台灣製藥廠商發展生技製藥之策略研究

Abstract

近年來，生技製藥廠商在資本市場的熱絡，是政府推動生技製藥產業政策與民間企業30年來累積能量的呈現。然而，台灣國資藥廠的營收在健保藥費支出的金額市占率卻從1995年的33％逐年下降到目前的23％，顯示台資藥廠一向以推出學名藥品為主的經營策略漸無法形成競爭力，國內製藥企業因此亟需進行體質改革，重新檢視其競爭策略以因應外在環境的鉅變，尤其是如何運用有效的策略工具來建構企業競爭優勢，發展所需的資源要素，以因應激烈的產業競爭，並達到凝聚企業長期優勢的競爭力，是本研究目的之所在。 本研究選擇的個案公司是與台灣製藥企業背景相似的三家國外藥廠，一是為過去也曾為學名藥廠的Sandoz以及兩家亞洲的新興生物製藥企業Celltrion Pharma.與Samsung Bioepis，探討這些公司如何利用國際合資、併購與策略聯盟的手段進行事業擴展，進而在競爭的醫藥市場中站穩腳步立足世界。本研究採用資源基礎理論與產業結構兩個不同的理論視角，並輔以次級資料的收集與專家訪談驗證評估的方式，從預期效益與核心能力的層面來分析個案公司跨入生技製藥的策略選擇規劃邏輯。研究發現，個案公司會選擇能與核心能力資源互補的公司進行合作，而策略選擇的方式會依其未來企業的市場定位來選擇不同的策略活動。 研究最後以台灣傳統學名藥廠中化製藥跨足生技製藥產業為例，建議台灣廠商可以依照企業的定位，利用核心能力的檢視找到能和自己能力互補的企業，以中化來說，因為公司在生技製藥產業的核心能力不足，若以併購小型生技研發公司為目標，再配合不同的策略活動擴展事業版圖，才有機會補強企業本身在生技製藥領域的競爭力。生技製藥未來在製藥產業將扮演舉足輕重的角色，本研究希望能提供企業經營者跨入生技製藥領域的參考，以維持企業的成長動力與長期競爭力。

During the past years, owing to the supporting policies and environment, biopharmaceutical companies have received great attentions and high valuation in the capital market. However, the share of Taiwan health care spending for domestic pharmaceutical companies has declined from 33% in 1995 to 23% today. This clearly implies that Taiwan's pharmaceutical companies, which have been relying upon generic drugs as their major strategy, face great competitive threat and have to consider serious change. Domestic pharmaceutical companies need to re-examine their competencies and formulate competitive strategies to respond to the changes of the external environment, especially to meet market demand by developing biologic drugs with cutting-edge technology. Our study is to explore how these companies can develop effective strategy to gain competitive adventages and ensure longterm survival. To achieve research goals, we select three foreign pharmaceutical companies with similar backgrounds of Taiwanese pharmaceutical companies. One of these cases is Sandoz, who is the famous generic pharmaceutical in the world. The rest of cases are biopharmaceutical companies, Celltrion Pharma and Samsung Bioepis, who are all located in the Asia. These companies adopt diffent strategies, such as joint ventures, mergers and acquisitions and strategic alliances, to extend their business scope and build up new competencies, and hence achieve great performance in this competitive pharmaceutical market. We take angles of both resource-based view and industry structure and conduct analyses based on secondary data and interviews with experts to ensure the validity of this research.We found that the companies choose to cooperate with partner companies with complementary resources. They will evaluate collaborative strategies based on comparative efficiencies between using internal competence and leveraging external capabilities. Different competence and market positionings then define differential collaborative strategies. We studied Taiwan dometic pharmaceutical company called China Chimical pharmaceutical company(CCPC) suggest that Taiwanese pharmaceutical companies base on their corporate positioning and core competencies to define their growth strategies. Because of they do not have competitive core competencies in this field, CCPC should aquire small biopharmaceutical research company to strength their competiveness in pharmaceutical industries. Biologic products will play an important role in the pharmaceutical industry. We expect that corporate manager develop biopharmaceutical strategies to maintain the company's growth momentum and the competitiveness of enterprises.