授權交易之賣方策略研究：以人類免疫缺乏病毒藥物市場為例

Abstract

企業要透過何種策略追求成長甚至是存活，是一道複雜的多重選擇題；其中一個選項即是近年來十分熱門的研究主題：授權交易。過去研究焦點多集中於站在被授權方角度來看，為何要進行以及如何執行授權交易，鮮少有人關注授權方的存在，更遑論針對欲成功對外授權此目標，應首重哪些重要核心概念與策略。因此，本研究預期能透過打破腦內僵局提出具批判思考的問題，提升研究本質的價值，主張唯有問對問題才能依循對的方向進而找到最適當的答案。 本研究乃一質性研究，選定在生技醫藥產業中，有別於其他治療領域，無論是藥物(產品)種類或是整體市場結構匯聚程度已從過去的零星分散，發展至今大致已趨於穩定與集中的人類免疫缺乏病毒(HIV)藥物市場進行分析。故依本論文研究主軸看來，可從HIV藥物市場過去近三十年交易合作歷史脈絡洞察出輾轉曲折、蛛絲馬跡的變化，達到理解歷史，從變化中體會真相的目的，從中獲得真實成功對外授權策略的研究價值。 本研究結論指出三點成功對外授權之核心概念：(1)合作對象：適配最重要；(2)合作內容：利基性選題將能為中小企業提升對外授權的成功率；以及(3)合作時機：少數企業建立市場主導性之際，是出售產品的最佳時機。而如何將上述核心概念轉換成可執行的策略，以求真正的成功呢？首先，應透過利基性選題，創造新的市場優勢與規模；其次，積極找出差異化，目標成為某個區隔的獨佔者；最後，改變競爭態勢，成為國際藥廠的好夥伴。本研究除豐富對HIV藥物市場的瞭解外，對於成功對外授權的核心策略與邏輯思維，應能提供重要的研究意涵。

Adopting a specific strategy to pursue survival or even success is the multiple choice questions encountering by contemporary enterprises. With all of these uncertainties, licensing deal is one of the favorite strategic in recent years. However, previous studies stood on the viewpoint of licensee instead of the role of the licensor and focused only on why and how to proceed with those tedious trading process. Under such circumstance, the core concept of licensing as well as the way of approaching/ selecting the potential buyers usually neglected, not even to mention reaching a successful deal. Thus, weighing on critical thinking during the process of licensing deal shall elevate the application value of the present research. In that aspect, I now assert that only asking the right questions and tracking the precise routes can lead to a proper solution. The present study adopted the qualitative approaches focusing on the Biopharma industry, especially in the field of HIV pharmaceutical market. Apart from the other regime of drug developing histories, the consolidated HIV market represents its integrity as well as the richness of trading events which can be serving as the best study case regarding its trading licensing deals. With a more than thirty-year trading history in the HIV pharmaceutical sector, those Biopharma are no longer in a sporadic fashion constituting by several small companies. Instead, it has merged into a few giants allowing one to observe how the deal made and to follow what the strategies used at each specific historical time point. Through the story of HIV Biopharma development, it reveals the actual value of licensing deal and further insights on the impacts and successes of those leading giants nowadays. The present study concludes three critical points as follows: (1) the partnership of collaboration: matching is the uttermost; (2) the content of cooperation: picking a niche-type topic brings profit to the SME; (3) the timing of collaboration: best timing of selling leads the leading dominant formation. However, how to convert the above concepts and take into actions for success? First, one shall choose the niche-type topic to create a prominent dominance and growth, but not scaling, in that new market. Second, establishing the mindset to differentiate the markets actively, one will have a chance to become the monopolist. Last, changing the competitive status to the partnership of the international pharmaceutical company. In sum, the present study not only profiled the HIV pharmaceutic market via understanding its developing history but also provided the strategic concept and logical thinking in regards to how to make a successful licensing.