新醫改背景下N公司（中國）競爭戰略研究

Abstract

N司是總部位於瑞士，歷史悠久並以創新研發聞名全球的製藥公司，曾在2014年登頂全球製藥公司第一的寶座，2015年、2016年被輝瑞超越居第二，2021年營收再次下滑三位至第五。2022年4月N司宣佈全球架構重組，啟動重大轉型，未來5年的戰略目標是到2027年成為美國前五大製藥商（目前是第十）、中國前三大製藥公司之一（目前是第五），並保持德國和日本的競爭優勢。N司稱中國是“未來十年的關鍵增長市場”。在N司全球競爭戰略調整之時N司中國作為全球的重要市場也隨之調整。 筆者研究N司新的競爭戰略，使用相關理論，系統研究了N司競爭戰略調整的內外部環境的變化，包括中國新一輪醫改政策及其影響，宏觀環境，醫藥行業狀況及其行業五力競爭力分析，並運用SWOT分析理論，系統分析N司面臨的機會和挑戰，N司自身的優勢和劣勢，再結合N司的資源和關鍵能力，最後梳理出N司的競爭戰略選擇為聚焦集中戰略，在疾病領域聚焦疾病負擔較重且是N司優勢的五大疾病病種，包括腫瘤、血液、心血管、免疫、中樞神經，在區域上聚焦全球第一和第二大醫藥市場-----美國和中國，並闡述了競爭戰略實施的關鍵措施。 此論文是一個競爭戰略理論在醫藥行業中的應用研究，筆者希望通過此論文能加深對競爭戰略理論的理解，以理論聯繫實際，提高自己在商業領域的獨特的商業洞見。另外此研究也對醫藥行業中的其它類似企業在新環境中、新的機遇和挑戰面前，重新定位和調整自身競爭戰略以期保持核心競爭力和可持續發展提供一定的借鑒意義。

N, a Swiss-based pharmaceutical company with a long history and a global reputation for innovative research and development, once topped the throne of global pharmaceutical companies in 2014, was surpassed by Pfizer in 2015 and 2016 to rank second, and its revenue fell three places to fifth in 2021. In early 2022, Division N announced a global restructuring and positioned its strategic goal for the next five years to provide high-value medicines that reduce society's greatest burden of disease through technological leadership in R&D and innovative access initiatives. Its strategic goal is to become one of the top five pharmaceutical companies in the United States (currently tenth) and one of the top three pharmaceutical companies in China (currently fifth) by 2027, and to maintain a competitive advantage in Germany and Japan. N called China a "key growth market for the next decade." At the time of the adjustment of the global competitive strategy of the Company N, the China of the Company of the N Division as an important market in the world has also been adjusted. Taking the new competitive strategy of Division N as the research object, the author systematically analyzes the changes in the internal and external environment of Division N's strategic adjustment by using the relevant theories of strategic management, including China's new round of medical reform policies and their impact, macro environment, pharmaceutical industry status and the analysis of the competitiveness of the five forces of the industry, and uses SWOT analysis theory to systematically analyze the opportunities and challenges faced by Division N, the advantages and disadvantages of Division N, and then combined with the resources and key capabilities of Division N, and finally sorts out the competitive strategy choices of Division N as a focused strategy. In the field of diseases, it focuses on five major disease diseases with a heavy disease burden and is the advantage of the N division, including oncology, blood, cardiovascular, immune, and central nervous system, and focuses on the United States and China regionally. It also elaborated on the key measures for the implementation of the strategy. This thesis is an applied research of competitive strategy theory in the pharmaceutical industry, and the author hopes that through this thesis, I can deepen my understanding of competitive strategy theory, integrate theory with practice, and improve my unique business insights in the business field. In addition, this research also provides some reference significance for other similar enterprises in the pharmaceutical industry to reposition and adjust their strategies in order to maintain core competitiveness and sustainable development in the face of new opportunities and challenges in the new environment.