跳到主要內容

臺灣博碩士論文加值系統

(34.204.198.73) 您好!臺灣時間:2024/07/19 14:11
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:蕭凱葳
研究生(外文):HSIAO, KAI-WEI
論文名稱:進入日本學名藥市場策略選擇之研究-以A公司為例
論文名稱(外文):A study of international market entry strategy for generic drug market in Japan – a case of A company
指導教授:周瑛琪周瑛琪引用關係
指導教授(外文):Chou, Ying-Chyi
口試委員:黃明官楊佳翰
口試日期:2021-01-25
學位類別:碩士
校院名稱:東海大學
系所名稱:高階經營管理碩士在職專班
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:2021
畢業學年度:109
語文別:中文
論文頁數:55
中文關鍵詞:日本學名藥國際市場進入模式折衷理論
外文關鍵詞:JapanGeneric drugInternational market entry modeEclectic paradigm
相關次數:
  • 被引用被引用:0
  • 點閱點閱:121
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
全球人口老齡化的趨勢,各國政府為了減輕財政負擔,紛紛進行學名藥品推廣政策。其中在2007年身為全球第二大、亞洲第一大藥品市場的日本,其學名藥使用數量比率明顯低於其他先進國家,故日本政府首先於當年度立定2012年學名藥使用數量比率達到30%的目標,並於此後幾年逐步調高使用比率的目標。在政府政策與原廠暢銷專利藥陸續到期等情況下,日本國內外廠商紛紛以不同形式踏入日本學名藥市場來開拓新市場與搶佔商機,以求企業成長與永續經營。
本研究旨在探討日本學名藥市場進入策略選擇之研究,以台灣一家專攻學名藥製劑研究與生產之上市公司為個案研究對象,利用折衷理論為架構,從所有權優勢、區位優勢及內部化優勢之層面,來分析該公司於2013年進入日本學名藥市場的模式選擇是否與該理論相符。
依據研究結果顯示,所有權優勢、區位優勢及內部化優勢皆會影響廠商進入模式的選擇,針對未來進入日本學名藥市場的廠商提供實務操作的分析參考並提供進入模式的建議。
With a globally ageing population, governments from many countries have implemented policies to promote the use of generic drugs to reduce the public financial burden. Among them, Japan as the world’s second largest pharmaceutical market and Asia’s biggest pharmaceutical market in 2007, had a significantly lower rate in the transaction volume of generic drugs compared to other developed countries. Therefore, in 2007 the Japanese government had set the goal of having a market share of generic drugs of more than 30% by the end of fiscal year 2012. As well as to gradually increase the rate of generic penetration in following years. Under the circumstances of the new policies and the approaching patent expiration of best-selling brand drugs, both Japanese and foreign manufacturers have entered into the newly opened Japanese generic drug market in different operations to explore and snatch any opportunities for growth and sustainability of their businesses.
This study focuses on the international market entry strategies for generic drug market in Japan. This study also takes a listed Taiwanese company who specializes in generic drug R&D and manufacturing as a case study to analyze whether its entry methods into Japanese generic drug market in 2013 is consistent with the theory of the eclectic paradigm from the perspectives of ownership, location, and internalization advantages.
Research results show that all ownership, location, and internalization advantages are key factors of influence when making decisions on entry mode. This study also provides practical references and entry mode suggestions for future manufacturers entering the Japanese generic drug market.
謝 誌 i
論文摘要 ii
Abstract iii
目 次 v
表 次 vi
圖 次 vii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍與限制 2
第四節 研究流程 3
第二章 文獻探討 4
第一節 國際市場進入模式 4
第二節 併購 11
第三章 製藥產業市場近年發展 16
第一節 全球製藥產業市場近年發展 16
第二節 全球學名藥產業市場近年發展 22
第三節 日本學名藥產業市場近年發展 25
第四章 研究架構及方法 31
第一節 研究架構 31
第二節 研究方法 33
第五章 個案分析 34
第一節 個案背景 34
第二節 深度訪談及驗證 39
第三節 個案研究結果分析 43
第六章 結論與建議 47
第一節 研究結論 47
第二節 研究建議 48
參考文獻 50
附件 55

一、中文文獻
1.于卓民 (2000)。國際企業:環境與管理。台北:華泰文化。
2.杜英宗 (2015)。用併購讓經營更卓越。台北市:天下雜誌。
3.財團法人生物技術開發中心產業資訊組ITIS研究團隊(2017)。醫藥產業年鑑2017。台北市:財團法人生物技術開發中心。
4.財團法人生物技術開發中心產業資訊組ITIS研究團隊(2018)。醫藥產業年鑑2018。台北市:財團法人生物技術開發中心。
5.財團法人生物技術開發中心產業資訊組ITIS研究團隊(2019)。醫藥產業年鑑2019。台北市:財團法人生物技術開發中心。
6.財團法人生物技術開發中心產業資訊組ITIS研究團隊(2020)。醫藥產業年鑑2020。台北市:財團法人生物技術開發中心。

二、英文文獻
1.Agarwal, S. & Ramaswami, S. N. (1992). Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors, Journal of International Business Studies, 23(1), 1-27.
2.Anderson, E., & Gatignon, H. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies 17(3), 1-26.
3.Bower, J. L. (2001). Not All M&A Are Alike - and That Matters, Harvard Business Review, 79(3), 92-101.
4.Brigham, E. F., Gapenski, L.C. (1991). Financial management – Theory and practice (6th ed.). Chicago: Dryden Press.
5.Buckley, P., & Casson, M. (1998). Analyzing foreign market entry strategies: extending the internationalization approach. Journal of International Business Studies, 29(3), 539-561.
6.Canabal, A., & White, G. (2008). Entry mode research: past and future. International Business Review, 17, 267-284.
7.Chang, S., & Rosenzweig, P. (2001). The choice of entry mode in sequential foreign direct investment. Strategic Management Journal, 22, 747-776.
8.Davidson, W. H. (1982). Global strategic management. New York: John Wiley and Sons
9.Delios, A. & Beamich, W. (1999). Geographic Scope, Product Diversification and the Corporate Performance of Japanese Firms. Strategic Management Journal, 20(8), 711-727.
10.Driscoll, A. M. & Paliwoda, S. J. (1997). Dimensionalizing International Market Entry Mode Choice. Journal of Marketing Management,13(1-3), 57-87.
11.Dunning, J. H. (1980). Toward an eclectic theory of international production: Some Empirical Tests. Journal of International Business Studies, 11, 9-31.
12.Dunning, J. H. (1981). International Production and the Multinational Enterprises. London: Allen & Unwin.
13.Ekeledo, I. & Sivakumar, K. (1998). Foreign market entry mode choice of service firms: A contingency perspective. Journal of the Academy of Marketing Science, 26(4), 274-292.
14.Erramilli, M.K. (1991). The Experience Factor in Foreign Market Entry Behavior of Service Firms. Journal of International Business Studies, 22(3), 479-501.
15.Gao, T. (2004). The Contingency Framework of Foreign Entry Mode Decisions: Locating and Reinforcing the Weakest Link. The Multinational Business Review, 12(1), 37-68.
16.Gaughan, P. A. (1999). Mergers, acquisitions, and corporate restructurings (2nd ed.). New York: John Wiley and Sons, Inc.
17.Grant, R. (2008). Contemporary strategy analysis. Malden: Blackwell.
18.Hill, C. W. L., Hwang, P. & Kim, W.C. (1990). An Eclectic Theory of the Choice of International Entry Mode. Strategic Management Journal, 11 (2), 117-128.
19.Hill, C. W. L. & Jones, G. R. (1998). Strategic management theory : an integrated approach (3nd ed.). Boston, MA : Houghton Mifflin Company.
20.Johanson, J. & Vahlne, J. E. (1977). The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8(1), 23-32.
21.Kim, W. C., & Hwang, P. (1992). Global Strategy and Multinationals Entry Mode Choice. Journal of International Business Studies, 23(1), 29-53.
22.Kotler, P. (1994). Marketing management: analysis, planning, implementation, and control (8th ed.). New Jersey: Prentice Hall, Incorporated.
23.Kumar, V., & Subramanian, V. (1997). A contingency framework for the mode of entry decision. Journal of World Business, 32(1), 53-72.
24.Malhotra, N. K., Agarwal, J. & Ulgado, F. M. (2003). Internationalization and Entry Modes: A Multitheoretical Framework and Research Propositions. Journal of International Marketing, 11(4), 1-31.
25.McCann, J. E., & Gilkey, R. (1988). Joining forces: Creating and managing successful mergers and acquisitions. Englewood Cliffs, NJ: Prentice Hall.
26.Mukherjee, A. & Sastry, T. (1996). Entry Strategies in Emerging Economies: The Case of the Indian Automobile Industry. Indian Institute of Management, Ahmedabad, Retrieved from dspace.mit.edu/bitstream/handle/1721.1/1631/Sastry1.pdf.
27.Mutinelli, M., & Piscitello, L. (1998). The entry mode choice of MNEs: an evolutionary approach. Research Policy, 27, 491-506.
28.Napier, N. K. (1989). Mergers and acquisitions, human resource issues and outcomes: A review and suggested typology. Journal of Management Studies, 26(3), 271-289.
29.Nevaer, Louis E.V., & Steven A. Deck. (1990). Strategic corporate alliances: A study of the present, a model for the future. New York: Quorum.
30.Pan, Y., & Tse, D. (2000). The hierarchical model of market entry modes. Journal of International Business Studies, 31(4), 535-554.
31.Pehrsson, A. (2006). Strategy antecedents of modes of entry into foreign markets. Journal of Business Research, 61, 132-140.
32.Quer, D., Claver, E., & Rienda, L. (2007). The impact of country risk and cultural distance on entry mode choice: An integrated approach. Cross Cultural Management: An International Journal, 14(1), 74-87.
33.Root, F. R. (1987). Entry strategies for international markets. Lexington, MA: D.C. Heath.
34.Shama, A. (2000). Determinants of Entry Strategies of U.S. Companies into Russia, the Czech Republic, Hungary, Poland, and Romania. Thunderbird International Business Review, 42(6), 651-676.
35.Sharma, V., & Erramilli, M. (2004). Resource-based explanation of entry mode choice. Journal of Marketing, 12, 1-18.
36.Sudarsanam, S. (1995). The essence of mergers and acquisitions. London: Prentice Hall.
37.Tse, D., Pan, Y., & Au, K. (1997). How MNCs Choose entry modes and form alliances: the china experience. Journal of International Business Studies, 28(4), 779-805.
38.Weston, J. Fred, Kwang S. Chung, & Susan E. Hoag. (1990). Mergers, restructuring, and corporate control. Englewood Cliffs, NJ: Prentice-Hall.
39.Weston, J. F., Siu, J. A, & Johnson, B. A. (2001). Takeovers, restructuring, and corporate governance (3rd ed.). New Jersey: Prentice Hall.

三、網路
1.Food & Drug Administration (FDA)官方網站:https://www.fda.gov/
2.Japan Generic Medicines Association (JGA)官方網站:https://www.jga.gr.jp/
3.Ministry of Health, Labour and Welfare (MHLW) 官方網站: https://www.mhlw.go.jp/
4.Organisation for Economic Co-operation and Development (OECD) 官方網站:https://data.oecd.org/healthres/pharmaceutical-spending.htm
5.內閣府/INVEST JAPAN對日直接投資推進官方網站:http://www.invest-japan.go.jp/index.html
6.Equity story網站:https://equitystory.jp/interview/sawai_interview.html

電子全文 電子全文(網際網路公開日期:20260202)
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top