- 學位論文
臺灣心導管企業建構全球化策略之研究
Research on Global Configuration Strategy of the Cardiac Catheters Firm in Taiwan
摘要
心導管產品之研究及開發乃當今全球醫療器材界最熱門的話題之一，心導管之市場需求正快速成長中。相較全球心導管產品之龐大市場商機，我國心導管產品器材產業之發展，實還有很大提昇空間。 本研究分別針對心導管產業法規進入之障礙、心導管產品價值鏈模型、個案公司與主流及非主流製造商之價值鏈活動比較、個案公司SWOT分析及個案心導管企業全球化策略做探討與研究，最後建構出適合該個案公司發展成為心導管企業全球化的可行策略。 研究結果顯示，醫療器材既屬於高度管制行業，產品生命週期各階段均受相關法規所制約，為有別於其他產業之一大特色；由心導管產業價值鏈之分析可看出，臨床試驗及上市前審查為心導管產業價值鏈相當重要的兩個環節；個案公司相較於非主流廠商有著許多的優勢，但在產品的價格上無法與非主流廠商做競爭；相較於主流廠商，個案公司願意提供客製化服務，較短交期，能創造顧客價值，因此在製造這個方面的表現優於主流廠商；個案公司的優勢在於交期與製程，而新興市場的崛起則是為個案公司提供機會；個案公司之全球化策略與心導管製造大廠略同，為國際策略，亦即研發、製造、行銷及品牌經營等主要價值鏈活動多集中在總部進行及管控。但是製造活動部分兼採部分跨國策略，唯較大差異是其國際市場參與策略相較競爭大廠具備更多彈性。 個案公司的品牌在新興市場具有相當好之國際知名度，故可發揮很強的品牌延伸效應，縮短切入市場的時程。另外，持續安排拜訪全球各國通路商、代理商或經銷商，以深入了解各國家地區間行銷通路及據點佈建和運作狀況，俾使合作廠商之資源及策略能與個案公司之全球行銷策略結合，發揮最大力量，創造最大績效。
並列摘要
The research and development of cardiac catheters is catching the spotlight of current global medical device industry. Given the huge growing business opportunity of global cardiac catheters market, there does remain great room for Taiwan to explore the market potential. Context of the thesis centers on the research of entrance barrier of cardiac catheters industry regulations, the value-chain model of cardiac catheter products, comparison of value-chain models between the case company and mainstream/ non-mainstream competitors, SWOT analysis of case company and the case company’s globalization strategy. It hopes to construct out a feasibal globalization strategy eventually for the case campany. This research discovers that medical device industry is highly regulation oriented. Each stage of the product life cycle is subject to relevant strict regulations which make the industry characteristics particularly different from other ones. The value chain analysis of cardiac catheters industry shows that clinical trial and pre-market review pose to be two quite important links. Compared with non-mainstream competitors, the case company has overwhelming competitive advantages except in pricing. Whereas in comparison with mainstream competitors, the case company performs especially well in manufacturing KPI thanks to better evaluation results in customerization and delivery. The case company’s competition edges in customerization and delivery provide it with good opportunity to quickly penetrate the emerging markets. Globalization strastegy of the case company is similar to mainstream competitors, i.e., international strategy which management of main value-chain activities like R&D, manufacturing, global marketing and branding are centralized and highly controlled at parent company’s headquarters. While partial transnational strategy is also adopted in its manufacturing value-chain activity, the case company has demonstrated much higher flexibility in market participation strategy compared to mainstream competitors. Having built up strong brand name and good reputation in emerging markets, the case company finds it easier to make brand extention and shorten time-to-market in the regions. Furthermore continuous visitings paid to distributors, agents and dealers in each local country market provide the case company with in-depth information about establishment and operation of its global distribution channels. This in turn leads to efficient integration of resources and strategies between the case company and its cooperative partners and creates great synergy beyond imagination.