| dc.contributor.advisor | 郭更生 | zh_TW |
| dc.contributor.advisor | Kuo, Geng-Sheng | en_US |
| dc.contributor.author (作者) | 劉士彰 | zh_TW |
| dc.contributor.author (作者) | Liu, Shih-Chang | en_US |
| dc.creator (作者) | 劉士彰 | zh_TW |
| dc.creator (作者) | Liu, Shih-Chang | en_US |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 1-九月-2023 14:58:37 (UTC+8) | - |
| dc.date.available | 1-九月-2023 14:58:37 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-九月-2023 14:58:37 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0093355068 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/146909 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所(MBA學位學程) | zh_TW |
| dc.description (描述) | 93355068 | zh_TW |
| dc.description.abstract (摘要) | 專業藥廠在 1990 年代中期逐漸嶄露頭角，近年來吸引了投資者的高度關注。與傳統完全整合型製藥公司 (FIPCOs) 專注於開發年銷售額超過十億美元的暢銷藥物，並投入大量研發資金開發新藥的商業模式不同; 專業藥廠採取獨特的商業模式。新創專業藥廠通常選擇經由授權/併購即將上市或已上市新藥，以免除投入新藥研發前期之高失敗風險與高成本。現已成立之專業藥廠通常主要專注於開發藥物新劑型、新藥上市前臨床研究和/或銷售與行銷。目前已成功新創之專業藥廠通常僅專注於一個或兩個專業領域，並出現了「不作研究只作開發」(NRDO) 的公司，這使他們能專注於發揮核心競爭力，降低風險和降低資本支出。本論文旨在探討現已能成功新創之專業藥廠的商業模式，並為未來專業生技製藥初創公司提出一個創新的商業模式。本研究提供了證據，證明該創新商業模式和策略的可行性。基於資訊科技能力和評價產品實際價值的能力作為核心競爭力，可供構建新創專業藥廠之獨特商業模式。 | zh_TW |
| dc.description.abstract (摘要) | Specialty pharmaceutical firms emerged in the mid-1990s, swiftly attracting investor interest. In contrast to fully integrated pharmaceutical companies (FIPCOs) pursuing blockbuster drugs through extensive R&D investment, specialty firms take a different path. They mitigate the risks and costs of earlystage molecule discovery by acquiring later-stage compounds via licensing agreements. These firms primarily focus on drug delivery, clinical development, and/or sales and marketing. Often, their emphasis lies in one or two of these areas, with instances of ”no research, development only (NRDO)” firms leveraging core competencies to reduce risks and capital expenditure.This thesis analyzes the business model of specialty pharmaceutical companies and proposes an innovative model for emerging specialty bio-pharmaceutical startups. The study provides compelling evidence supporting the viability of the company’s business model and strategic approaches. | en_US |
| dc.description.tableofcontents | 中文摘要 1Abstract 2List of Figures 4List of Tables 5Chapter 1 Introduction 61.1 Research Background 61.2 Research Objectives 91.3 Research Questions 101.4 Research Methodology 10Chapter 2 Literature Review 122.1 Business Model Innovation 122.1.1 Components of a Business Model 132.1.2 Values Created by Business Model Innovation 152.1.3 Linking Strategy to Value 152.2 Bio-pharmaceutical Industry 162.2.1 Bio-Pharmaceutical Industry Value Chain 202.2.2 The Pharmaceutical Industry’s Value Curve 212.2.3 The Pharmaceutical Industry’s Reinforcing Loops 222.3 The Future Trend of the Pharmaceutical Industry 252.3.1 IT Will Play a More and More Important Role 252.3.2 Specialty Pharmaceutical Company Evolved 262.3.5 Apply Real Option in R&D Project Evaluation 29Chapter 3 Results 313.1 Capabilities in the Novel Business Model 313.1.1 Information Technology 313.1.2 Synergy 333.2 Develop Company Strategies 343.2.1 Strategy for Economies of Scale and Scope 343.2.2 Strategy to Find Specialty Products 353.3 Evidence of the Viability for Model and Strategy 36Chapter 4 Conclusions and Suggestions 384.1 Conclusions 384.1.1 Answers to the Research Problems 384.2 Suggestions 404.2.1 Suggestions for Future Research 40References 41 | zh_TW |
| dc.format.extent | 10194213 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093355068 | en_US |
| dc.subject (關鍵詞) | 生技製藥產業 | zh_TW |
| dc.subject (關鍵詞) | 新創公司 | zh_TW |
| dc.subject (關鍵詞) | 商業模式 | zh_TW |
| dc.subject (關鍵詞) | 專業藥廠 | zh_TW |
| dc.subject (關鍵詞) | bio-pharmaceutical industry | en_US |
| dc.subject (關鍵詞) | start-up company | en_US |
| dc.subject (關鍵詞) | business model | en_US |
| dc.subject (關鍵詞) | specialty pharmaceutical company | en_US |
| dc.title (題名) | 新創生技製藥公司商業模式探討 | zh_TW |
| dc.title (題名) | The Business Model of A New Startup Bio-Pharmaceutical Company | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 1.林紹凱(2001)，實質選擇權評價模式於生化製藥業之應用，國立台灣大學國際企業學研究所碩士論文。2.劉力仁(2003)，生技製藥業評價適用性之研究-以台灣上市（櫃）公司為例，私立中原大學企業管理系碩士論文。3.葉姿吟(2005)，生技製藥產業鑑價模式之研究:實質選擇權之應用，國立台灣大學國際企業學研究所碩士論文。4.梁水金(2001)，建立一個Web-based資料挖掘系統提供藥物交互作用資訊查詢，逢甲大學資訊工程學系碩士論文。5.專業藥廠經營模式分析(2005)，財團法人生物技術開發中心出版。6.司徒達賢(2001)，策略管理新論：觀念架構與分析方法，智勝出版社。7.陳松男(2005)，金融工程學:金融商品創新選擇權理論。8.Danzon, P. M., S. Nicholson1, N. S. Pereira (2005), Productivity in pharmaceutical biotechnology R&D: the role of experience and alliances. Journal of Health Economics 24:317–339.9.Applegate, L. M, R. D. Austin and FW (2002), Corporate Information Strategy and Management, Text and Cases 6th ed.10.Bartlett, C. A. and S. Ghoshal (2000), Going Global-Lessons from Late Movers, Harvard Business Review, March-April 132-142.11.Neville, D. A. (2004), Specialty pharma models, Drug Delivery Technology 4(6) 2-4.12.Neville, D. A. (2005), Specialty pharmaceutical companies & their role within the industry, SpecialtyPharma 1(1) 18-23.13.Borissiouk, O. and Peli, J. (2002), Real option approach to R&D project valuation: case study at Serono, International S.A. University of Lausanne, working paper.14.The Boston Consult Group (2004), Rising to the productivity challenge-a strategic framework for biopharma, BCG report.15.Holland, S. and B. Bátiz-Lazo (2004), The global pharmaceutical industry.16.IBM Business Consulting Services (2004), Pharma 2010: Silicon Reality, IBM.17.Big Pharma Business Models Are Evolving18.FDA Electronic Orange Book, IMS Health and Bernstein analysis.19.Chang, Morris (2005), “Chang on innovation, business models, and business model innovation” speech. | zh_TW |
