，未來民眾只剩下國產學名藥可以選擇。是故，專利藥到期要如何因應低價格的競爭？本研究探討之研究問題包括:1.比較原開發廠在專利過期後，原開發廠與學名藥廠行銷策略之差異性。2.在全民健保的藥價政策與學名藥的競爭下原開發藥廠的策略。3.暸解目前原廠藥與學名藥在台灣醫療院所醫師使用心得與狀況，進而推導出原開發廠在台分公司因應策略。本研究將依據以SWOT、PEST、五力分析、BCG 矩陣、4P理論，運用其工具加以闡述其各項變數。原開發藥廠除了監督政府對學名藥廠品質把關。在製造端原開發藥廠會運用鹽基差異，讓學名藥廠製造困難。原開發藥廠亦會增加市佔率與顧客關係提升，阻礙學名藥納入。一方面，就是降低成本，從採購上游原物料改善進貨成本。原開發藥廠的優勢為新藥的研發與製程，提升新藥劑型的難度，持續導入新藥，以填補過專利期的利潤空洞，提升原開發藥廠在台品牌形象，為達到全球化目的，台灣醫療產業相對健全完善，對於多國多中心實驗，也可以提出符合亞洲人的需求，加強未來世界佈局。
The purpose is to study the business strategy of pharmaceutical company, to analyze overall environment, pharmaceutical company and customer relations. To improve the competition of scientific name pharmaceutical companies, suggest actions that S company may take. Because the global average life extension, the pharmaceutical company is becoming important, the market continues to grow. Through the results of this research and analysis, we can provide the business strategy to fight the generic companies in Taiwan.The research and development of pharmaceutical companies usually consumes a amount of capital and long-term investment. The large pharmaceutical company generally adopts mergers methods to obtain new ones. The large pharmaceutical company can obtain patents and exclusive sales for a period of time. S company is a large Japanese pharmaceutical company in Taiwan. Currently faces the crisis that popular drug patents-off. The generic drugs hit the market to use low prices, resulting in a blow to revenue. In order to counter this crisis, it is necessary to find new strategy.The National Health Insurance system has been in operation for nearly 25 years since it was opened in Taiwan. However, the implementation of the National Health Insurance system has brought the huge of Taiwan deficit brought to a serious debt of about 20 billion yuan per year. The policy is afforded the low price of the new drug, and the drug price drop after the annual drug price survey.In addition to the policy, the origenal drug needs faced with price reduction of existing drugs every year. In the second-generation health insurance, the three-in-one policy “same component”, “same quality” and “same price” have the greatest impact on the original drug company. Because the price of generic drug is more competitive to original drug. The original drug must be withdrawn from the Taiwan market. In the future, only the generic drug can be selected.The research questions explored in this study include:1. Understand the experience about dactor used origenal drug or generic drugs in Taiwan hospitals.2. Compare the differences between the original drug company of development plant and the marketing strategy and the generic drug company after the patent-off.3. Develop the strategic model of the pharmaceutical company under the competition between the policy and the generic drug.Based on SWOT, PEST, five-force analysis, BCG matrix and 4P theory, this study will use its tools to explain its variables.Frist, to supervise the government`s control the quality of the generic drug, the original pharmaceutical companies use the difference in dosage forms to increase barriers to entry and prevent the listing of generic drugs. Second, increased both of the market share and customer relationships, and the generic drugs are hindered. On the other hand, it is to reduce costs and improve costs from purchasing upstream materials.The advantages of the original companies is the development and process of new drugs. Have upgrading new dosage from to strengthen the generic companies into barriers, and continuing to import new drugs, thus enhancing the brand image of original pharmaceutical companies. On the other hand, to achieve the goal of globalization, Taiwan`s medical industry is relatively perfect. For multi-country multi-center experiments, it is also possible to propose the needs of Asians and strengthen the future.參考文獻 中文文獻1. 中華民國醫藥產業年鑑,（2017）.2. 王世晞,（2004）. 製藥產業之演進、現況、與趨勢3. 陳玫汝,（2004）. 台灣生技製藥廠商之經營模式分析4. 何孟欣,（2006）. 台灣製藥業優勢發展策略之探討－以五大本土藥廠為例。5. 蔡敏秀,（2006）. 廠商規模.掊資行為.與經營績效之關聯性--日本生物製藥產業之實證6. 連嘉琳,（2007）. 生技製藥產業策略聯盟成敗關鍵因素之探索研究7. 陳賢哲,（2008）. 全球跨國藥廠企業經營模式之轉型8. 張睿麟,（2008）. 論製藥產業之實驗實施免責9. 林聖峪,（2008）. 製藥業產品標準與我國藥品貿易發展之言尌－以實施 PIC/SGMP 為例10. 蕭雅茹,（2008）. 亞洲生技醫藥產業之生產力與效率分析11. 王俊杰,（2010）. 2006 至2009 年宏達國際電子(股)公司商業經營模式與品牌價值變化之研究12. 唐伶,（2010）. 以武田藥品工業引入”成果主義”的探討中得到的啟示，現付日本經濟。13. 羅淑慧,（2006）.日本製藥產業的 _M&A 造成產業競爭態勢重組，生技中心ITIS 計畫，2006 年4 月28 日14. 中央社公關稿平台,（2007）. 武田公司（Takeda）擬收購Paradigm Therapeutics 公司15. 邱昰方,（2009）. 生技醫藥及醫療器材業現況與展望16. 廖美智,（2008）. 日本生技/製藥產業的現況與革新，IT IS 產業評析17. 羅淑慧,（2010）. 2010 年第一季我國製藥產業回顧與展望18. 賴美君,（2010）. 日本大型製藥業新興市場衝銷售19. 王慧卿,（2010）.藥品專利期失效前後之經濟效益比較研究:以質子幫浦抑制劑及鈣離子阻斷劑產品為例20. 林文泰,（2009）.全民健保藥價調整下的廠商因應策略-以某原開發藥廠為例21. 李宜真,（2012）.藥品產業之產品上市及生命週期管理之行銷策略22. 張資奇,（2007）.生技專業藥廠營運模式之研究-以個案公司為例23. 許家鳳,（2010）.專利藥到期後之策略探討：以美商在台子公司為例24. 陳光冠,（2013）.藥業經營者面對二代健保實施的因應措施25. 黃政焜,（2010）.國際專利藥藥廠與國內學名藥藥廠在台灣競爭模式之分析研究26. 健保局著,（2017-2018）.全民健康保險簡介27. 健保局著,（20016-2017）.全民健康保險簡介28. 廖建亨,（2013）.跨國製藥廠的創新營銷模式29. 蘇祈睿,（2012）.台灣製藥廠商選擇商業模式之因素30. 鄭小滿,（2011）.輝瑞大藥廠與武田藥品工業經營模式分析31. 羅淑慧,（2008）.醫藥產業回顧與展望，財團法人生物技術開發中心32. 藍任堯,（2014）. 原開發藥廠因應學名藥競爭之經營模式調整之研究33. 何采蔚,（2018）. 台灣學名藥廠經營策略之研究-以Ｓ藥廠為例34. 鄭俊余,（2015）. 處方原開發藥廠與學名藥廠行銷策略之研究-以Ｐ藥廠降血脂藥為例英文文獻1. 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Timmers, P.,1998, Business Models for Electronic Markets, Electronic Markets, 8(2): 3-8.42. Venkatraman, N.,1986, Measurement of Business Performace in Strategy Research : A Comparison of Approach, Academy of Management Reviews, 11(4): 801-814.網站資料1. 行政院衛生署中央健康保險局-二代健保http://www.nhi.gov.tw/Nhi2/QA.aspx?menu=22&menu_id=7162. 當前全民健保政策分析http://npf.org.tw/PUBLICATION/SS/092/SS-B-092-004.htm3. 塩野義製藥工業http://www.shionogi.co.jp/4. 維基百科http://zh.wikipedia.org/wiki/Wikipedia:%E9%A6%96%E9%A1%B55. MBA 智庫百科http://wiki.mbalib.com/wiki/%E9%A6%96%E9%A1%B56. IMS healthhttp://www.imshealth.com/portal/ 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
1069321691資料來源 http://thesis.lib.nccu.edu.tw/record/#G1069321691 資料類型 thesis dc.contributor.advisor 詹文男 zh_TW dc.contributor.advisor Tsan, Wen-Nan en_US dc.contributor.author (Authors) 李瑞祐 zh_TW dc.contributor.author (Authors) Li, Rui-You en_US dc.creator (作者) 李瑞祐 zh_TW dc.creator (作者) Li, Rui-You en_US dc.date (日期) 2019 en_US dc.date.accessioned 3-Jun-2019 13:04:08 (UTC+8) - dc.date.available 3-Jun-2019 13:04:08 (UTC+8) - dc.date.issued (上傳時間) 3-Jun-2019 13:04:08 (UTC+8) - dc.identifier (Other Identifiers) G1069321691 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/123678 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 1069321691 zh_TW dc.description.abstract (摘要) 本研究之目的，係藉由分析總體環境、產業面與顧客關係，提供給原開發藥廠做為未來學名藥廠的競爭之因應策略；有鑑於全球平均餘命延長，製藥產業日趨重要，市場持續成長茁壯過程中，冀能藉由本研究與分析結果，將成功製藥企業的經營策略與經驗，提供給在台之經營之製藥企業之參考。藥廠研發通常耗費相當大的資本及長時間投入，因此，原開發藥廠便可取得一段時間的專利及獨家販售，因此大型的製藥業普遍在研發的同時採用併購的方法，來獲得新的暢銷藥品及研發技術。S公司為日本大型製藥廠在台分公司，目前面臨最大的危機為旗下的暢銷藥品專利均已到期，學名藥以相對低廉的價格衝擊市場，導致營收受到打擊，面對危機勢必改變其因應策略。全民健康保險制度在台灣開辦以來已經快二十五年，輕則感冒或發燒，重則洗腎或癌症均能給付，且合約醫療機構相當普遍，得到大多數台灣民眾的肯定。但全民健保這一路實施下來，卻為台灣帶來的龐大國家赤字，嚴重到每年負債約兩百億元。為降低負債，政策面對於藥價實施控管並逐年調降，國外藥廠除需配合健保的藥價政策外，同時得面對醫療機構對於藥品降價的要求。在二代健保中對於醫療院所開放之同成分、同品質、同價格三同選擇，對於原開發藥廠藥衝擊最大。當原開發藥廠專利過期，學名藥價格對醫院更具競爭力，導致利潤嚴重下降，原廠藥不得已退出台灣市場，未來民眾只剩下國產學名藥可以選擇。是故，專利藥到期要如何因應低價格的競爭？本研究探討之研究問題包括:1.比較原開發廠在專利過期後，原開發廠與學名藥廠行銷策略之差異性。2.在全民健保的藥價政策與學名藥的競爭下原開發藥廠的策略。3.暸解目前原廠藥與學名藥在台灣醫療院所醫師使用心得與狀況，進而推導出原開發廠在台分公司因應策略。本研究將依據以SWOT、PEST、五力分析、BCG 矩陣、4P理論，運用其工具加以闡述其各項變數。原開發藥廠除了監督政府對學名藥廠品質把關。在製造端原開發藥廠會運用鹽基差異，讓學名藥廠製造困難。原開發藥廠亦會增加市佔率與顧客關係提升，阻礙學名藥納入。一方面，就是降低成本，從採購上游原物料改善進貨成本。原開發藥廠的優勢為新藥的研發與製程，提升新藥劑型的難度，持續導入新藥，以填補過專利期的利潤空洞，提升原開發藥廠在台品牌形象，為達到全球化目的，台灣醫療產業相對健全完善，對於多國多中心實驗，也可以提出符合亞洲人的需求，加強未來世界佈局。 zh_TW dc.description.abstract (摘要) The purpose is to study the business strategy of pharmaceutical company, to analyze overall environment, pharmaceutical company and customer relations. To improve the competition of scientific name pharmaceutical companies, suggest actions that S company may take. Because the global average life extension, the pharmaceutical company is becoming important, the market continues to grow. Through the results of this research and analysis, we can provide the business strategy to fight the generic companies in Taiwan.The research and development of pharmaceutical companies usually consumes a amount of capital and long-term investment. The large pharmaceutical company generally adopts mergers methods to obtain new ones. The large pharmaceutical company can obtain patents and exclusive sales for a period of time. S company is a large Japanese pharmaceutical company in Taiwan. Currently faces the crisis that popular drug patents-off. The generic drugs hit the market to use low prices, resulting in a blow to revenue. In order to counter this crisis, it is necessary to find new strategy.The National Health Insurance system has been in operation for nearly 25 years since it was opened in Taiwan. However, the implementation of the National Health Insurance system has brought the huge of Taiwan deficit brought to a serious debt of about 20 billion yuan per year. The policy is afforded the low price of the new drug, and the drug price drop after the annual drug price survey.In addition to the policy, the origenal drug needs faced with price reduction of existing drugs every year. In the second-generation health insurance, the three-in-one policy “same component”, “same quality” and “same price” have the greatest impact on the original drug company. Because the price of generic drug is more competitive to original drug. The original drug must be withdrawn from the Taiwan market. In the future, only the generic drug can be selected.The research questions explored in this study include:1. Understand the experience about dactor used origenal drug or generic drugs in Taiwan hospitals.2. Compare the differences between the original drug company of development plant and the marketing strategy and the generic drug company after the patent-off.3. Develop the strategic model of the pharmaceutical company under the competition between the policy and the generic drug.Based on SWOT, PEST, five-force analysis, BCG matrix and 4P theory, this study will use its tools to explain its variables.Frist, to supervise the government`s control the quality of the generic drug, the original pharmaceutical companies use the difference in dosage forms to increase barriers to entry and prevent the listing of generic drugs. Second, increased both of the market share and customer relationships, and the generic drugs are hindered. On the other hand, it is to reduce costs and improve costs from purchasing upstream materials.The advantages of the original companies is the development and process of new drugs. Have upgrading new dosage from to strengthen the generic companies into barriers, and continuing to import new drugs, thus enhancing the brand image of original pharmaceutical companies. On the other hand, to achieve the goal of globalization, Taiwan`s medical industry is relatively perfect. For multi-country multi-center experiments, it is also possible to propose the needs of Asians and strengthen the future. en_US dc.description.tableofcontents 目錄謝誌 i中文摘要 ii英文摘要 iii目錄 v圖目錄 vii表目錄 viii第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 7第三節 研究流程 8第四節 章節架構 10第二章 文獻探討 11第一節 醫藥產業概況與特色 11第二節 外商藥廠在健保政策下的困境 13第三節 學名藥廠在健保政策的扶植茁壯 18第四節 策略競爭理論 20第三章 研究方法 28第一節 研究架構 28第二節 研究構面 29第三節 研究方法設計 29第四節 研究對象與資料 31第五節 研究範疇與限制 34第四章 個案說明 35第一節 個案公司介紹 35第二節 台灣分公司現況 45第五章 研究發現與討論 47第一節 原開發藥廠價值鏈分析 47第二節 總體環境分析 50第三節 學名藥與原廠藥競爭產業分析 52第四節 顧客需求 55第五節 競爭策略分析 57第六節 S公司因應策略 61第六章 結論與建議 65第一節 結論 65第二節 建議 67參考文獻 70附件一 訪談問題與問題稿 78圖目錄圖1.1 新藥開發 1圖1.2 全球藥品市場 2圖1.3 健保收入與隔年餘額 5圖1.4 健保核新藥品價格 6圖1.5 研究流程 9圖2.1 新藥研發流程概論 12圖2.2 Ｓ公司重要商品各國藥價比較 17圖2.3 我國藥品市場深受健保影響 19圖2.4 PEST分析模型 22圖2.5 Michael Porter 的五力分析模型 23圖2.6 BCG矩陣模型 25圖2.7 Michael Porter價值鏈分析模型 26圖3.1 本研究架構 28圖3.2 日本2016年前十大製藥廠銷售總額與營業利益 32圖3.3日本2016年前十大製藥廠研究開發費用 32圖4.1 新藥研發狀況 39圖4.2 新藥研發臨床實驗 40圖4.3 Ｓ公司以新或舊產品營收獲利在日本成長率 42圖4.4 Ｓ公司營收狀況 44圖4.5 Ｓ公司授權營收 45圖5.1 原開發藥廠經營流程與價值鏈單元組合 48圖5.2 以處方行為分類概況 50圖5.3 Ｓ公司產品以SWOT分析 59圖5.4 Ｓ公司產品以BCG矩陣 60圖5.5 抗微生物製劑原廠與學名藥廠比較 62表目錄表2.1 健保藥價調查藥品減少藥品支出費用表 13表2.2 保險對象應扣取補充保險費項目之上、下限 15表2.3常用原廠藥物國際藥價比較表一 16表2.4常用原廠藥物國際藥價比較表二 17表2.5 全民健保局政策與外商藥廠經營 18表2.6 ＳＷＯＴ分析程序與企業內部策略規劃 20表3.1 受訪者資料 34表4.1 新藥上市產品 41表5.1 Ｓ公司主要產品一覽表 54 zh_TW dc.format.extent 10302827 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1069321691 en_US dc.subject (關鍵詞) 原開發藥廠 zh_TW dc.subject (關鍵詞) 藥價政策 zh_TW dc.subject (關鍵詞) 學名藥 zh_TW dc.subject (關鍵詞) 藥品三同 zh_TW dc.subject (關鍵詞) 4P 理論 zh_TW dc.subject (關鍵詞) BCG矩陣 zh_TW dc.subject (關鍵詞) 五力分析 zh_TW dc.subject (關鍵詞) Original pharmaceutical company en_US dc.subject (關鍵詞) Drug price policy en_US dc.subject (關鍵詞) Generic drug en_US dc.subject (關鍵詞) Drug three en_US dc.subject (關鍵詞) BCG matrix en_US dc.subject (關鍵詞) 4P theory en_US dc.subject (關鍵詞) Five-force analysis en_US dc.title (題名) 原開發藥廠競爭策略之研究 -以Ｓ公司為例 zh_TW dc.title (題名) Research on the competition strategy of the original development pharmaceutical company- taking S company as an example en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻1. 中華民國醫藥產業年鑑,（2017）.2. 王世晞,（2004）. 製藥產業之演進、現況、與趨勢3. 陳玫汝,（2004）. 台灣生技製藥廠商之經營模式分析4. 何孟欣,（2006）. 台灣製藥業優勢發展策略之探討－以五大本土藥廠為例。5. 蔡敏秀,（2006）. 廠商規模.掊資行為.與經營績效之關聯性--日本生物製藥產業之實證6. 連嘉琳,（2007）. 生技製藥產業策略聯盟成敗關鍵因素之探索研究7. 陳賢哲,（2008）. 全球跨國藥廠企業經營模式之轉型8. 張睿麟,（2008）. 論製藥產業之實驗實施免責9. 林聖峪,（2008）. 製藥業產品標準與我國藥品貿易發展之言尌－以實施 PIC/SGMP 為例10. 蕭雅茹,（2008）. 亞洲生技醫藥產業之生產力與效率分析11. 王俊杰,（2010）. 2006 至2009 年宏達國際電子(股)公司商業經營模式與品牌價值變化之研究12. 唐伶,（2010）. 以武田藥品工業引入”成果主義”的探討中得到的啟示，現付日本經濟。13. 羅淑慧,（2006）.日本製藥產業的 _M&A 造成產業競爭態勢重組，生技中心ITIS 計畫，2006 年4 月28 日14. 中央社公關稿平台,（2007）. 武田公司（Takeda）擬收購Paradigm Therapeutics 公司15. 邱昰方,（2009）. 生技醫藥及醫療器材業現況與展望16. 廖美智,（2008）. 日本生技/製藥產業的現況與革新，IT IS 產業評析17. 羅淑慧,（2010）. 2010 年第一季我國製藥產業回顧與展望18. 賴美君,（2010）. 日本大型製藥業新興市場衝銷售19. 王慧卿,（2010）.藥品專利期失效前後之經濟效益比較研究:以質子幫浦抑制劑及鈣離子阻斷劑產品為例20. 林文泰,（2009）.全民健保藥價調整下的廠商因應策略-以某原開發藥廠為例21. 李宜真,（2012）.藥品產業之產品上市及生命週期管理之行銷策略22. 張資奇,（2007）.生技專業藥廠營運模式之研究-以個案公司為例23. 許家鳳,（2010）.專利藥到期後之策略探討：以美商在台子公司為例24. 陳光冠,（2013）.藥業經營者面對二代健保實施的因應措施25. 黃政焜,（2010）.國際專利藥藥廠與國內學名藥藥廠在台灣競爭模式之分析研究26. 健保局著,（2017-2018）.全民健康保險簡介27. 健保局著,（20016-2017）.全民健康保險簡介28. 廖建亨,（2013）.跨國製藥廠的創新營銷模式29. 蘇祈睿,（2012）.台灣製藥廠商選擇商業模式之因素30. 鄭小滿,（2011）.輝瑞大藥廠與武田藥品工業經營模式分析31. 羅淑慧,（2008）.醫藥產業回顧與展望，財團法人生物技術開發中心32. 藍任堯,（2014）. 原開發藥廠因應學名藥競爭之經營模式調整之研究33. 何采蔚,（2018）. 台灣學名藥廠經營策略之研究-以Ｓ藥廠為例34. 鄭俊余,（2015）. 處方原開發藥廠與學名藥廠行銷策略之研究-以Ｐ藥廠降血脂藥為例英文文獻1. 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