生技製藥產業廠商之成長策略－M公司個案研究

Abstract

過去二十年來，台灣的政府及民間均投入資源支持生技產業發展。在生技產業之中需最多資源投入與最長時間育成的當屬新藥研發，由於其高風險但也高報酬的產業特性形成進入障礙，因此使得規模屬於中小企業的我國製藥廠商在新藥研發領域仍未有顯著成長。 然而，近來全球各大藥廠均將明星新藥的開發視為主要的成長途徑。為了分析並提供台灣以中小規模為主的生技製藥產業適當的營運模式參考，本研究採用個案的方式進行，資料來源包括文獻、初級以及次級資料，針對M公司的成長方式進行分析。主要研究結果說明如下： 1. 新藥開發方面，獲得FDA認證與推動產品進入市場具高度關聯性，市場策略方面則應採取利基市場(肝癌)策略。 2. M公司對於核酸檢驗(HLA)產品應採用低成本策略，此類型產品的競爭優勢來自於成本控制。 3. 疫苗產品應該採取低成本、差異化雙重策略，以掌握從授權到製造的全部過程，滲透國際市場。

The development of pharmaceutical industry in Taiwan has been supported by government and non-government sectors in the past two decades. Owing to the characteristics of pharmaceutical industry, such as high investment risk and return, high entry barrier, especially small scale of company size, the growth of this industry is not significant. However, the development on new star drugs are expired major growth approach to each big pharmaceutical company. In older to develop the appropriate business model to Taiwanese small and medium sized pharmaceutical companies, this study employed a case study approach to survey related literatures, first hand and secondary data to analyze M company’s developmental approach. The results are listed as follows: 1. The development of new star drug is highly related to FDA's approval to market this product, which drives Taiwanese pharmaceutical firms to pursue niche market (H.C.C) strategy. 2. M company should apply low cost strategy to HLA products, to pursue its competitive advantage from cost control. 3. The vaccine products could apply cost, differentiation strategies to whole licensing and manufacturing process in order to penetrate global markets.