眼科藥廠S公司經營發展策略之個案研究

S公司為日本跨國眼科領域西藥製劑藥廠，主要提供處方藥品與指示藥品（OTC, Over the Counter），供應全世界超過60個國家，主要市場領域為日本黃斑部病變藥品市場，2020年此市場藥品總銷售額達14億美元，及亞洲青光眼和乾眼症藥品市場，2020年亞洲青光眼和乾眼症市場規模達 8 億和13億美元。與世界頂尖藥廠羅氏、諾華、愛爾康、愛力根(艾伯維)共同競爭，並與拜耳與Regeneron團隊為經銷合作關係。本研究目的和動機在於了解S公司在製藥巨頭和專業型眼科藥廠競逐時，如何選擇市場、進行策略布局、建立核心能耐，建立其市場地位，並於超過百年的經營持續建立獲利模式。本研究以個案研究法及年報、公司網站、產業報告、文獻、媒體報導等次級資料，分析S公司主要事業之產業環境生態，藉五力分析找出產業關鍵因素，分析主要競爭者和S公司的企業核心能力。最後應用BCG矩陣和波特競爭策略，進行事業組合與競爭策略分析。S公司專注於解決病患眼部問題的未滿足醫療需求(Unmet medical needs)，並且承諾提供具價值之藥品與服務，公司之使命由提供世界人們清楚的視覺轉變為最佳的視覺體驗創造幸福生活(Happiness with vision)，並且藉由成為社會的創新者來實現。其中兩大主要事業體為經銷拜耳與 Regeneron公司之Eylea於日本銷售，青光眼和乾眼症藥品於亞洲市場銷售。S公司超過百年之逐步發展出核心能力與資源，並形成「長期專注於眼科治療領域，致力於眼科未滿足醫療需求」、「專業眼科小分子化合物藥品研發創新能力，持續優化產品」、「以亞洲為基地之藥品行銷國際化能力，組織穩健拓展海外市場」之競爭優勢，使其在日本黃斑部病變藥品市場取得超過七成市占，成為領導廠商；同時在亞洲青光眼和乾眼症市場，與愛爾康和愛力根(艾伯維)三強競爭。S公司面對兩項主要事業體，其應用之競爭策略不同。在日本黃斑部病變藥品市場S公司選擇集中型市場和差異化產品，且鞏固上游供應商拜耳公司之契約型合作策略；亞洲青光眼和乾眼症市場，選擇高成長新興區域，市場策略為產品差異化，跨國經營類型介於跨國策略與當地策略間，乾眼症和青光眼之相關新產品和劑型與專利研發，競爭一席之地。兩項事業組合之選擇，可見S公司Eylea日本市場為明星事業；亞洲青光眼和乾眼症藥品市場界於金牛與落水狗事業，為主要利潤來源，但可能與近期新冠疫情衝擊和產品專利到期而呈現衰退狀態。

關鍵字

眼科藥廠；黃斑部病變；青光眼；乾眼症

並列摘要

S company is a Japanese multinational pharmaceutical company in the field of ophthalmology. It mainly provides prescription drugs and OTC (Over the Counter) drug to more than 60 countries around the world. One of the main markets is the Japanese macular degeneration drugs. The market in 2020 total sales reach 1.4 billion US dollars. The other market is glaucoma and dry eye disease Asian pharmaceutical market. In 2020, the Asian glaucoma and dry eye disease market size will reach 0.8 billion and 1.3 billion US dollars. Compete with the world's top pharmaceutical companies Roche, Novartis, Alcon, Allergan (AbbVie), and cooperate with Bayer and Regeneron for distribution. The purpose and motivation of this research is to understand how S company chooses the market, conducts strategies, establishes its core competencies, market position when it competes with pharmaceutical giants and professional ophthalmic pharmaceutical companies, and continues to establish a profit model after more than 100 years of operation.This research uses the case study method and secondary data such as annual reports, company websites, industry reports, literature, and media reports to analyze the industrial environment ecology of the main business of S company, find out the key factors of the industry through five-force analysis, analyze the main competitors, and the company's core competencies. Finally, the BCG matrix and Porter's competitive strategy are used to analyze the business portfolio and competitive strategy.S company focuses on solving the unmet medical needs of patients with eye problems and promises to provide valuable products and services. The company's mission is to provide the world with clear vision and create the best visual experience. Happiness with vision, and by being an innovator of society. The two major business entities are the distribution of Bayer and Regeneron's Eylea in Japan, and the sales of glaucoma and dry eye medicines in the Asian market. S company has gradually developed core capabilities and resources over the past century, and has formed the competitive advantage of "longterm focus on the field of ophthalmic treatment, dedicated to unmet medical needs in ophthalmology", "professional ophthalmic small molecule drug research and innovation capabilities, continuous optimization of products" ,and "Asia-based drug marketing internationalization capability and stable organization to expand overseas markets" has made it a leading manufacturer in the macular degeneration drug market in Japan with a market share of more than 70%. market, competing with the top three of Alcon and Allergan (AbbVie) in glaucoma and dry eye disease Asian pharmaceutical market.S company faced two major business entities with different competitive strategies. In the macular degeneration drug market in Japan, S company chooses a concentrated market and differentiated products, and consolidates the contractual cooperation strategy of the upstream supplier Bayer; The type of multinational operation is between the multinational strategy and the local strategy, and the research and development of new products, dosage forms and patents related to dry eye and glaucoma compete for a place. S company two business shows that the Japanese market of Eylea is a star business; the Asian glaucoma and dry eye drug market is the cash cow and down dog business, which may be related to the recent Covid-19 epidemic impact and products patent expirationstate of decline.