瑞年國際處方藥品可持續(xù)發(fā)展戰(zhàn)略
發(fā)布時間：2018-09-04 15:10
【摘要】：瑞年國際有限公司是一家現代化、專業(yè)化的集醫(yī)藥、高級營養(yǎng)品研發(fā)、生產為一體的大型上市集團公司,旗下擁有無錫瑞年實業(yè)有限公司、南京瑞年百思特制藥有限公司、無錫前進制藥有限公司等通過國家GMP認證的標準化、專業(yè)化醫(yī)藥生產企業(yè)。2010年瑞年國際有限公司在香港聯合交易所主板成功上市。中國目前的醫(yī)藥市場在全球醫(yī)藥市場排名中居第三位,第一第二位分別為美國和日本。預計,在未來5年內,中國有望超過日本,成為全球第二醫(yī)藥市場。隨著中國政府對醫(yī)藥行業(yè)整頓力度加大,中國本來就激烈的醫(yī)藥行業(yè)競爭會更趨于白熱化。企業(yè)如何在激烈的競爭中站穩(wěn)腳跟,如取得一席之地,當傳統的醫(yī)藥代金營銷業(yè)務已然不能再支撐企業(yè)的發(fā)展,瑞年國際公司走到了轉型的十字路口,企業(yè)轉型期的戰(zhàn)略規(guī)劃工作就顯得尤為重要。瑞年國際有限公司要想在激烈市場中獲得發(fā)展,就必須通過對企業(yè)經營內外部環(huán)境,結合企業(yè)自身特點及管理模式進行分析,制定出企業(yè)自己的發(fā)展戰(zhàn)略。本文采用戰(zhàn)略管理理論,對瑞年國際有限公司經營內外部環(huán)境進行分析,認為加強新藥開發(fā)(皮膚科產品),特別是藥妝面膜,主要是大公司不想做,小公司做不了的產品。重點加強“甘草鋅顆�！焙汀靶罎甥}酸拓撲替康膠囊”的宣傳工作,改變原營銷模式,走學術發(fā)展道路。針對招商和辦事處兩種銷售模式采取不同的價格策略;要采用以三甲醫(yī)院銷售為核心,以零售為輔的渠道策略。通過有效的企業(yè)戰(zhàn)略,從而將本企業(yè)產品成功推向市場。本文將主要采用文獻綜述法、案例分析法、對比分析法,應用PEST分析工具、EFE矩陣分析工具、IFE矩陣分析工具、SWOT分析工具、整合戰(zhàn)略分析工具,將MBA學到的知識,以本人服務的公司(瑞年國際有限公司)為案例,以發(fā)展的戰(zhàn)略觀來研究公司的戰(zhàn)略
[Abstract]:Ruignian International Co., Ltd. is a modern, specialized pharmaceutical, advanced nutrition R & D, production as one of the large listed group company, owned by Wuxi Ruignian Industrial Co., Ltd. Nanjing Ruienbast Pharmaceutical Co., Ltd. Wuxi Qianzhi Pharmaceutical Co., Ltd., which has been certified by the National GMP, specialized pharmaceutical manufacturing enterprises. 2010 Ruignian International Co., Ltd. was successfully listed on the main board of the Stock Exchange of Hong Kong. China currently ranks third in the global pharmaceutical market, followed by the United States and Japan. China is expected to overtake Japan as the world's second-largest pharmaceutical market in the next five years. As the Chinese government clamps down on the industry, the already fierce competition in the industry will intensify. How to stand firm in the fierce competition, such as get a place, when the traditional pharmaceutical agent marketing business can no longer support the development of the enterprise, Ruignian International Company has come to the crossroads of transformation. The strategic planning work in the transition period of the enterprise appears to be particularly important. If Ruignian International Co., Ltd. wants to develop in the fierce market, it must analyze the internal and external environment of enterprise management, combine with its own characteristics and management mode, and formulate its own development strategy. Based on the theory of strategic management, this paper analyzes the internal and external environment of Ruignian International Co., Ltd., and points out that strengthening the development of new drugs (dermatological products), especially the cosmetic mask, is mainly a product that large companies do not want to do, and small companies cannot do it. Focus on strengthening the "licorice and zinc granules" and "Xinze topotecan capsules" propaganda, change the original marketing model, take the academic development path. Different price strategies should be adopted in view of the two sales modes of China Merchants and offices, and the channel strategy should be based on the sales of the third Class A Hospitals, supplemented by the retail sales. Through the effective enterprise strategy, this enterprise product will bring to the market successfully. This paper will mainly adopt literature review method, case analysis method, comparative analysis method, use PEST analysis tool and PEST matrix analysis tool, integrate strategic analysis tool, and integrate the knowledge learned by MBA. Take the company that I serve (Ruignian International Co., Ltd.) as an example, study the strategy of the company from the strategic view of development.
【學位授予單位】：蘭州交通大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F426.72
本文編號：2222536
[Abstract]:Ruignian International Co., Ltd. is a modern, specialized pharmaceutical, advanced nutrition R & D, production as one of the large listed group company, owned by Wuxi Ruignian Industrial Co., Ltd. Nanjing Ruienbast Pharmaceutical Co., Ltd. Wuxi Qianzhi Pharmaceutical Co., Ltd., which has been certified by the National GMP, specialized pharmaceutical manufacturing enterprises. 2010 Ruignian International Co., Ltd. was successfully listed on the main board of the Stock Exchange of Hong Kong. China currently ranks third in the global pharmaceutical market, followed by the United States and Japan. China is expected to overtake Japan as the world's second-largest pharmaceutical market in the next five years. As the Chinese government clamps down on the industry, the already fierce competition in the industry will intensify. How to stand firm in the fierce competition, such as get a place, when the traditional pharmaceutical agent marketing business can no longer support the development of the enterprise, Ruignian International Company has come to the crossroads of transformation. The strategic planning work in the transition period of the enterprise appears to be particularly important. If Ruignian International Co., Ltd. wants to develop in the fierce market, it must analyze the internal and external environment of enterprise management, combine with its own characteristics and management mode, and formulate its own development strategy. Based on the theory of strategic management, this paper analyzes the internal and external environment of Ruignian International Co., Ltd., and points out that strengthening the development of new drugs (dermatological products), especially the cosmetic mask, is mainly a product that large companies do not want to do, and small companies cannot do it. Focus on strengthening the "licorice and zinc granules" and "Xinze topotecan capsules" propaganda, change the original marketing model, take the academic development path. Different price strategies should be adopted in view of the two sales modes of China Merchants and offices, and the channel strategy should be based on the sales of the third Class A Hospitals, supplemented by the retail sales. Through the effective enterprise strategy, this enterprise product will bring to the market successfully. This paper will mainly adopt literature review method, case analysis method, comparative analysis method, use PEST analysis tool and PEST matrix analysis tool, integrate strategic analysis tool, and integrate the knowledge learned by MBA. Take the company that I serve (Ruignian International Co., Ltd.) as an example, study the strategy of the company from the strategic view of development.
【學位授予單位】：蘭州交通大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F426.72
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