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  • 學位論文

二代健保衝擊下,原廠藥品代理商的轉型策略 -以H公司為例

Under the impact of Second Generation NHI2, the transformed strategy of brand name drug agent-〝H〞 company for example

指導教授 : 許嘉文
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摘要


健保是台灣良好的福利制度之一,但在年年赤字的情形下,只能大砍「藥價」,降低支出,之前配合的國際製藥大廠,早撐不下去。台灣臨床藥學會理事長王春玉:「低到已經連路邊攤的東西,都比針劑還要貴的時候,有哪個藥廠願意生產,如果它願意生產,你能夠確保它的品質沒問題嗎?」(TVBS,2014),在產業競爭、環境變遷的情況下,基於交易成本理論(Coase,1937,Williasmson,1975),是否引發變革轉型需求?原廠藥品經銷商如何創造及維持競爭優勢?若須轉型又將產生那些衝突點?改變哪些項目?組織變革?通路範疇更動?還是產品轉換? 本研究將探討H個案公司,在一、二代健保藥價核刪制度變動的情境下,如何更新自我優勢,以適應環境變動,並依據Smith及Cannon(1987)提出的「企業生命週期理論」,區分創業期、成長期及成熟期,並對應這三階段的組織變革、產品範疇、通路範疇,轉型策略的改變影響。

並列摘要


National Health Insurance (NHI) is one of the better social welfare systems in Taiwan. But the NHI administation cuts down drugs prices every year due to the financial losses.Thus most of the coporated international phamacy factories had run out the agreements. Wang Tsuin-Yu (王春玉),the leader of Taiwan clinic phamacy society,said:if the drugs are much cheaper than merchandises from roadside, which factory is willing to produce them of? Even the drugs are made , how about the quality of them are? Under the situations of competition and circumstances changed, whether are the transformation needed or not based on the cost theory? How are the brand name drug agents creating and keeping competitive advantages? If it is necessary, what paradox the transformation will meet ?which items are needed to be changed, organization changed or marketing strategy changed, or products types transformed? This article is designed to reserch about the case H company , how does it renew self-advantage according circumstances changed such as drugs prices valued stndard changed between NHI 1st and NHI 2nd? And what are the strategies of organization change and products range and transformation on the basis of enterprise life cycle theory(Smith & Cannon,1987)

參考文獻


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被引用紀錄


邱薏叡(2016)。制度轉變與組織適應策略之研究:以在台藥商P公司為例〔碩士論文,國立中正大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0033-2110201614053314

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