T製藥公司競爭策略研究

Abstract

我國藥品市場巨大成長前景廣闊，但是競爭異常激烈，目前政府一方面不斷出臺政策法規以提高國內藥品標準和品質，並且鼓勵創新，另一方面推進藥品集中採購，醫保談判等工作，以達到減少藥品流通銷售的中間環節、降低藥品價格、降低人民群眾醫療負擔節約醫保資金的目的。這也使國內所有制藥企業面對巨大挑戰，在此背景下，本文討論了T製藥公司競爭策略如何選擇問題；通過PEST方法分析T公司所處宏觀環境、通過波特五力模型分析T公司所處的競爭環境，通過SWOT分析和競爭策略工具，討論了公司競爭策略的幾種選擇，給出T公司應當在短期內選擇集中化策略，中長期選擇差異化策略這一方向；最後結合T公司實際情況，通過策略地圖，規劃出T公司策略實施步驟和階段性目標，最後對於策略實施過程中的風險以及風險管控措施做了分析和說明。 1. 在具體的競爭策略方向上，本文認為T製藥公司在短期內，應採用集中化策略，將研發、生產、產品等資源集中於治療皮膚病的藥品上，中長期應採用差異化的策略，在產品、品牌服務、市場等與競爭對手形成差異化。 2. T製藥公司的差異化戰略實施包含產品差異化、服務差異化、市場差異化第三個方面。 3. 在T公司競爭策略實施過程，對T製藥公司提出分為短中長期三階段，共十年的規劃，在每一階段又從財務、客戶、內部流程、學習與成長構面，規劃了實施步驟和階段性目標。 4. T製藥競爭策略實施過程中的風險主要有政策風險、經濟環境分析、技術風險、財務風險、原料被控制或者壟斷的風險，本文也針對以上風險提出了建議風險管控措施。

China's pharmaceutical market exhibits vast growth potential, but the competition within it is exceptionally intense. Presently, the government is actively introducing policies and regulations aimed at elevating domestic drug standards and quality while encouraging innovation. Concurrently, initiatives such as centralized drug procurement and medical insurance negotiations are underway, intended to streamline drug circulation, reduce prices, and alleviate the medical burden on the population, thereby saving medical insurance funds. This dynamic landscape poses significant challenges for domestic pharmaceutical companies. Against this backdrop, this paper delves into the strategic choices facing T, a pharmaceutical company. Employing the PEST method for macro-environmental analysis, Porter's Five Forces model to assess the competitive landscape, and SWOT analysis coupled with competitive strategy tools, the paper explores various strategic options. The recommendation is for T to embrace a short-term centralized strategy and a medium-to-long-term differentiation strategy. Finally, considering T's practical circumstances, the paper outlines strategic implementation steps and phased goals through a strategic map, concluding with an analysis of risks during the implementation process and corresponding risk mitigation measures. 1. Regarding specific strategic directions, the paper proposes that in the short term, T should pursue a centralized strategy, concentrating its resources on the development of drugs for skin diseases. In the medium to long term, a differentiation strategy is advised to establish distinctions in products, brand services, and markets compared to competitors. 2. The implementation of differentiation strategy of T’s Pharmaceutical company includes the third aspect of product differentiation, service differentiation and market differentiation. 3. The strategic implementation process for T is divided into short, medium, and long-term stages, encompassing a comprehensive ten-year plan. Each stage involves considerations for financial aspects, customer relations, internal processes, and learning and growth, outlining implementation steps and phased goals. 4. Risks during the implementation of T's competitive strategy include policy risks, economic environmental risks, technological risks, financial risks, and risks related to the control or monopolization of raw materials. The paper offers suggestions for risk mitigation measures concerning these identified risks.