| 摘要(英) |
The Manufacture of Drugs and Medicines is an industry with a long research and development cycle and more restrictions on regulations. Taiwan pharmaceutical companies generally face the following challenges, such as insufficient R&D capabilities, difficulty in developing new drugs, and small domestic market with fierce competition; coupled with the impact of price cutting by National Health Insurance Administration, so pharmaceutical companies are not profitable and cannot grow. So, how to adjust and establish a healthy business model to ensure business performance is worthy of research and reflection.
The purpose of this study is to analyze the current business model of the Manufacture of Drugs and Medicines under the trend of the external environment. Firstly, it analyzes the pharmaceutical industry and studies the characteristics and general situation of the Manufacture of Drugs and Medicines from various angles. Secondly, refer to Osterwalder & Pigneur′s "The Business Model Canvas" to analyze the case company. Based on the case study method in qualitative research, this study selects case company to understand the operational performance of case company in the face of external environmental changes over the past few years through the collection of secondary data and in-depth interviews with senior executives.
This study summarizes the following conclusions: First, the case company′s products are mainly prescription drugs, which are greatly affected by the price-cutting by National Health Insurance Administration; Second, the drug GMP standard has become higher and the gross profit margin has decreased year after year; Third, the R&D investment of new products is imperative, but it is a sweet burden. The following suggestions are proposed in this study: First, making good use of the R&D advantages of the existing and sophisticated drug delivery system (DDS) platform, and earlier authorizing cooperation on new product development results in some markets; Second, firmly strengthen the strategy of expanding overseas markets to reduce operational risks; Third, strengthen the product line in the field of specialist treatment, and optimize its own sales team to facilitate the competitiveness of the domestic market. |
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