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论文编号：	16022
作者编号：	2320233827
上传时间：	2026/6/3 8:37:34
中文题目：	JS公司长效生长激素营销策略研究
英文题目：	Research on the Long-Term Growth Hormone Marketing Strategy of JS Company
指导老师：	杨坤
中文关键字：	长效生长激素；药品营销策略；STP战略；4P理论
英文关键字：	Long-acting growth hormone；Pharmaceutical marketing strategies； STP strategy; 4P theory
中文摘要：	本研究聚焦于中国生物医药领军企业JS公司旗下全球首个聚乙二醇化长效重组人生长激素产品（金赛增?）的营销策略问题。在“健康中国2030”战略推动与生物药创新浪潮背景下，尽管JS公司凭借技术先发优势占据了市场主导地位，但其长效生长激素业务正面临高定价制约基层渗透、跨国竞品加速入华、医保控费压力加剧以及公众认知偏差等多重挑战，呈现出“技术领先”与“市场受限”的结构性矛盾。本研究旨在系统诊断当前营销体系的核心瓶颈，并构建一套契合中国医疗生态、具备高度可操作性的整合营销方案，以助力JS公司实现从“产品驱动”向“价值驱动”的战略跃迁。 为达成上述目标，本文综合运用文献研究法、案例分析法与实地调研法，以STP战略、4P营销组合理论为基础框架，并辅以PEST、波特五力模型及SWOT分析工具，对JS公司长效生长激素的内外部环境进行了深度剖析。研究发现，其营销困境主要源于四大方面：一是价格策略僵化，缺乏针对不同支付能力群体的分层定价与创新支付解决方案；二是渠道布局失衡，过度集中于高端医院而基层覆盖与服务能力严重薄弱；三是产品与服务体系割裂，未能形成以患者为中心的全周期管理闭环；四是品牌传播局限于专业圈层，在公众端的社会信任建设缺位。基于此，本文提出了一套系统性策略：在战略层面，明确“科学守护成长每一步”的差异化定位；在战术层面，通过丰富剂型规格与拓展新适应症优化产品策略，实施分层定价并引入疗效保险等创新支付模式破解价格瓶颈，构建“核心巩固、基层下沉、线上+线下融合”的三维渠道网络，并以“深化学术推广、赋能患者教育、重塑公众品牌”三位一体升级促销体系。 本研究不仅为JS公司突破长效生长激素的增长瓶颈提供了直接的战略指导，更提炼出一套适用于高值、长周期、强监管环境下创新型生物药的商业化方法论。该方法论强调将临床价值、经济价值与患者报告结局进行有机整合，通过构建“产品+服务+支付”的生态系统，实现科技自立自强与商业价值创造的双重目标。研究成果对于正处于从“跟跑”向“领跑”转型的本土生物技术企业具有重要的理论参考与实践借鉴意义，为中国创新药从实验室走向广阔市场的“最后一公里”提供了可行路径。
英文摘要：	This thesis focuses on the marketing strategy issues of JS Company, a leading enterprise in China's biopharmaceutical industry, regarding its global first pegylated long-acting recombinant human growth hormone product (Jinse Zeng?). Against the backdrop of the "Healthy China 2030" strategy and the wave of biopharmaceutical innovation, although JS Company has taken a dominant position in the market due to its technological first-mover advantage, its long-acting growth hormone business is facing multiple challenges such as high pricing restricting penetration at the grassroots level, accelerated entry of multinational competitors into China, increased pressure from medical insurance cost control, and public perception bias. This presents a structural contradiction of "technological leadership" and "market constraints". The study aims to systematically diagnose the core bottlenecks of the current marketing system and construct an integrated marketing plan that is in line with China's medical ecosystem and highly operational, to assist JS Company in achieving a strategic leap from "product-driven" to "value-driven". To achieve the above goals, this thesis comprehensively employs literature research, case analysis, and field research methods, using the STP strategy and 4P marketing mix theory as the basic framework, and supplemented by PEST, Porter's Five Forces Model, and SWOT analysis tools, to conduct a deep analysis of the internal and external environment of JS Company's long-acting growth hormone. The research finds that the marketing predicament mainly stems from four aspects: first, the price strategy is rigid, lacking tiered pricing and innovative payment solutions for different payment ability groups; second, the channel layout is unbalanced, overly concentrated in high-end hospitals while grassroots coverage and service capabilities are severely weak; third, the product and service systems are fragmented, failing to form a patient-centered full-cycle management loop; fourth, brand communication is limited to professional circles, with a lack of social trust building among the public. Based on this, this paper proposes a systematic strategy: at the strategic level, clearly define the differentiated positioning of "scientifically safeguarding every step of growth"; at the tactical level, optimize the product strategy by enriching dosage forms and specifications and expanding new indications, break the price bottleneck through tiered pricing and introducing innovative payment models such as efficacy insurance, build a three-dimensional channel network of "core consolidation, grassroots penetration, and OMO integration", and upgrade the promotion system through "deepening academic promotion, empowering patient education, and reshaping the public brand" in a three-in-one approach. This thesis not only provides direct strategic guidance for JS Company to break through the growth bottleneck of long-acting growth hormone but also distills a set of commercialization methodologies applicable to innovative biopharmaceuticals in high-value, long-cycle, and highly regulated environments. This methodology emphasizes the organic integration of clinical value, economic value, and patient-reported outcomes, and achieves the dual goals of technological self-reliance and commercial value creation through the construction of an "product + service + payment" ecosystem. The research results have significant theoretical reference and practical reference value for domestic Biotech companies that are in the process of transforming from "me-too" to "first-in-class", providing a feasible path for Chinese innovative drugs to move from the laboratory to the broad market in the "last mile".
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