本文選題：制藥企業(yè)　切入點：醫(yī)藥行業(yè)　出處：《安徽大學》2013年碩士論文　論文類型：學位論文

【摘要】：21世紀的今天,企業(yè)面臨日常激烈的外部競爭環(huán)境,企業(yè)要想獲得長期的生存和發(fā)展,就要站在全局的角度,用發(fā)展的眼光審視不斷變化中的經(jīng)營環(huán)境,為企業(yè)的未來發(fā)展制定總體性的規(guī)劃。我們稱這個過程為企業(yè)的戰(zhàn)略管理過程。戰(zhàn)略管理集中體現(xiàn)了一個企業(yè)的戰(zhàn)略思想,直接關(guān)系到企業(yè)正常的經(jīng)營和未來的發(fā)展。企業(yè)經(jīng)營戰(zhàn)略管理要確保企業(yè)使命的前提下,充分發(fā)掘經(jīng)營環(huán)境中蘊含的機會,并努力創(chuàng)造機會,正確判斷出企業(yè)與經(jīng)營環(huán)境之間的關(guān)系,然后細化企業(yè)的經(jīng)營范圍,明確企業(yè)的成長方向,制定企業(yè)的競爭策略,進而合理分配企業(yè)現(xiàn)有資源,調(diào)整企業(yè)產(chǎn)業(yè)布局,最終形成企業(yè)的核心競爭力。近年來,我國加大了對醫(yī)藥行業(yè)的監(jiān)管力度,導致醫(yī)藥行業(yè)的成本費用大幅上升和藥品價格持續(xù)下降,這對醫(yī)藥企業(yè)來說,無疑是個重大的難關(guān)。醫(yī)藥企業(yè)經(jīng)營狀況不斷惡化,長期來看,未來繼續(xù)惡化的可能性任然存在,醫(yī)藥行業(yè)的競爭度空前殘酷,據(jù)推測,醫(yī)藥行業(yè)將面臨“洗牌”,一場以優(yōu)勝劣汰為最終結(jié)果的結(jié)構(gòu)調(diào)整勢在必行。 文章運用現(xiàn)代戰(zhàn)略管理的理論和分析方法,全面分析了B公司外部環(huán)境的機會與威脅,內(nèi)部的優(yōu)勢與劣勢。擬定公司的可以選擇的戰(zhàn)略方案,在此基礎(chǔ)上提出了公司的戰(zhàn)略思想、戰(zhàn)略方案與發(fā)展重點。提出了加大在OTC市場的投入；進入農(nóng)村市場的戰(zhàn)略重點,同時,還提出了一些戰(zhàn)略的組合。希望通過對B公司發(fā)展戰(zhàn)略的研究,使該公司能盡快重視戰(zhàn)略管理,明確公司戰(zhàn)略,步入快速發(fā)展的軌道。
[Abstract]:In 21th century, the enterprise faces the daily fierce external competition environment. If the enterprise wants to obtain long-term survival and development, it is necessary to look at the changing business environment from the perspective of the overall situation. Make overall plans for the future development of an enterprise. We call this process the strategic management process of an enterprise. Strategic management embodies the strategic thinking of an enterprise. It is directly related to the normal operation and future development of the enterprise. Under the premise of ensuring the mission of the enterprise, the strategic management of the enterprise should fully explore the opportunities contained in the business environment and strive to create the opportunities. Correctly judge the relationship between the enterprise and the business environment, then refine the business scope of the enterprise, define the growth direction of the enterprise, formulate the competitive strategy of the enterprise, and then rationally allocate the existing resources of the enterprise, adjust the industrial layout of the enterprise, In recent years, China has increased its supervision of the pharmaceutical industry, which has led to a sharp rise in the cost of the pharmaceutical industry and a continuous decline in drug prices, which is of great importance to pharmaceutical enterprises. There is no doubt that this is a major difficulty. The operating conditions of pharmaceutical enterprises are deteriorating. In the long run, the possibility of further deterioration still exists in the long run, and the competition in the pharmaceutical industry is unprecedented and cruel. It is presumed that, Pharmaceutical industry will be faced with "shuffling", a final outcome of the survival of the fittest structural adjustment is imperative. Using the theory and analysis method of modern strategic management, this paper comprehensively analyzes the opportunities and threats, the internal strengths and weaknesses of the external environment of Company B. On this basis, the strategic thinking, strategic plan and development focus of the company are put forward, and the strategic focus of increasing investment in the OTC market, entering the rural market and, at the same time, This paper also puts forward some combination of strategies. It is hoped that through the study of the development strategy of company B, the company can attach importance to strategic management as soon as possible, make clear the company strategy, and step into the track of rapid development.
【學位授予單位】：安徽大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.3;F426.72

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