全球跨國藥廠企業經營模式之轉型

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

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.