台灣人類乳突病毒疫苗自費市場之競合策略分析

Abstract

人類乳突病毒（Human Papillomavirus, HPV）所引起的子宮頸癌現為全世界婦女第二常見的癌症，HPV同時也是生殖器疣、肛門癌、陰莖癌的元兇。這些病症將對病患、家庭以及整體社會帶來沈重的負擔。默沙東藥廠（Merck & Co.）於2006年推出了第一支子宮頸癌疫苗Gardasil（嘉喜），緊接著2008年葛蘭素史克藥廠（GlaxoSmithKline）也推出了Cervarix（保蓓）疫苗。但在台灣，整體HPV疫苗自費市場卻從2008年超過3億新台幣的銷售額，萎縮到2011年只有1.9億。 針對此一問題，本研究採取實證研究，站在主要廠商的角度，規劃可永續發展的競合策略，並提供兼具理論基礎與實務價值的策略建議。我們首先分析台灣HPV疫苗市場概況，以五力模型分析產業結構，並透過產業專家訪談歸納出：兩家廠商的惡性競爭、價格與衛教觀念、疫苗商品特性、以及政府公費為市場萎縮的主要原因。接著我們進一步分析默沙東、GSK兩家公司策略作為，發現廠商現有策略是造成整體市場缺乏成長動力的原因。 據此，我們引用價值網理論建構競合策略。我們提出幾項有效的策略建議，包括：與保險公司合作、嘗試納入一般企業福利、加強衛教觀念推廣、DTC與差異化行銷策略、在地生產策略、與競爭對手合作策略等六種。其中前三者可帶入其他產業之互補者，可行性較高；後三者則因產業條件、法規限制及競爭因素可行性較低。最後，本研究整理了香港以及韓國類似的疫苗策略成功案例，以做為廠商在台灣市場標竿學習的對象。本研究結果期能提供台灣HPV疫苗自費市場廠商規劃具體可行的長期競合策略依據，跳脫以往傳統藥品的經營框架，朝著永續經營的目標邁進。

Human Papillomavirus (HPV)-induced cervical cancer is the second most common cancer for women worldwide, and HPV is also the major cause of genital warts, anal and penile cancer. These diseases have brought a heavy burden to patients, families, and the society. MSD launched the first HPV vaccine, Gardasil, in 2006 and followed by GSK, which launched Cervarix in 2008. Despite these new launches, the overall HPV vaccine market in Taiwan had been declining from more than 300 million NTD in 2008 to 190 million in 2011. The purpose of the present study is to analyze the reasons underlying the market decline and explore the co-opetition strategy that could be undertaken by from the major players for sustainable operations. By taking qualitative, case-based approach, we attempt to submit workable strategic proposal with theoretical supports. First, we overlook the HPV vaccine market in Taiwan by using five-force framework and in-depth interviews. Analytical results show that the cut-throat competition of two major players, the market acceptance of vaccine products, the characteristics of vaccine products, and the tender system of government purchase on vaccine products are four major reasons which cause the market to shrink. Next, we analyzed the existing strategies of these two major players. It indicates that the problem of the shrinking market and declining profits cannot be resolved if companies continue to use current pricing strategies. As a result, taking the analytical concept of value net, we develop a set of co-opetition strategy with six elements: to cooperate with insurance companies, to develop the corporation benefits, to strengthen the attitude and adoption behavior of prevention healthcare, DTC and differential marketing strategy, to localize manufacturing alliance, and to cooperate with competitor. Finally, we provide several successful initiatives held in Hong Kong and Korea in order to build benchmarks for local companies.