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題名 跨國藥廠之國際化策略：以N藥廠在台灣市場為例
Internationalization Strategy of Pharmaceutical Companies: A Case of N Firm in Taiwan Market作者 蘇子晴
Su, Tzu-Chin貢獻者 郭曉玲
Guo, Shiau-Ling
蘇子晴
Su, Tzu-Chin關鍵詞 跨國藥廠
全球化策略
進入模式
競爭優勢
母子公司經營模式
Multinational pharmaceutical companies
Globalization strategy
Entry mode
Competitive advantage
Parent-subsidiary business model日期 2024 上傳時間 5-Aug-2024 12:14:02 (UTC+8) 摘要 當今全球製藥產業競爭環境多變且複雜，跨國藥廠需要時刻應對嚴格法規政策、激烈市場競爭及患者對藥品品質與價格高期望等諸多挑戰。本研究聚焦於成長動能強勁的台灣糖尿病市場，以糖尿病治療翹楚N公司個案為例，探討其進入台灣市場的國際化策略，期許能透過對於大型藥廠企業的分析，為台灣製藥產業帶來貢獻。 首先，跨國藥廠在進入國際市場前需考慮所有權優勢、區位優勢和內部化優勢，並透過文化、行政、地理、經濟距離和五力分析來評估市場。台灣市場具備上述優勢，威脅者和新進入者的威脅低，雖競爭激烈，但藥廠可通過提升藥品療效和安全性增強競爭力，是一個具吸引力的市場。 其次，跨國藥廠適合採取「海外直接投資方式」進入台灣市場，N藥廠具有產品專利、品牌知名度等所有權優勢，有助於其在新市場中阻絕對手模仿與確保穩定收益；而台灣亦具區位優勢中，台灣市場具有吸引力與發展潛力，且其之於N公司母國文化、地理、經濟距離較低，雖健保制度使得行政距離進入難度較高，但也為藥廠帶來穩定銷售的正面效益；而內部化優勢強調藥廠對研發、生產和行銷活動的控制，直接海外投資因此是跨國藥廠進入台灣市場之適合之進入方式。 最後，成立跨國企業中母子公司關係經營更是重要，母公司與子公司應保持密切互動，透過高頻率溝通、策略討論和實務交流，瞭解當地市場需求，提供資源支持，指導子公司決策，提高決策準確性，從而能因應市場快速變動的挑戰。
The global pharmaceutical industry is currently highly dynamic and complex. Multinational pharmaceutical companies need to constantly address numerous challenges, including stringent regulatory policies, intense market competition, and high patient expectations for drug quality and pricing. This study focuses on the rapidly growing Diabetes market in Taiwan, using the leading Diabetes treatment company, N, as a case study to explore its internationalization strategy for entering the Taiwanese market. The aim is to provide insights that can contribute to the development of Taiwan's pharmaceutical industry through the analysis of large pharmaceutical companies. First, before entering international markets, companies need to consider ownership, location, and internalization advantages, and evaluate its five forces analysis. The Taiwanese market possesses these advantages, with low threats from existing competitors and new entrants. Although competition is intense, pharmaceutical companies can enhance their competitiveness by improving drug efficacy and safety, making it an attractive market. Secondly, pharmaceutical companies are suitable to enter the Taiwanese market through "Foreign Direct Investment". N company has ownership advantages, which helps to prevent imitation by competitors and ensure stable profits; Taiwan also has geographical advantages culturally, geographically and economically. While the internalization advantage emphasizes the control of R&D, production and marketing activities by pharmaceutical companies, Foreign Direct Investment (FDI) is therefore a suitable entry method for pharmaceutical companies to enter Taiwan market in 2024. Lastly, the management of parent-subsidiary relationships in multinational enterprises is crucial. The parent company and its subsidiaries should maintain close interactions through frequent communication, strategic discussions, and practical exchanges. This allows the parent company to understand local market demands, provide resource support, and guide subsidiary decision-making, thereby improving decision accuracy and responding to the challenges of a rapidly changing market.參考文獻 中文部分 1. 王世晞（2003）。製藥產業之演進、現況、與趨勢〔未出版之碩士論文〕。 國立臺灣大學商學研究所。 2. 林桓（2016）。邁向高齡社會之公共服務發展趨勢。國土及公共治理季刊，4 (1)，3。 3. 唐正乾，蘇世詠（2014)。糖尿病治療藥品的新進展。當代醫藥法規月刊，18(1)，104-114。 4. 陳民輝、蔡貴鳳、林首愈（2011）。藥品臨床試驗之研究設計重點以及法律與倫理議題。當代醫藥法規月刊，2011(10)，3-5。 5. 詹雅琪（2016）。跨國藥廠在台灣之競爭分析〔未出版之碩士論文〕。國立政治大學經營管理與碩士學程（EMBA）。 6. 戴世源（2011）。外商製藥公司在台灣醫藥市場競爭策略之研究－以個案製藥T公司為例〔未出版之碩士論文〕。國立高雄應用科技大學國際企業系。 7. 簡志維（2022）。台灣學名藥公司國際化策略之研究〔未出版之碩士論文〕。國立國立臺灣大學國際企業管理組。 英文部分 1. Allen, L., & Pantzalis, C. (1996). Valuation of the operating flexibility of multinational corporations. Journal of International Business Studies, 27(4), 633-653. 8. Anderson, E., & Gatignon, H. (1986). Modes of foreign entry: A transaction cost analysis and propositions. Journal of International Business Studies, 17(3), 1-26. 9. Barkema, H. G., Bell, J. H., & Pennings, J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic management journal, 17(2), 151-166. 10. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. 11. Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Harvard Business School Press. 12. Cui, L., Meyer, K. E., & Hu, H. W. (2014). What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms. Journal of World Business, 49(4), 488-501. 13. Dastidar, S. G., & Datta, B. (2009). Demographic differences in consumer exploratory tendencies: An empirical examination. IIMB Management Review, 21(4), 297-312. 14. Davidson, W. H. (1980). The location of foreign direct investment activity: Country characteristics and experience effects. Journal of international business studies, 11, 9-22. 15. Dess, G., Gupta, A., Hennart, J.-F., & Hill, C. (1995). Conducting and integrating strategy research at the international, corporate, and business levels: Issues and directions. Journal of Management, 21(3), 357-393. 16. Dunning, J. H. (2001). The eclectic (OLI) paradigm of international production: past, present and future. International journal of the economics of business, 8(2), 173-190. 17. During, S. (Ed.). (1999). The cultural studies reader. Psychology Press. 18. Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12(2), 219-245. 19. Ghemawat, P., & Matters, D. S. (2001). The hard reality of global expansion. Harvard Business Review, 79(8), 137-146. 20. Hisey, K. B., & Caves, R. E. (1985). Diversification strategy and choice of country: diversifying acquisitions abroad by US multinationals, 1978–1980. Journal of International Business Studies, 16, 51-64. 21. Hitt, M. A., Bierman, L., Uhlenbruck, K., & Shimizu, K. (2006). The importance of resources in the internationalization of professional service firms: The good, the bad, and the ugly. Academy of management journal, 49(6), 1137-1157. 22. Hitt, M. A., Hoskisson, R. E., & Kim, H. (1997). International diversification: Effects on innovation and firm performance in product-diversified firms. Academy of Management journal, 40(4), 767-798. 23. Hitt, M. A., Li, D., & Xu, K. (2016). International strategy: From local to global and beyond. Journal of World Business, 51(1), 58-73. 24. Hymer, S. H. (1960). The international operations of national firms, a study of direct foreign investment (Doctoral dissertation, Massachusetts Institute of Technology). 25. Luehrman, T. A. (1998). Strategy as a portfolio of real options. Harvard business review, 76, 89-101. 26. McCann, T. V., & Clark, E. (2003). Grounded theory in nursing research: Part 1–Methodology. 27. Ong, K. L., Stafford, L. K., McLaughlin, S. A., Boyko, E. J., Vollset, S. E., Smith, A. E., ... & Brauer, M. (2023). Global, regional, and national burden of diabetes from 1990 to 2021, with projections of prevalence to 2050: a systematic analysis for the Global Burden of Disease Study 2021. The Lancet, 402(10397), 203-234. 28. Penrose, E. T. (2009). The Theory of the Growth of the Firm. Oxford university press. 29. Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic management journal, 12(S2), 95-117. 30. Prahalad, C. K., & Doz, Y. L. (1987). The multinational mission: Balancing local demands and global vision. Simon and Schuster. 31. Root, F. R. (1998). Entry strategies for international markets. John Wiley & Sons. 32. Sambharya, R. B., & Lee, J. (2014). Renewing dynamic capabilities globally: An empirical study of the world’s largest MNCs. Management International Review, 54, 137-169. 33. Van Tulder, R. (2015). Getting all motives right: a holistic approach to internationalization motives of companies. The Multinational Business Review, 23(1), 36-56. 34. Van Tulder, R., & Da Rosa, A. (2014). Multinationals and Small-and Medium-Sized Enterprises (SMEs): A linkages perspective on inclusive development strategies. In International Business and Sustainable Development (pp. 203-227). Emerald Group Publishing Limited. 35. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180. 36. Witt, M. A., & Lewin, A. Y. (2007). Outward foreign direct investment as escape response to home country institutional constraints. Journal of International business studies, 38(4), 579-594. 37. Zahra, S. A., Ireland, R. D., & Hitt, M. A. (2000). International expansion by new venture firms: International diversity, mode of market entry, technological learning, and performance. Academy of Management journal, 43(5), 925-950. 網路相關資源 1. 中央健康保險署 (2023)。 112年度健保藥價調整，自4月1日起實施。衛生福利部。 https://www.mohw.gov.tw/cp-6566-73804-1.html 2. 產業價值鏈資訊平台(2024)。 製藥產業鏈。證券櫃檯買賣中心。 https://ic.tpex.org.tw/introduce.php?ic=C100 3. 經濟部 (2024)。 西藥外銷助攻，112年藥品及醫用化學製品業產值再創佳績。經濟部。 https://www.moea.gov.tw 4. Institute for Health Metrics and Evaluation(2023). Global diabetes cases to soar from 529 million to 1.3 billion by 2050. https://www.healthdata.org/news-release/global-diabetes-cases-soar-529-million-13-billion-2050 5. Tejwin (2023)。常見藥物定價方法簡介。 https://www.tejwin.com/insight/常見藥物定價方法簡介/ 6. TWSE (2023)。台灣生技醫藥產業發展及願景。 https://www.twse.com.tw/market_insights/zh/detail/ff8080818c000119018c3375a03e011d 7. WHO (2023). The top 10 causes of death. https://www.who.int/news-room/fact-sheets/detail/the-top-10-causes-of-death 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
111363077資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111363077 資料類型 thesis dc.contributor.advisor 郭曉玲 zh_TW dc.contributor.advisor Guo, Shiau-Ling en_US dc.contributor.author (Authors) 蘇子晴 zh_TW dc.contributor.author (Authors) Su, Tzu-Chin en_US dc.creator (作者) 蘇子晴 zh_TW dc.creator (作者) Su, Tzu-Chin en_US dc.date (日期) 2024 en_US dc.date.accessioned 5-Aug-2024 12:14:02 (UTC+8) - dc.date.available 5-Aug-2024 12:14:02 (UTC+8) - dc.date.issued (上傳時間) 5-Aug-2024 12:14:02 (UTC+8) - dc.identifier (Other Identifiers) G0111363077 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/152447 - 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) 111363077 zh_TW dc.description.abstract (摘要) 當今全球製藥產業競爭環境多變且複雜，跨國藥廠需要時刻應對嚴格法規政策、激烈市場競爭及患者對藥品品質與價格高期望等諸多挑戰。本研究聚焦於成長動能強勁的台灣糖尿病市場，以糖尿病治療翹楚N公司個案為例，探討其進入台灣市場的國際化策略，期許能透過對於大型藥廠企業的分析，為台灣製藥產業帶來貢獻。 首先，跨國藥廠在進入國際市場前需考慮所有權優勢、區位優勢和內部化優勢，並透過文化、行政、地理、經濟距離和五力分析來評估市場。台灣市場具備上述優勢，威脅者和新進入者的威脅低，雖競爭激烈，但藥廠可通過提升藥品療效和安全性增強競爭力，是一個具吸引力的市場。 其次，跨國藥廠適合採取「海外直接投資方式」進入台灣市場，N藥廠具有產品專利、品牌知名度等所有權優勢，有助於其在新市場中阻絕對手模仿與確保穩定收益；而台灣亦具區位優勢中，台灣市場具有吸引力與發展潛力，且其之於N公司母國文化、地理、經濟距離較低，雖健保制度使得行政距離進入難度較高，但也為藥廠帶來穩定銷售的正面效益；而內部化優勢強調藥廠對研發、生產和行銷活動的控制，直接海外投資因此是跨國藥廠進入台灣市場之適合之進入方式。 最後，成立跨國企業中母子公司關係經營更是重要，母公司與子公司應保持密切互動，透過高頻率溝通、策略討論和實務交流，瞭解當地市場需求，提供資源支持，指導子公司決策，提高決策準確性，從而能因應市場快速變動的挑戰。 zh_TW dc.description.abstract (摘要) The global pharmaceutical industry is currently highly dynamic and complex. Multinational pharmaceutical companies need to constantly address numerous challenges, including stringent regulatory policies, intense market competition, and high patient expectations for drug quality and pricing. This study focuses on the rapidly growing Diabetes market in Taiwan, using the leading Diabetes treatment company, N, as a case study to explore its internationalization strategy for entering the Taiwanese market. The aim is to provide insights that can contribute to the development of Taiwan's pharmaceutical industry through the analysis of large pharmaceutical companies. First, before entering international markets, companies need to consider ownership, location, and internalization advantages, and evaluate its five forces analysis. The Taiwanese market possesses these advantages, with low threats from existing competitors and new entrants. Although competition is intense, pharmaceutical companies can enhance their competitiveness by improving drug efficacy and safety, making it an attractive market. Secondly, pharmaceutical companies are suitable to enter the Taiwanese market through "Foreign Direct Investment". N company has ownership advantages, which helps to prevent imitation by competitors and ensure stable profits; Taiwan also has geographical advantages culturally, geographically and economically. While the internalization advantage emphasizes the control of R&D, production and marketing activities by pharmaceutical companies, Foreign Direct Investment (FDI) is therefore a suitable entry method for pharmaceutical companies to enter Taiwan market in 2024. Lastly, the management of parent-subsidiary relationships in multinational enterprises is crucial. The parent company and its subsidiaries should maintain close interactions through frequent communication, strategic discussions, and practical exchanges. This allows the parent company to understand local market demands, provide resource support, and guide subsidiary decision-making, thereby improving decision accuracy and responding to the challenges of a rapidly changing market. en_US dc.description.tableofcontents 第一章、緒論 8 第一節、研究動機 8 第二節、研究目的與問題 10 第三節、研究流程 12 第二章、文獻回顧 13 第一節、企業國際化動機與績效影響 13 第二節、國際化動機 15 第三節、國際化進入方式 18 第四節、國際化策略 24 第五節、競爭優勢 27 第三章、研究方法與架構 30 第一節、研究架構 30 第二節、研究方法與資料搜集 32 第四章、製藥產業環境分析 34 第一節、製藥產業概況 34 第二節、台灣藥品市場分析 39 第三節、台灣藥品市場主要利害關係人 43 第五章、跨國藥廠進入台灣市場之策略探討 46 第一節、個案公司簡介 46 第二節、競爭公司簡介 50 第三節、跨國藥廠進入台灣策略分析 52 第六章、結論與建議 69 第一節、研究結論 69 第二節、研究限制與未來建議 72 參考文獻 74 附錄 78 zh_TW dc.format.extent 1982279 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111363077 en_US dc.subject (關鍵詞) 跨國藥廠 zh_TW dc.subject (關鍵詞) 全球化策略 zh_TW dc.subject (關鍵詞) 進入模式 zh_TW dc.subject (關鍵詞) 競爭優勢 zh_TW dc.subject (關鍵詞) 母子公司經營模式 zh_TW dc.subject (關鍵詞) Multinational pharmaceutical companies en_US dc.subject (關鍵詞) Globalization strategy en_US dc.subject (關鍵詞) Entry mode en_US dc.subject (關鍵詞) Competitive advantage en_US dc.subject (關鍵詞) Parent-subsidiary business model en_US dc.title (題名) 跨國藥廠之國際化策略：以N藥廠在台灣市場為例 zh_TW dc.title (題名) Internationalization Strategy of Pharmaceutical Companies: A Case of N Firm in Taiwan Market en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文部分 1. 王世晞（2003）。製藥產業之演進、現況、與趨勢〔未出版之碩士論文〕。 國立臺灣大學商學研究所。 2. 林桓（2016）。邁向高齡社會之公共服務發展趨勢。國土及公共治理季刊，4 (1)，3。 3. 唐正乾，蘇世詠（2014)。糖尿病治療藥品的新進展。當代醫藥法規月刊，18(1)，104-114。 4. 陳民輝、蔡貴鳳、林首愈（2011）。藥品臨床試驗之研究設計重點以及法律與倫理議題。當代醫藥法規月刊，2011(10)，3-5。 5. 詹雅琪（2016）。跨國藥廠在台灣之競爭分析〔未出版之碩士論文〕。國立政治大學經營管理與碩士學程（EMBA）。 6. 戴世源（2011）。外商製藥公司在台灣醫藥市場競爭策略之研究－以個案製藥T公司為例〔未出版之碩士論文〕。國立高雄應用科技大學國際企業系。 7. 簡志維（2022）。台灣學名藥公司國際化策略之研究〔未出版之碩士論文〕。國立國立臺灣大學國際企業管理組。 英文部分 1. Allen, L., & Pantzalis, C. (1996). Valuation of the operating flexibility of multinational corporations. Journal of International Business Studies, 27(4), 633-653. 8. Anderson, E., & Gatignon, H. (1986). Modes of foreign entry: A transaction cost analysis and propositions. Journal of International Business Studies, 17(3), 1-26. 9. Barkema, H. G., Bell, J. H., & Pennings, J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic management journal, 17(2), 151-166. 10. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. 11. Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Harvard Business School Press. 12. Cui, L., Meyer, K. E., & Hu, H. W. (2014). What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms. Journal of World Business, 49(4), 488-501. 13. Dastidar, S. G., & Datta, B. (2009). 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