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研究生:包志華
研究生(外文):Pao Chih-Hua
論文名稱:技術移轉、行銷策略與創新策略對台灣生技製藥業經營績效影響之研究。
論文名稱(外文):The Influence of Technology Transfer, Marketing Strategy, and Innovative Strategy on Operating Performance: The Evidence ofBiotechnology & Pharmaceutical Industry in Taiwan.
指導教授:林妙雀林妙雀引用關係林衛理林衛理引用關係
指導教授(外文):Lin Miao-QueLin Willie
學位類別:碩士
校院名稱:輔仁大學
系所名稱:科技管理學程碩士在職專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2005
畢業學年度:93
語文別:中文
論文頁數:108
中文關鍵詞:技術移轉行銷策略創新策略經營績效分析層級程序法
外文關鍵詞:Technique TransferMarketing StrategyInnovative StrategyOperating PerformanceAnalysis Hierarchy Process (AHP)
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生技製藥業是生物技術產業中,投資金額高回收時間長,但產品生命週期長,經濟效益亦佳的主流生技產業。綜觀國內生技製藥業的發展現況,得知業者已初步具備研發與製造的能力,然而在面對全球化競爭時仍需強化其技術移轉、行銷能力建構與創新能力建立,期能整合其營運資源創造本身持續競爭優勢。
由於國內生技製藥業尚在起步階段,其經營績效無法單純以財務績效指標(如銷售額成長率、獲利率…等)來衡量,需配合主觀性較強的非財務績效指標(如企業形象、專利權數量、組織目標達成度…等),才能獲得實際生技製藥業之經營績效。過去探討影響生物技術業經營績效之因素,多著重於技術能力的建立,或創新對競爭力的提升...等,至於生物技術移轉的過程、行銷與創新策略方向,並未太多著墨。技術移轉能使業者保持技術競爭力,因應全球化競爭使經營績效提昇;行銷策略能增進產品的銷售與建立生技品牌,為促進業者成長的重要因素;創新策略是生技業者創造競爭優勢的原動力,因此本研究乃針對生技製藥業,建立技術移轉、行銷策略與創新策略之運用,對經營績效影響之研究架構。
國內多數的生技製藥公司創立時間短營業額不高,有些公司仍在研發階段尚無上市之產品,無明顯的經營績效可供確認,復以業界因業務保密原則,對問卷填答意願偏低,是以本研究採用分析層級程序法(AHP),配合11份有效專家問卷,運用「Expert Choice 2000」工具,求取整體的一致性比率,其驗證所得結果為:(1)創新策略相較技術移轉與行銷策略是最重要因素,因創新策略能使業者與競爭者產生差異提升企業活動力;(2)創新策略中以產品創新影響經營績效之權重為最高,因產品創新能使業者降低研發成本,縮短上市時程;(3)技術移轉中以技術獨特性最足以左右經營績效,因為具有獨特性技術,善加保護其智慧財產權,可形成競爭者難以仿效之進入障礙;(4)行銷策略中以產品策略對績效之影響程度最高,因產品策略是業者針對需用藥品的目標族群,提供專門且高品質的生技產品與服務。
本研究建議台灣生技製藥業經營者可配合下列策略之採行,以增進企業經營績效:(1)強化產品的創新能力:參考國外公司的研發創新模式(如降低原有產品副作用),運用本身的技術選取適合的模式,完成產品的創新;(2)開拓新市場與新產品:從事人體臨床試驗,取得各國對公司藥品的販售許可,擴大公司產品銷售的範圍;(3)引進具有獨特性之技術:搜尋適合的技術目標並加以引進,建立長期而穩定的技術合作關係;(4)建立專業形象的產品策略:依據臨床試驗結果執行產品策略的規劃,促使專業醫師與治療的病患對於產品的信賴,期能建立公司的生技品牌與專業形象。
As the mainstream in biotechnology industry, biotechnology and pharmaceutical Industry, even though requires high capital investment, long periods for return and long product life cycle, possesses high economical effectiveness. Observing current development of domestic biotechnology industry, most companies have initially forged capabilities and techniques in R & D, but still have the necessity to enhance technique transfer, marketing and innovative capabilities so as to integrate resources for relentless competitive advantages.
Since the development of domestic biotechnology and pharmaceutical industry just initiates, financial indexes such as growth of sales and profit return cannot alone assess the real operational performance without taking into account the non-financial evaluation such as business image, quantity of patent, extent to goal achievement, and etc. Abundant prior researches concerning key factors that influence performance in biotech industry highlight dimensions of technique capability, innovation, and competitiveness, but sparsely discuss the process of biotech transfer as well as marketing and innovative strategies. While technique transfer will facilitate sustainable technique competitiveness, respond to global competition, and promote performance, marketing strategy will contribute to product sales and help the build of biotech brand. On the other hand, innovative strategy is considered the impetus of creating competitive advantages. Thus, aiming at the biotech and pharmaceutical industry, this study constructs a study framework to look into the influence of technique transfer, marketing strategy, and innovative strategy on operating performance.
While most domestic biotech and pharmaceutical companies have short history and poor sales, partial firms stagnate in R & D stage without products for launch and prominent performance for evaluate. Additionally, on account of the confidential accord, some experts are reluctant to reply to the questionnaires. Verifying the 11 valid expert questionnaires collected through Analysis Hierarchy Process (AHP), this study conducts the instrument of “Expert Choice 2000” to cumulate overall consistent rate. The test outcome indicates that (1) Innovative strategy, appearing higher weights than technique transfer and marketing strategy, differentiates companies from their competitors, which in turn promotes business vigor. (2) Product innovation, with a relative higher weight in performance, will reduce R & D cost and cut down the launch time. (3) Technique distinctiveness dominates performance because that distinctive techniques and intellectual property rights will build entry barriers that are difficult to duplicate. (4) Product strategy in marketing, revealing the most influential factor on performance, not only plans for target market, but also provides appropriate biotech merchandise and services of high quality.
This study suggests that Taiwanese biotech and pharmaceutical firms can improve the performance by conducting the following strategies: (1) To strengthen the product innovative capabilities by referring to foreign companies’ R&D innovation mode (such as to reduce side effect of existed product) and by leveraging self competencies or choosing a fit transfer model. (2) To expand new market and new product; in that, firms are encouraged to engage in human clinical test for selling permission from each countries so as to broaden the sales market. (3) To introduce distinct techniques; that is, to search adequate technique objects, introduce them, and foster perennial co-operational relationships with technique providers. (4) To build professional image of product strategy: Product strategy planning should be executed along with clinical test to foster trust and trustfulness of both doctors and patients with a view to establishing outstanding biotech brand and professional image.
目 録
頁次
表次 ----------------------------------------------------------Ⅸ
圖次 ----------------------------------------------------------Ⅹ
第 壹 章 緒論 -------------------------------------------------01
第 一 節 研究背景 ----------------------------------------------01
第 二 節 研究動機與目的 -----------------------------------------03
第 三 節 研究流程 ----------------------------------------------06

第 貳 章 文獻探討 ----------------------------------------------09
第 一 節 台灣生技製藥業之現況 ------------------------------------09
第 二 節 影響生技製藥業經營績效之因素 -----------------------------19
第 三 節 技術移轉對生技製藥業經營績效之影響 ------------------------24
第 四 節 行銷策略對生技製藥業經營績效之影響 ------------------------31
第 五 節 創新策略對生技製藥業經營績效之影響 ------------------------42

第 參 章 研究設計 -----------------------------------------------49
第 一 節 分析層級程序法 ------------------------------------------49
第 二 節 影響生技製藥業經營績效之AHP 層級架構 ----------------------52
第 三 節 變數衡量及問卷設計 --------------------------------------57
第 四 節 專家問卷訪談對象與問卷回收 -------------------------------61
第 五 節 AHP之一致性比率檢定 -------------------------------------64

第 肆 章 AHP專家問卷之結果與分析 ---------------------------------67
第 一 節 專家問卷之基本資料分析 ----------------------------------67
第 二 節 影響生技製藥業經營績效之整體權重值分析 --------------------71
第 三 節 技術移轉對生技製藥業經營績效影響之權重值分析----------------76
第 四 節 行銷策略對生技製藥業經營績效影響之權重值分析----------------77
第 五 節 創新策略對生技製藥業經營績效影響之權重值分析----------------79

第 伍 章 結論與建議 ---------------------------------------------83
第 一 節 研究結論 -----------------------------------------------84
第 二 節 研究建議 -----------------------------------------------86

參考文獻 --------------------------------------------------------91
附錄一、AHP專家訪談問卷 ------------------------------------------103
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