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论文编号：	14018
作者编号：	2320200366
上传时间：	2023/6/7 19:33:59
中文题目：	H 公司抗肿瘤药物竞争战略研究
英文题目：	Research on Competitive Strategy of Anti-Cancer Drugs of H Pharmaceutical Enterprises
指导老师：	石鉴 教授
中文关键字：	竞争战略;抗肿瘤药;成本领先;集采;国谈
英文关键字：	competitive strategy; anti-cancer drugs; low-cost; volume purchasing; National Negotiation Drugs
中文摘要：	摘要 2010~2020 年间，国内生物制药技术蓬勃发展，肿瘤靶向、免疫新药层出 不穷，传统仿制药企面临着行业洗牌。传统老牌仿制药企 H 公司自 2014 年上市 第一款肿瘤创新药起，也增加研发投入，10 年来已成功布局了乳腺癌、肺癌等 多领域共 10 款新药。但近年来，国家集中带量采购和医保谈判已经开启了以量 换价的常态化价格管制，仿制药遭遇了价格天花板，抗肿瘤新药红利窗口期也 明显缩短，抗肿瘤药也遇到研发瓶颈期。2022 年 H 公司财报显示，肿瘤管线仿 制药营收、利润双减，创新药增长疲软，低于预期，整体抗肿瘤业务疲态尽显; 资本减持。如何重新夺回抗肿瘤药行业龙头地位，保持竞争优势，对于处于抗 肿瘤仿制药向创新药转型期的 H 公司来说是必须要考虑的问题。 本文采用了访谈、调查问卷和搜集上市公司年报等方法获取数据和信息， 以竞争战略理论为基础，综合运用了 PEST、五力模型，分析了 H 公司的内、 外部环境，提炼得出公司当前所面临的外部机会与威胁，以及内部的优势与劣 势;再对三种基本竞争战略分别进行定性分析，并使用 QSPM 矩阵做定量分析 后，为以“专注创新，打造跨国制药集团”为目标的 H 公司抗肿瘤药业务选择出 最适宜的竞争战略;并就可能出现的问题给出了相应的战略保障实施建议。 经过研究和论证，H 公司若在抗肿瘤药创新的“内卷”中立于不败之地，需 制定成本领先的竞争战略，即基于价值链从多环节降低成本，包括自研和合作 双线研发、数字化营销等多种手段的实施，同时积极推进国际成果转化 (License Out)。这些手段的实施可以帮助 H 公司提高研发效率，降低营销成 本，同时增加新药在国际抗肿瘤药市场的销售额。此外，企业还应该主动提出 建议，争取政策调整，并承担相应的社会责任，引导行业健康发展。 本文是首篇论及国内新医改环境下的抗肿瘤药竞争战略的学位论文，创新 创新普遍被认为是高成本，但低成本的仿创也许是更适合国内传统大型药企抗 肿瘤管线。
英文摘要：	Abstract During 2010~2020, domestic biopharmaceutical technology has boomed and new tumor-targeted and immune drugs have emerged, and traditional generic pharmaceutical companies are facing industry reshuffle. Since the first oncology innovative drug was listed in 2014, the traditional old generic drug company H has also increased its R&D investment and has successfully laid out a total of 10 new drugs in multiple fields such as breast cancer and lung cancer in the past 10 years. However, in recent years, national centralized quantity procurement and medical insurance negotiation have opened the normalized price control of quantity for price, generic drugs have encountered price ceiling, the window period of dividend for new anti- tumor drugs has also been significantly shortened, and anti-tumor drugs have also encountered R&D bottleneck period. 2022 financial report of Company H shows that the revenue and profit of generic drugs in oncology pipeline are both reduced, the growth of innovative drugs is weak and lower than expected, and the weakness of overall anti-tumor business is obvious; Capital Reduction. How to recapture the leading position in the anti-tumor drug industry and maintain the competitive advantage is a must for Company H, which is in the transition period from anti-tumor generics to innovative drugs. This paper uses interviews, questionnaires and annual reports of listed companies to obtain data and information. Based on the theory of competitive strategy, the paper analyzes the internal and external environment of Company H by using PEST and five forces model, and distills the external opportunities and threats, as well as internal strengths and weaknesses faced by the company. The QSPM matrix was then used to make strategic decisions and to formulate the most appropriate competitive strategy for Company H's antineoplastic business with the goal of "focusing on innovation and building a multinational pharmaceutical group"; and corresponding strategic implementation suggestions were given to ensure the implementation of possible problems. After research and argumentation, if Company H is to be invincible in the "in-roll"of antineoplastic drug innovation, it needs to develop a cost-leading competitive strategy, i.e., to reduce costs from multiple aspects based on the value chain, including the implementation of various means such as self-research and collaborative R&D, digital marketing, etc., and to actively promote the translation of international results (License Out). The implementation of these tools can help Company H improve R&D efficiency and reduce marketing costs, while increasing sales of new drugs in the international anti-tumor drug market. In addition, companies should take the initiative to make suggestions for policy adjustment and take corresponding social responsibility to guide the healthy development of the industry. This paper is the first thesis discussing the competitive strategies of anti-tumor drugs in the new medical reform environment in China. Innovation is generally considered high-cost, but low-cost imitation and innovation may be more suitable for traditional large pharmaceutical companies in China to compete in the anti-tumor pipeline.
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