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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李吉仁(Ji-Ren Lee) | |
dc.contributor.author | Hsien-Jen Chen | en |
dc.contributor.author | 陳賢哲 | zh_TW |
dc.date.accessioned | 2021-06-13T15:38:04Z | - |
dc.date.available | 2009-07-23 | |
dc.date.copyright | 2008-07-23 | |
dc.date.issued | 2008 | |
dc.date.submitted | 2008-07-09 | |
dc.identifier.citation | Reference
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Multisourcing: Moving beyond outsourcing to achieve growth and agility. Boston, Massachusetts, U.S.A.: Harvard Business School Publishing Cullen, J. B. 2002. Multinational Management: A strategic approach (2nd ed.). Mason, Ohio, U.S.A.: South-Western Friedman, T. L. 2005, 2006, 2007. The world is flat: A brief history of the twenty-first century. New York, N.Y. U.S.A.: Picador Reading Group Guides Lasserre, P. 2003. Global strategic management. New York, N.Y., U.S.A.: Palgrave MacMillan Linder, J. C., 2004. Outsourcing for radical change: A bold approach to enterprise transformation. New York, N.Y. U.S.A., AMACOM McGahan, A. M., 2004. How industries evolve: Principles for achieving and sustaining superior performance: 65-80. Boston, MA, U.S.A.: Harvard Business School Press Patel A. B. & Aran H. 2005. Outsourcing success: The management imperative. New York, N.Y. U.S.A.: Palgrave Macmillan Philip, K. & Ang, S. H., & Leong, S. M. & Tan, C. T., 2003. Marketing management: An Asian perspective, (3rd Ed.). Singapore: Prentice Hill Porter, M. E. 1985. Value Chain, Competitive advantage: Creating and sustaining superior performance B. Periodicals and Papers Alvarez, E. & Couto, V. & Disher, C. 2003. First published by Euromoney, Next-Generation G&A Performance. Published as a strategy+business Reader by Booz Allen Hamilton Coase, R. H. 1937. The nature of the firm, Ecnomica, New Series, Vol. 4, No.16, 386-405 Insinga R. C. & Werle, M. J. 2000. Linking outsourcing to business strategy. Academy of Management Executive, Vol. 14, No. 4: 58-61 Mahnke, V., 2001. The process of vertical dis-integration: An evolutionary perspective on outsourcing, Journal of Management and Governance 5: 353-379. Maskell P., & Pedersen, T., & Petersen, B., & Dick-Nielsen, J. 2000. Learning paths to offshore outsourcing –From cost reduction to knowledge seeking, DRUID Working Paper No. 05-17 McGahan A. M., 2004. How industries change. Harvard Business Review, Reprint R0410E, Oct. ’04: 87-94 (This article builds on the author’s “How Industries Evolve”, Business Strategy Review, Autumn 2000) Venaik, S., & Midgley D.F., & Devinney, T.M., 2000. Is the integration-responsiveness framework two-dimensional?: An exploratory study: 1-3 Welch, J. A. & Nayak P. R., Arthur D. Little, Inc., 1992. Strategic Sourcing: A progressive approach to the market-or-buy decision, Academy of Management Executive, Vol. 6, No. 1 C. Website Search/Electronic Documents: AXA Farmington, 2007, Pharma 2020: The vision: Which path will you take? http://www.correofarmaceutico.com/documentos/180607PHARMA2020FINAL.pdf (accessed Feb. 10, 2008) Business Process Outsourcing Spending: BPO worldwide spending by region, 2001-06, : 3 http://tw.wrs.yahoo.com/_ylt=A8tUxzqoo1JIvFQB7ZJr1gt.;_ylu=X3oDMTByNzZjNzdsBHNlYwNzcgRwb3MDNARjb2xvA3RwZQR2dGlkAw--/SIG=11v1ton1f/EXP=1213461800/**http%3A//www.palgrave.com/pdfs/1403946221.pdf (accessed Feb. 16, 2008) Cockburn, I. M. 2006, Global Innovation in the Pharmaceutical Industry, Boston University and NBER, National Academies, Washington, DC. http://www7.nationalacademies.org/step/presentation_cockburn.pdf (accessed Feb. 12, 2008) Datamonitor,: The Global Pharmaceutical Industry, April 15, 2007. Morgan Castner, Joanna Hayes, and Daniel Shankle for SOC142D at Duke University): Global Pharmaceuticals Market Value Forecast $ billion, 2006-2011: http://www.duke.edu/web/soc142/team2/value.html http://www.datamonitor.com/ (accessed Feb. 10, 2008) EFPIA: 2007 update, The European federation of pharmaceutical industries and associations. The Pharmaceutical Industry in Figures, Pharmaceutical R&D Expenditure in Europe (Euro Million) www.efpia.eu http://www.efpia.eu/content/Default.asp?PageID=444 (accessed Feb 12, 2008) IDC: Worldwide BPO Services: Market Opportunities by Key Business Processes, 2007 http://www.idc.com/getdoc.jsp?containerId=IDC_P7135 (accessed Mar. 20, 2008) IMS Health: General data and information: http://www.imshealth.com/ims/portal/pages/homeFlash/europe/0,2768,6025,00.html (accessed Dec. 5, 2007) Global Pharmaceutical Sales by Region, 2006: (IMS MIDAS®, MAT Dec 2006) http://www.imshealth.com/ims/portal/front/articleC/0,2777,6025_80528184_80528215,00.html Global Pharmaceutical Sales, 1999 – 2006: http://www.imshealth.com/ims/portal/front/articleC/0,2777,6652_80528184_80528202,00.html … IMS Health: Patent Ending (All figures are in U.S. dollars): http://www.imshealth.com/ims/portal/front/indexC/0,2773,6599_1827_0,00.html (accessed Mar. 20, 2008) KPMG http://www.kpmg.com/Global/Pages/default.aspx (accessed since Jan. 25, 2008) National Outsourcing Association http://www.noa.co.uk/ (accessed Dec. 13, 2007) Openpublish -Wolters Kluwer: The Death of King Contents: Aug 2007 http://www.openpublish.com.au/pdf/Paul_Jensen.pdf (accessed Mar. 20, 2008) Outsourcing Institute http://www.outsourcing.com/ (accessed since Dec. 5, 2007) Pharma Documentation Ring (P-D-R): Pharma Business & Market Information: Top 100 Ethical Drugs (2006) by Sales: http://www.p-d-r.com/ranking/ranking.html (accessed Feb 18, 2008) PricewaterhouseCoopers: Pharma 2020: The vision: Which path will you take? http://www.scribd.com/doc/2736607/Pharma-2020-The-vision (accessed Feb 18, 2008) RocSearch, Ltd., 2004-05, Global BPO Market: 4 (Nelson Hall) http://www.rocsearch.com/samples/Global%20BPO%20Market.pdf (accessed Dec. 13, 2007) Sonpal, A., 2004, Knowledge Process-Offshoring: http://202.131.96.59:8080/dspace/bitstream/123456789/112/1/KPO-Moving+up+the+Knowledge+Continuum-Amy+Sonpal.pdf (accessed Dec. 13, 2007) Top GartnerGroup: Business Process Outsourcing & Offshoring (Main Challenges with Outsourcing, Expected and Actual Benefits of Outsourcing, and Reasons for Outsourcing: : 7-9) http://www.boozallen.com/media/file/134530.pdf (accessed Feb 18 2008) Wood Mackenzie: http://www.woodmacresearch.com/home/index.html Industry Overview: Global ethical drug growth trends 1994-2013 http://www.p-d-r.com/ranking/Industry_Overview.pdf (accessed Dec. 5, 2007) Wikipedia website: http://www.wikipedia.org/ (accessed Dec. 17, 2007) · BPO, http://en.wikipedia.org/wiki/BPO · Business Model, http://en.wikipedia.org/wiki/Business_model · Business Process Outsourcing, http://en.wikipedia.org/wiki/Business_Process_Outsourcing · Globalization, http://en.wikipedia.org/wiki/Globalization · Homeshoring, http://en.wikipedia.org/wiki/Homeshoring · List of biotechnology, http://en.wikipedia.org/wiki/List_of_biotechnology_companies · Medication: Leading Blockbuster drugs, http://en.wikipedia.org/wiki/Medication · Nearshoring, http://en.wikipedia.org/wiki/Nearshoring · Outsourcing, http://en.wikipedia.org/wiki/Outsourcing · Offshoring, http://en.wikipedia.org/wiki/Offshoring · Porter 5 forces analysis, 1979, Porter, M. E. of Harvard Business School, http://en.wikipedia.org/wiki/5_forces_model · Value Chain, Porter, M. E. 1985, Competitive Advantage: Creating and Sustaining Superior Performance. http://en.wikipedia.org/wiki/Value_chain Yahoo!Finance: Global Pharmaceuticals: Weighted Average Total Shareholder Returns: Big-Pharma delivered weighted average total shareholder returns between January 2001 & March 2007 http://finance.yahoo.com/ (accessed Dec. 16, 2007) | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/37674 | - |
dc.description.abstract | 全球跨國藥廠的管理階層長久以來都想要藉著對企業經營模式的理解來創造業績、價值及利潤。同時,更重要的是,管理階層往往必須經由從各種不同高度或角度來思考,如何在詭蹫多變的市場競爭中做出更好的策略性的決定。此外,管理階層藉由對企業經營模式轉型的徹底理解,將有助於在恰當的時機做出正確的策略,以調整、改變及維持企業的核心能力及必要的成功要素。
本研究將探討全球跨國藥廠的企業經營模式轉型是如何歷經1980年代以來的市場環境變遷、全球化歷程、生科及管理系統的科技新發明、及外包市場的多面向發展,而逐漸轉變演化至今,及至未來的十年。本研究的主要目標係將藥業經營模式轉型的所有歷史過程、改變、及影響做一個彙總,尤其是針對全球前三十大的跨國藥廠,同時,找出未來經營模式之方向及潛在發展。 本研究的理論基礎包含Porter的價值鏈及五力分析,Bartlett及Ghoshal的全球整合及地方回饋機制,McGahan的四個產業變遷軌道模式,和外包策略等理論。本研究分析的資料來自書本、文件、統計、網際網路、及與製藥業中之專家的非正式討論。本研究利用資料歸納法及定性分析法來蒐集及分析仍在轉型中之藥業經營模式。我們希望此一研究能引起未來研究者之潛在興趣. 本研究至少產生以下四點結論:(一)自1990年代以來,主要跨國大藥廠之傳統經營模式因來自市場的各種機會及威脅而不斷在改變及轉型,而此一轉型將至少延續至至未來的十年(2010年代);(二)現有之傳統主要跨國大藥廠將在此波經營模式轉型過程中,逐漸演化成兼具傳統及創新模式之新型的生科製藥公司,(三)購併、授權、及各式範圍的外包或內包,將是在新型經營模式下之核心策略,(四)外包或內包的理想轉型及演化模式可以歸納為集中化、標準化、善用化及價值創造。本研究亦討論這些研究結果之衍生意涵 | zh_TW |
dc.description.abstract | Business executives in Big-Pharma have long sought to understand how business models drive industry outcomes, value creation, and profitability. It would be useful to undertake a holistic view to such transformation for better strategic decision making under the dynamic market environments. In addition, clear understanding of the industry’s business model transformation will enable business executives to adjust, change, and sustain their capabilities and key successful factors through the implementation of right business strategies at the right time and in the right way.
The present research explores how business model has been evolutionarily transformed in the context of global pharmaceutical industry with the market environment changes, progress of globalization, new technologies development in both biotechnology and management systems, and the supplies and dynamic developments of outsourcing markets from 1980s all the way to 2010s over the next decade. The objective of this research is to provide a historical progress and changes of business models and their implications to the industry, especially the Big-Pharma companies (Global top 30), and to suggest the direction for the potential future development. Porter’s Value Chain and Five Forces Analysis, Bartlett and Ghoshal’s Integration-Responsiveness framework, McGahan’s model for four trajectories of industry change, and outsourcing business strategies are used in this research. The analysis relies on secondary data collected and informal discussion with experts in the pharmaceutical industry. Through the induction approach of research, this research provides qualitative analysis based on on-going business model transformation, which should intrigue interested researchers to perform further studies. This research suggests several conclusions: 1) Business models of traditional Big-Pharma are changing and transforming due to various market opportunities and threats since 1990s. That momentum will be there till at least next decades (2010s); 2) The traditional Big-Pharma shall evolve to new Bio-Pharma in this wave of business model transformation; 3) M&A, licensing-in, and a wide range of outsourcing/in-sourcing shall be the core strategies under new business models; 4) The ideal evolution/transformation steps for Outsourcing and In-sourcing are: Centralization, Standardization, Optimization, and Value Creation. Implications of these findings are also discussed. | en |
dc.description.provenance | Made available in DSpace on 2021-06-13T15:38:04Z (GMT). No. of bitstreams: 1 ntu-97-P94746020-1.pdf: 3494234 bytes, checksum: 736ffdf5c673000deb519c377e73025a (MD5) Previous issue date: 2008 | en |
dc.description.tableofcontents | Table of Contents
ACKNOWLEDGEMENTS iv THESIS ABSTRACT v 中文摘要 vi List of Tables x List of Figures xi 1. Introduction 1 1.1 Research Background and Motivations 1 1.2 Research Questions 3 1.3 Research Objectives 3 1.4 Research Methodologies/Approaches 4 1.4.1 Research Scope 4 1.4.2 Data Collection 5 1.5 Limitation 5 1.6 Thesis Flow Structure 6 2. Literature Review 9 2.1 Value Chain Theory 9 2.2 Five-Force Analysis 11 2.3 The Integration-Responsiveness Framework 13 2.4 Nature of Industries Change 16 2.5 Linking outsourcing to business strategy 19 3. Global Pharmaceutical Business 21 3.1 Status of Global Pharmaceutical Industry 21 3.2 Value Chain and Porter Five-Force Analysis of Global Pharmaceutical Industry 23 3.2.1 Value Chain for Global Pharmaceutical Industry 23 3.2.2 Porter’s Five-Force Analysis 24 3.2.3 Key Opportunities and Threats 26 3.3 Main Business Model of Global Big-Pharma 27 3.4 Business Threats of Global Big-Pharma and Blockbuster Business Model 28 3.4.1 Threats to Big-Pharma’s Growth – Patent-Off and Generic Competition 29 3.4.2 Product Life Cycle Management in Pharma Business 30 3.5 Integration-Responsiveness Framework 40 3.5.1 Traditional Global Big-Pharma in I-R Framework 40 3.6 Global Biotechnology Business 44 3.6.1 Definition of Biotechnology and Status of Global Biotechnology Market 44 3.6.2 Biotechnology Companies 46 3.6.3 The Growth Opportunity and Challenges of Biotechnology 48 3.6.4 Development of Bio-products vs. Traditional Pharma Products 50 4. Global Outsourcing Business 51 4.1 Introduction of Global Outsourcing 51 4.2 Reasons For Outsourcing 51 4.3 Scope Of Global Outsourcing 52 4.4 Modes Of Outsourcing 53 4.5 Status of Global Outsourcing 54 4.5.1 Outsourcing Model for Global Pharmaceutical Industry 54 4.5.2 Gap of Expectation in Outsourcing 55 4.6 Business Process Outsourcing and Knowledge Process Outsourcing 57 4.6.1 Global Market Size and Growth 59 4.6.2 Areas of Business Process Outsourcing 65 4.6.3 Evolution of In-sourcing (Shared Service Center) and Outsourcing 66 4.7 Evolution of In-sourcing / Outsourcing in Supporting Activities 68 4.7.1 Activities vs. Timeline: 68 4.7.2 Stage-of-Specialization vs. Stage-of-In-sourcing-or-Outsourcing Management 69 4.7.3 Value Creation vs. Stage-of-In-sourcing-or-Outsourcing Management 70 4.7.4 Specialization-Degree of Transformation vs. Capability of In-sourcing and Outsourcing Management –Basic Form 71 4.7.5 Specialization-Degree of Transformation vs. Capability of In-sourcing and Outsourcing Management –Explanation 1 73 -Specialization-Degree of Transformation vs. Capability of In-sourcing and Outsourcing Management –Explanation 1 73 4.7.6 Specialization-Degree of Transformation vs. Capability of In-sourcing and Outsourcing Management – Explanation 2 74 4.7.7 Specialization-Degree of Transformation + Qualified Suppliers in the Market vs. Capability of In-sourcing and Outsourcing Management + Pressure from Investors to Management 75 -Specialization-Degree of Transformation + Qualified Suppliers in the Market vs. Capability of In-sourcing and Outsourcing Management + Pressure from Investors to Management 75 4.7.8 Potential risk/Issues vs. Stage of in-house, SSC, and Outsourcing 77 4.7.9 Stage of Potential People Issues/Conflict vs. Stage of Transformation 80 4.7.10 Specialization-Degree of Transformation vs. Capability of In-sourcing and Outsourcing Management – Typical Progress of SSC or Outsourcing 82 4.7.11 In-sourcing and Outsourcing Model of Global Pharmaceutical business 84 4.7.12 Status of Activities/Process vs. Time Line of Evolution –Global Pharmaceutical Enterprises 86 4.8 Needs of Outsourcing in Pharmaceuticals 87 4.8.1 Business Process Outsourcing in Pharmaceuticals 87 4.8.2 Finance & Accounting Outsourcing in Pharmaceuticals 88 4.9 Outsourcing Risks 91 5. Business Model Transformation: From Global Traditional Big-Pharma to New Bio-Pharma 93 5.1 Change of Business Model in Global Pharmaceutical Business 93 5.1.1 Change of Business Model 94 5.1.2 Change of Business Model by Product Life Cycle 94 5.1.3 Evolution of Business Model from Traditional Pharma to Hybrid Bio-Pharma 99 -Represented from the Income Statement Perspective 99 5.2 Evolution of Big-Pharma Business Model in I-R Framework 101 6. Conclusions and Suggestions 105 6.1 Conclusions 105 6.1.1 Why do the global pharmaceutical industry need to transform their business model and what are the key impacts? 105 6.1.2 What will be the new value chain and new business model for global pharmaceutical business? 109 6.1.3 What will be the evolution and development of in-sourcing and out-sourcing strategies in global enterprise and global pharmaceutical business? 117 6.2 Suggestions to Global Big-Pharma 119 6.2.1 Create Strategic Focus and Obtain Critical Capabilities 119 6.2.2 Organizational Restructuring and Management of Specializations 119 6.3 Suggestions to Taiwan Pharmaceutical Companies 120 6.4 Suggestions for Future Research 121 Reference 123 A. Books 123 B. Periodicals and Papers 124 C. Website Search/Electronic Documents: 125 | |
dc.language.iso | en | |
dc.title | 全球跨國藥廠企業經營模式之轉型 | zh_TW |
dc.title | Business Model Transformation of
Global Pharmaceutical Business | en |
dc.type | Thesis | |
dc.date.schoolyear | 96-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳俊忠,陳振祥 | |
dc.subject.keyword | 企業經營模式轉型、全球製藥產業、策略外包, | zh_TW |
dc.subject.keyword | Business Model Transformation, Global Pharmaceutical Industry, Strategic Outsourcing, | en |
dc.relation.page | 127 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2008-07-09 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 國際企業管理組 | zh_TW |
顯示於系所單位: | 國際企業管理組 |
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