联系我们

论文查询结果	返回搜索

论文编号：	15523
作者编号：	2320223841
上传时间：	2025/6/16 12:29:07
中文题目：	MD中国公司心血管部门业务层战略转型研究
英文题目：	Business-Level Strategic Transformation on MD China’s Cardiovascular Division
指导老师：	林润辉
中文关键字：	MD 中国公司；高值医用耗材；心血管；业务层战略转型；低成本战略
英文关键字：	MD China; High-value medical consumables; Cardiovascular; Business-level strategic transformation; Low-cost strategy
中文摘要：	MD是一家全球前沿的医疗科技公司，创立于1949年，运营总部位于美国。目前，公司业务遍布全球150多个国家和地区，拥有九万多名员工。2024财年，公司营收达到了323.64亿美元，研发投入高达27亿美元。本文以MD中国公司心血管部门为研究对象。中国公司为MD集团全资子公司，心血管部门是业务占比最大的一个部门，占MD中国公司业务的35-40%，其提供的产品主要是用于治疗和改善冠状动脉粥样硬化性心脏病、高血压、快速性心律失常、缓慢性心律失常、心力衰竭、心脏瓣膜类等心血管疾病的高值医用耗材。 本论文研究的重点是MD中国公司心血管部门业务层战略的转型。MD中国公司心血管部门目前采用的是差异化的业务层战略。2018年，国家医疗保障局成立之后，深化医药卫生体制改革驶入了快车道，高值医用耗材的战略环境发生了巨大的变化，产品终端价格下行严重，对实施多年的差异化战略提出了极大的挑战，迫切需要进行战略转型。然而，MD中国公司心血管部门迟迟没有进行战略转型。本论文就在此背景下开展研究。 论文综合使用文献研究法、理论分析法、信息分析法和访谈法。首先参照PEST研究框架对政策、经济、社会和技术环境进行分析，特别是政策层面，详细研究市场准入的全流程，及医保耗材分类编码、集中带量采购、医保支付方式改革等一系列政策对战略环境的影响。再进行波特五力模型分析，以及MD中国公司心血管部门特有的资源和能力分析。通过战略环境的扫描，提出业务层战略向低成本方向转型的必要性和可行性。MD中国公司心血管部门面对战略环境的变化，却未进行战略转型，分析其深层次的阻力和障碍，主要源于以股东回报为核心的职业经理人制度的制约、销售体系与绩效考核体系的固化，以及员工对精英生活的难以割舍及勤俭持家文化的缺乏。所以，需要探索的是，在MD中国公司心血管部门改革权限范围内进行的、优势可以得到延续的情况下平稳过渡的转型方案。那就是低成本与差异化有机结合的业务层战略。因此，战略转型的核心，在于利用独特的资源与能力，选择并实施“产品服务差异化+运营推广低成本”的战略。由于差异化战略已执行多年，故在制定战略转型的实施方案时，重点研究的是在内部运营及市场推广实施低成本战略的具体方案。因心血管部门在中国暂时没有研发中心及生产基地，故在制定低成本战略的实施方案时，将其分为三个阶段：第一阶段聚焦于产品管理、渠道管理和市场推广，并同时关注员工差旅支出，弘扬勤俭持家文化；第二阶段的实施方案，重点聚焦于人力资源；第三阶段则聚焦于大规模的本土化生产。并就第一阶段实施方案的三个方面分别进行现状和问题分析，提出具体措施，以及战略保障条件和风险控制体系，从而对企业保持竞争优势，以及行业的可持续发展提供参考。图15幅，表5个，参考文献42篇。
英文摘要：	MD is a leading global medical technology company founded in 1949, with its operational headquarters in the United States. Currently, the company's business covers over 150 countries and regions worldwide, and it has more than 90,000 employees. In the fiscal year of 2024, the company's revenue reached 32.364 billion US dollars, with a research and development investment of 2.7 billion US dollars. This thesis takes the cardiovascular division of MD China as the research object. MD China is a wholly-owned subsidiary of the MD Group, and the cardiovascular division is the largest business division, accounting for 35-40% of MD China's business. The products it provides are mainly high-value medical consumables used for the treatment and improvement of coronary atherosclerotic heart disease, hypertension, rapid arrhythmia, slow arrhythmia, heart failure, heart valve diseases, and other cardiovascular diseases. The focus of this thesis is the transformation of the business-level strategy of the cardiovascular division of MD China. Currently, the cardiovascular division of MD China adopts a differentiated business-level strategy. After the establishment of the National Healthcare Security Administration in 2018, the deepening of the medical and health system reform has entered a fast lane, and the strategic environment for high-value medical consumables has undergone significant changes. The terminal prices of products have dropped severely, posing a great challenge to the differentiated strategy which has been implemented for many years, and a strategic transformation is urgently needed. However, the cardiovascular division of MD China has not yet carried out a strategic transformation. This thesis conducts research under this background. This thesis comprehensively uses literature research, theoretical analysis, information analysis, and interview methods. Firstly, it analyzes the policy, economic, social, and technological environments based on the PEST research framework, especially the policy aspect, and studies in detail the entire process of market access, as well as the impact of a series of policies such as medical consumables classification coding, centralized volume-based procurement, and medical insurance payment method reform on the strategic environment. Then, it conducts a Porter's Five Forces Model analysis and a specific analysis of the unique resources and capabilities of the cardiovascular division of MD China. Through the scanning of the strategic environment, it proposes the necessity and feasibility of transforming the business-level strategy towards a low-cost direction. The cardiovascular division of MD China has not carried out a strategic transformation in the face of changes in the strategic environment. This thesis analyzes the deep-seated resistance and obstacles, mainly due to the constraints of the shareholder return-oriented professional manager system, the solidification of the sales incentive and performance evaluation system, and the employees' difficulty in giving up the elite lifestyle and the lack of a frugal culture. Therefore, what needs to be explored is a transformation plan that can be smoothly implemented within the reform authority of the cardiovascular division of MD China and maintain its advantages. That is, a business-level strategy that organically combines low cost and differentiation. Therefore, the core of the strategic transformation lies in utilizing unique resources and capabilities to choose and implement a strategy of "product and service differentiation + low-cost operation and promotion". Since the differentiated strategy has been implemented for many years, the focus of formulating the strategic transformation implementation plan is to study the specific plans for implementing a low-cost strategy in internal operations and market promotion. As the cardiovascular division of MD China does not have a research and development center or production base in China for the time being, the implementation plan of the low-cost strategy is divided into three stages. Phase 1: Optimizing product management, channel efficiency, and marketing while curbing employee travel expenses and fostering cost discipline. Phase 2: Prioritizing human resource restructuring. Phase 3: Scaling localized production to enhance cost competitiveness. In the first stage of the implementation plan, this thesis analyzes the current situation and problems respectively, proposes specific measures, as well as strategic guarantee conditions and risk control systems, thereby providing references for the company to maintain its competitive advantage and the sustainable development of the industry. There are 15 figures and 5 tables, and 42 references.
查看全文：	预览  下载(下载需要进行登录)