- 學位論文
分析生物科技產業創新服務之經營模式
Analysis Business Model of Innovation Services in Bio-technology Industry
摘要
製造業走向服務化是競爭之關鍵，藉由服務可產生企業之差異化，故現今越來越多企業運用本身之技術與創新能力為產業鏈上的其他對象提供服務，進而促使傳統之製造業改變其舊有之營運模式，使各種創新服務業（Innovation Services）大量興起。因此本研究欲探討價值鏈所延伸的創新服務，分析企業在改善、增加、再結合三種模式中建構之生物科技創新服務經營模式。 創新服務經營模式的產生，來自於所面對的產業結構改變之驅動因素，故本研究首先分析生技產業結構變化之驅動因素，做為進一步探索創新服務經營模式發展方向的依據。本研究藉由文獻探討及專家訪談，歸納出驅動產業結構變遷之四個構面（產業環境、技術、政策與成本及利潤）共十四項準則，做為分析層級架構。以台灣生技服務業之高階主管為問卷研究對象，採用層級分析法（Analytic Hierarchy Process, AHP）分析驅動產業結構變遷之關鍵因素，以及經營模式走向。 研究結果發現，「成本及利潤」以及「技術」二個構面，為影響產業結構變遷之主要影響因素；表示為降低成本、提升利潤，無論在哪個產業都在會此誘因之下，運用本身之技術與創新能力在價值鏈上尋求切入點，進而改變產業之結構。在面對成本與技術的影響下，生技產業未來之經營模式傾向以「整合」之方向發展，企業大者衡大的趨勢將更為明顯；唯生技產業結構複雜以及價值鏈長的特性之下，藥廠仍無法掌握所有價值單元上之活動，進而趨使大藥廠尋求反整合的壓力，將非核心之業務交由專業之生技服務公司執行，產業結構便在「整合」與「分工」兩種型態間更替循環。故本研究藉由Hertog and Bilderbeek（1998）提出的服務創新模型分析生技產業供應鏈，歸納出生技產業六種創新服務經營模式，包括：「整合製藥型」、「研究發展型」、「開發藥品型」、「臨床試驗服務型」、「專業代工型」以及「品牌型」，因此發現在目前生技產業演進中，成本與技術的壓力，促使專業分工為現階段的主要經營型態，亦衍生出各種創新服務。但在長期發展過程中，本研究結果顯示，產業的演進仍會走向以整合為主。
並列摘要
Servicizing is the key to competition in manufacturing industry. Enterprise can be differentiation by services, which let more and more enterprises provide service to their value chain system based on technology and innovation capacity, various novel business models and innovation service are created. Therefore, this research will discuss the innovation service which is extended from the enterprises through improve, increase, combined in the value chain in bio-technology. The emergence of innovation service business models is the driving force of industrial change. Hence, this study first analyzes the driving factors of the bio-technology industrial structure changes, to explore innovation services as a business model based on the direction of development. The hierarchical framework, including four dimensions (including the industry environment, technology, policies, and the cost and profit) and fourteen criteria, is established with expert interview and references collection. This research utilized questionnaires of bio-technology services industry managers. Analytic Hierarchy Process is adopted to analyze the key driving factors of the industrial structure changes, as well as to business model. The results found that "cost and profit" and "technology" are the impact of changes in the industrial structure of the critical factors; that in order to reduce costs and enhance profits, no matter in which industry will use their own technology and innovation ability in the value chain to seek an entry point, thereby changing the industry structure. In the face of the impact of cost and technology, the future business model of bio-tech industry in future still prefers to develop by integration, but under feature that the complex structure and long value chain of bio-tech industry, Enterprises to non-core business to professional companies, then the industry structure just keeps exchange and circulates between integration and division. Then accord to the innovation service model (Hertog and Bilderbeek), we generalize six kinds of innovation service business mode, including: 1. Integrated Pharmaceutical, 2. Bio-Research and Development, 3. Drugs Development, 4. Clinical Trial, 5. Professional OEM, 6. Branding. Therefore found in the current evolution of the biotech industry, cost and technology pressures to the professional division of labor as the main operating pattern at this stage, has also led to a variety of innovative services. However, in the course of long-term development, this study shows that the evolution of the industry will continue prefer to the integration.