生技廠商創新經營模式與轉型歷程探討

An Exploratory Study of Innovative Business Model and the Transformation Process of Biotech Companies

蕭弼湶(Pi-Chuan Hsiao)

指導教授 ： 陳悅琴

朝陽科技大學/管理學院/企業管理系碩士在職專班/碩士(2012年)

摘要

隨著全球性的環境變化及提升國家競爭能力，政府亦積極推動企業轉型之活動。為因應社會結構轉變及養生保健風氣之興盛，行政院於2002年提出「六年國家總體建設計畫－兩兆雙星」，鼓勵其企業應用其創新技術、生物醫療科技之商機，進行企業內部的改革。政府推動十年來，帶動了許多傳統製藥廠及相關廠商紛紛轉型，甚至非相關背景之企業亦跨業轉型進入生技產業發展，創新轉型是如何進行的？那轉型的過程又會對於經營模式會帶來什麼樣的影響？
本研究主要在探討採取漸進式創新與突破式創新轉型之廠商，其經營模式、關係行銷與經營績效間關係。本研究採個案研究法，共訪談四家生技廠商進行分析。研究結果發現，漸進式創新與突破式創新之生技廠商的轉型過程中，研發能力的掌握與自有是其轉型成功之關鍵。此外，漸進式創新之生技廠商朝向OBM自創品牌發展，或是突破式創新跨業進入生技產業發展，本研究將其兩者分析出其轉型過程的階段性發展模型。另外，不管任何創新模式轉型的生技廠商，其經營模式之「核心科技」、「資源部署」、「產品服務設計」、「組織設計」及「核心策略」等五項元件之變動是必備的，只是在變動的順序會因創新模式不同而有所差別。關係伙伴的建立及經營模式改變，將有助於企業轉型的成功及經營績效的提升。

關鍵字

轉型歷程 ； 經營績效 ； 關係行銷 ； 經營模式 ； 突破式創新 ； 漸進式創新

並列摘要

Along with the global environmental change and for its competitiveness enhancement, the government vigorously promotes the transformation of enterprises. In order to cope with the alteration of the social structure and the prevalence of the ‘being healthy’ concept, the Executive Yuan proposed Two Trillion and Twin Star Industries Development Plan in 2002. The policy has encouraged enterprises to make use of the commercial viabilities of their innovative techniques and biomedical technologies for their internal reformation. Many traditional pharmaceutical manufactories and their counterparts, under the plan, have successively completed the transition in the past ten years. Even enterprises with medical industry-irrelevant backgrounds also make a cross-industry transition and enter the biotechnology industry. How does the innovative transformation process? What effects does the process of transition have on the business model?
The present study mainly explored the relationships among the business model, relationship marketing, and operating performance of manufacturers adopting incremental innovation or disruptive innovation. Case study methodology was used in this project where the researcher interviewed four biotechnology manufacturers, and analyzed the data afterwards. It is revealed that the management and possession of research and development (R&D) ability were the keys to success in their transition. Moreover, interim development models on their transition processes were respectively reported on the account of the incremental innovation biotechnology manufacturers endeavoring to develop OBM and the disruptive innovation non-biotechnology ones to enter the biotechnology industry. Whatever innovation model a biotechnology manufacturer belongs to, the alteration of the five factors within its own business model—core technology, resource deployment, product and service design, organizational design, and core strategy—was necessary. Undoubtedly, the order of the alteration, based on different innovation models, could be varied. All in all, the establishment of partnership and the change of business model will facilitate an enterprise’s success in transition and enhancement of operating performance.

並列關鍵字

Relationship Marketing ； Business Model ； Disruptive Innovation ； Operating Performance ； Transformation Process ； Incremental Innovation

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