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论文编号：	12622
作者编号：	2320180558
上传时间：	2021/6/17 10:35:41
中文题目：	LS中国公司抗肿瘤药物营销策略研究
英文题目：	Research on marketing strategy of LS China''s antineo-plastic drugs
指导老师：	侯文华
中文关键字：	营销策略；营销渠道；抗肿瘤药物；医改政策
英文关键字：	marketing strategy ; marketing channel ; antineoplastic drugs ; health care reform policy
中文摘要：	近年来，肿瘤疾病的发病率逐年升高，对公众健康形成了重大威胁，也给医疗支出带来巨大挑战。随着我国医改进程的不断深化，抗肿瘤药物也成为了关注的重点。既往国内抗肿瘤药物市场主要被外资药企占据，LS中国就是其中的典型代表。随着资本市场对抗肿瘤药物创新型企业的高投入，行业内竞争也愈发激烈。面对着内外部竞争环境的变化，公司利用自身优势与外部机会相结合，率先进行了营销策略调整，以期保持自身在行业中的领先优势。 本文对LS中国的营销策略进行了研究。主要采用了定性研究、实地观察、调查问卷、案例研究等方法。开篇从疾病、国情、行业等角度进行了背景介绍，而后介绍了所运用到的管理学工具，包括PEST、五力模型、SWOT、4P等，之后从医保、医疗、医药三个维度，对当前主要政策进行了梳理。第三章理论联系实际，介绍了LS中国的基本情况、分析了其外部环境和竞争环境、并在进行SWOT分析后给出策略建议。第四章从产品、价格、渠道、宣传4个方面，对LS中国营销策略进行了详细分析。在产品策略上，依托更开放的研发合作布局、持续的高投入及临床研究的模式创新、打造从患者早期筛查诊断，到后期治疗支付等环节的全病程闭环解决方案，从而形成对传统药企营销模式的竞争优势；在价格策略上，结合价格影响因素，遵循国家医疗改革方针，结合药物经济学等原理方法，统筹患者支付相关方面，合理调整药品定价；在渠道策略上，注重内部流程管控，拓宽渠道布局，特别是线上渠道和县域渠道；在宣传策略上，更加注重多平台的品牌形象的建设与展示，并加强项目本身与政策的结合度，利用线上线下进行整合推广。第五章进行策略实施保障性研究，包括人员、制度、渠道、内控4个方面。最后得出了结论并提出展望。 本文对LS中国当前营销策略的研究，不仅使营销策略中的重点和逻辑更加清晰明了，也对其后续执行过程中的保障实施进行了建议和补充，有助于其进一步调整和优化，更对同类外资医药企业未来改革有一定的借鉴意义。
英文摘要：	In recent years, the incidence rate of cancer has increased year by year, which poses a major threat to public health and poses great challenges to medical expenses. With the deepening of medical reform in China, anti-tumor drugs have become the focus of attention. In the past, the domestic anti-tumor drug market was mainly occupied by foreign pharmaceutical companies, and LS China is a typical representative. With the high investment of anti-tumor drug innovative enterprises in the capital market, the competition in the industry is becoming increasingly fierce. Facing the changes of internal and external competitive environment, the company takes the lead in adjusting its marketing strategy by combining its own advantages with external opportunities, in order to maintain its leading edge in the industry. This paper studies the marketing strategy of LS in China. It mainly uses qualitative research, field observation, questionnaire, case study and other methods. The first part introduces the background from the perspective of disease, national conditions and industry, and then introduces the management tools used, including pest, five forces model, SWOT, 4P, etc., and then combs the current main policies from the three dimensions of medical insurance, medical care and medicine. The third chapter combines theory with practice, introduces the basic situation of LS China, analyzes its external environment and competitive environment, and gives strategic suggestions after SWOT analysis. The fourth chapter analyzes the marketing strategy of LS China from four aspects: product, price, channel and publicity. In terms of product strategy, relying on more open R & D cooperation layout, continuous high investment and mode innovation of clinical research, the whole course closed-loop solution from early screening and diagnosis of patients to late treatment payment is created, so as to form a competitive advantage over the traditional marketing mode of pharmaceutical enterprises; In terms of price strategy, we should adjust drug pricing reasonably according to the influencing factors of price, the national health care reform policy and the principles and methods of pharmacoeconomics; In terms of channel strategy, we should pay attention to internal process control and broaden channel layout, especially online channel and County channel; In terms of publicity strategy, we should pay more attention to the construction and display of multi platform brand image, strengthen the combination of the project itself and policy, and integrate and promote online and offline. The fifth chapter studies the guarantee of strategy implementation, including personnel, system, channel and internal control. Finally, the conclusion and prospect are put forward. In this paper, the research on LS China's current marketing strategy not only makes the focus and logic of marketing strategy clearer, but also makes suggestions and supplements on the guarantee implementation in the follow-up implementation process, which is conducive to its further adjustment and optimization, and has certain reference significance for similar foreign-funded pharmaceutical enterprises in the future reform.
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