製藥企業戰略轉型的思路探討—以海南中化聯合製藥為例

Abstract

製藥行業被譽為我國的朝陽產業，自改革開放以來一直保持著較快的增長速度，隨著我國醫療消費水準提高，人口老齡化加快，慢性病患者增加，藥品的需求也在大幅度提高、全民醫保的落實，大病醫保的全民覆蓋，為醫藥行業帶來了極大的發展機遇。同時，從20世紀90年代後期開始，隨著市場經濟的深入發展，製藥行業進入了激烈的市場競爭和發展階段。近年來，隨著國家對醫療行業改革的逐步深化，醫藥行業的內外環境發生了結構性變化。 本文以海南中化聯合製藥公司為案例研究物件，首先概述了中化聯合製藥的發展史，呈現了一家當初註冊資本僅100萬的地方性小微製藥企業，憑藉著自身強大的產品研發基因和對市場準確的戰略定位，配合獨特新穎的經營模式，在經過十年中發展成為一家資產4.6億元的製藥集團。 同時，由於醫藥行業是受政策影響很大的行業，近幾年關於醫藥改革的政策頻出，如限輸限抗、營改增、流通整頓、兩票制、醫保控費、工藝查核等十幾項政策，這些政策的出臺造成製藥公司在實現持續增長戰略目標過程中會面臨一系列的問題。本文運用PEST分析模型和波特“五力分析模型”從宏觀環境和行業環境的角度對中化聯合製藥所處的外部環境進行了分析，發掘出了公司面臨的機會和威脅，同時買方和供應商的議價能力都比較強，面臨同行競爭激烈的威脅。接下來從企業資源和企業能力兩個方面對中化聯合製藥的內部環境進行了分析，發掘出公司內部的優勢和劣勢——中化聯合製藥擁有強大的技術開發、新產品開發能力，但是目前公司的行銷體系較弱。然後運用SWOT分析得出了公司可能的戰略選擇，並結合公司的實際情況，對公司進行戰略定位，確定了公司的轉型戰略，主要細分為產品發展戰略和市場行銷戰略兩方面。最後為了保證公司轉型戰略的順利實施提出了包括重視企業文化建設、優化企業組織結構、加強公司人力資源管理、加快企業資訊化進程在內的對策和措施，具有很強的針對性和實用性，保證了企業轉型戰略目標的實現。本文對於製藥各樣的企業制定轉型戰略具有指導和借鑒意義。

The pharmaceutical industry is known as China's sunrise industry, since the reform and opening up has maintained a rapid growth rate, with China's medical consumption level, population aging, chronic disease increased, the demand for drugs is also greatly improved. The implementation of health insurance, health care coverage of the whole nation for the pharmaceutical industry has brought great opportunities for development. At the same time, from the late 90s of the 20th century, the industry entered a fierce market competition. With the gradual deepening of the country's reform of the medical industry, the internal and external environment of the pharmaceutical industry has undergone structural changes. In this paper, Hainan Chuntch Pharmaceutical Company as a case study, the first overview of the history of the joint pharmaceutical industry, showing a registered capital of only 1 million local small pharmaceutical enterprises, by virtue of a strong R & D capability and accurate positioning of the market, The use of unique and innovative business model, to borrow external environmental forces, after 10 years of operation, developed into a value of 460 million modern pharmaceutical companies. However, because the pharmaceutical industry is affected by the government a lot of industry, in recent years on the policy of medical reform frequently, 'limited to limit resistance, two votes system, battalion increase, health insurance fees, circulation remediation, process verification, consistency Evaluation, clinical data verification ... ... 'multiple policy so that the company continued to face some problems. In this paper, the PEST analysis model and the Porter 'five force analysis model' from the macro environment and industry environment from the perspective of the company in the external environment of the analysis, to explore the company faces opportunities and threats, while buyers and supply The bargaining power of the firms are relatively strong, facing the threat of peer competition. Then, the internal environment of the company was analyzed from two aspects: enterprise resources and enterprise capability, and the advantages and disadvantages of the company were found. The company has a strong technology development and new product development capability. The company's marketing system is weak. And then use SWOT analysis to obtain the company's possible strategic choice, combined with the company's actual situation, the company's strategic positioning, to determine the company's transformation strategy, mainly divided into product development strategy and marketing strategy two aspects. Finally, in order to ensure the smooth implementation of the company's transformation strategy, including the emphasis on corporate culture, optimize the organizational structure, strengthen the company's human resources management, accelerate the process of enterprise information, including countermeasures and measures, has a strong relevance and practicality, To ensure the realization of the strategic objectives of enterprise transformation. This paper has the guidance and reference significance for the development of the transformation strategy of various pharmaceutical enterprises.