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博碩士論文 etd-0730112-233051 詳細資訊
Title page for etd-0730112-233051
論文名稱
Title
台灣醫療器材產業整合策略研究-以佳醫集團與國藥控股合資案為例
The Study on Integration Strategy of Medical Device Industry in Taiwan – The Case of the Joint Venture Project between Excelsior and Sinopharm
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
89
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2012-06-11
繳交日期
Date of Submission
2012-07-30
關鍵字
Keywords
國藥控股、佳醫集團、合資、醫療器材產業
Sinopharm, Excelsior, Joint venture, medical device industry
統計
Statistics
本論文已被瀏覽 5744 次,被下載 2445
The thesis/dissertation has been browsed 5744 times, has been downloaded 2445 times.
中文摘要
現今,台灣醫療器材產業面臨的最大挑戰,為主要的醫療器材市場皆由國際大廠直接研發、製造與行銷;再者,醫材本身具有產品少量多樣化,研發技術複雜度高,且產品審查門檻高等特性,但台灣因內需市場小,企業營運以中、小型企業規模為主要型態。如何因應此一挑戰,並發揮本身的優勢,為企業創造出核心價值,達到永續經營的目標,合資或為解決方案之一。在政策考量方面,ECFA已將生技醫療產業列為兩岸重點合作方向,可預見未來兩岸醫療產業內的合併、收購與策略聯盟機會將不斷湧現。
本研究以成立三十二年的佳醫集團為研究個案,該集團跨足各界醫療器材產業,以洗腎市場為本業基石,經由策略性合作成為整合性醫療健康產業,將企業拓展成醫療整合平台,經營範疇已由貿易角色擴展為全方位連鎖經營管理,並配以醫學工程服務、醫藥倉儲物流、採購供應、醫管資訊等支援系統,已成為全方位上下游整合之醫療健康產業。
佳醫集團早在十年前即進攻大陸市場, 其後退出大陸返台,2011年,佳醫集團再次出征,正式與中國最大的醫藥通路集團國藥控股合作,透過雙方合資,深耕中國市場,鎖定洗腎、醫學美容、牙科、及健檢等四大專科領域,藉由國藥控股資源及通路,積極佈局中國十二五計畫5000億醫改商機,希望提升佳醫成為亞洲最有價值之整合性醫療健康產業 。
本論文透過佳醫集團與國藥控股公司的合資歷程與結果,審視醫療生技產業合資活動中,影響企業創新、整合產品線表現的合資策略研究。藉由本論文對個案公司背景、策略性合作歷程、整合產品線、訪談失敗與成功的經驗分享、財務等面向的探討,期望能提供台灣未來醫療器材產業發展的參考。
Abstract
Up to date, the biggest challenge of Taiwan’s medical device industry is that the major market was occupied by international companies which directly hold the research and development, manufacture and selling. In addition, the medical devices have the properties in producing few products with diverse forms, research and development with complicating technology and high threshold in the application of product license. As the domestic market in Taiwan is quite small, small and medium-sized enterprises are the mainscales of Enterprises' Operating Capacity here. The chosen of joint venture of two enterprises through strategic cooperation may be one solution to survive in such ecology and play their good in order to create the core value supporting the goal of sustainability for business management. According to the policy considerations, the biotechnology and medical treatment industry are as the important issue in ECFA agreement between Taiwan and mainland China in 2010. All together, there are hundreds and thousands of opportunities for merger, acquisitions and strategic alliance within this industyin the foreseeable future.
This study was based on the study case of the 32-years-old Excelsior. It began with dialysis market-oriented industry and then branched out into all the medical equipment industry. Through strategic co-operation, it expanded to become a medical integration platform providing services regarding to comprehensive roles from trade to hospital management. It accommodates the full range of downstream applications for Medical Engineering Services, Pharmaceutical warehousing and logistics, Procurement and supply, and health care management.
Although the Excelsior has been to China ten years ago, it fails to succeed and returns back. In 2011, Excelsior makes the joining venture cooperates with the biggest pharmaceutic distributor in China, Sinopharm focuses on four major medicalterritory that are dialysis, medical cosmetic, dentistry and health-check, and approaches the 5000 billion market in Health-Care-Reform offered by the 12th-Five year-plan of China.
However, this time it attempts a come back to become the most valuable of the integrated medical and health industry in Asia.
Through study on the history and outcome of joining venture between Excelsior and Sinopharm in the field of medical device industry, this thesis addresses factors that will affect business innovation integrated and product line expression. Through studying the case of Excelsior on its background, history of Strategic cooperation、 integrated product line、financial management and experience of success or failure in the past may provide the reference for the development of Taiwan medical device industry.
目次 Table of Contents
目錄
誌謝 II
摘要 III
Abstract IV
目錄 VI
表目錄 VIII
圖目錄 IX
第一章 緒論 1
第一節研究背景與目的 1
第二節 研究流程 2
第三節 研究限制 3
第二章 醫療器材產業分析 4
第一節 醫療器材產業現況 4
第二節 醫療器材產業環境分析 12
第三節 醫療器材產業相關政策與機會 13
第三章 醫療器材產業分析合資策略與企業績效 20
第一節 合資基本概論 20
第二節影響合資之因素與績效衡量指標 27
第三節 未來醫材產業策略性合作之趨勢 32
第四章 研究個案介紹 33
第一節 佳醫集團 33
第二節 國藥控股公司介紹 42
第三節 合資前的評估與利基 44
第五章 個案合資的歷程探討 49
第一節 個案合資的背景 49
第六章 討論與建議 55
第一節討論 55
第二節 建議 60
第三節 結論 63
參考文獻 65
一、中文參考資料 65
二、英文參考資料 65
三、網站參考資料 67
採訪文字稿附件 68

 
表目錄
表2-1 台灣醫療器材管理模式 5
表2-2台灣醫療器材管理架構 5
表2-3台我國醫材市場產值與市場供分析 6
表2-4六大新興產業 14
表2-5生技產業政策 15
表2-6中國十二五醫改目標 17
表2-7中國十二五醫改重點 18
表2-8中國醫改受惠之醫材廠商 18
表4-1集團之經營模式 34
表4-2 佳醫醫集團關係企業 37
表4-3佳醫集團營業經營範疇 39
表5-1訪談題網 51

 
圖目錄
圖2-1 台灣醫療器材產業範疇 4
圖2-2醫療器材產業關連 10
圖2-3 ECFA對醫材廠商的影響 19
圖4-1 佳醫集團之重要事件列表 35
圖4-2佳醫集團之醫療健康產業系統整合平台 39
圖4-3 國藥控股之股權分佈 43
圖5-1佳醫集團中國發展藍圖 50
圖5-2 合資案之預期綜效 53

參考文獻 References
一、中文參考資料
1. 王文宇,公司與企業法制(二),元照出版社。
2. 林恆鈴,2007,平衡計分卡應用於組織變革之績效評估 -以佳醫集團為例,逢甲大學經營管理學院碩士論文。
3. 佳醫集團,2011年報資料
4. 涂淑慧,2010,台灣生技醫療產業新焦點,財信。
5. 陳勝源, 1990, 「論合資」, 台北市銀月刊, 21卷, 8期。
6. 張慈映、李逸揚, 2011, 醫療器材產業年鑑2011, 我國醫療器材產業概況 5-1~5-22,經濟部技術處。
7. 國藥控股,2011年報資料
8. 鄭情文,2010,ECFA對我國醫療器材的影響及因應策略,IT IS評析。

二、英文參考資料
1. Brouthers, K. D., Brouthers, L. E. and Wilkinson, T. J.,1995, Strategic Alliance: Choose Your Partner, Long Range Planning, 28(3), 18-25
2. Contractor, F., Lorange, P., 1988, Competition vs. Cooperation: a Benefit-Cost Framework for Choosing Between Fully-owned Investments & Cooperative Relationships, Management International Review, 28, Special Issue, pp. 5-18
3. Duncan, R., 1972Characteristics of Organizational Environments and Perspectived Environmental Uncertainty. Administrative Science Quartely, 17, 313-327
4. Geringer, J.M., Moxon, R., 1988, Multinational Ventures in the Commercial Aircraft Industry, Columbia Journal of World Business, Summer, 55-62
5. Geringer, J. M., Hebert, L., 1989, Control and Performance of International Joint Ventures. Journal of International Business Studies, (Summer): 235-254
6. Gomes-Casseres, B., 1990, Firm Ownership Preferences and Host Government Restriction: An Integrated Approach, Journal of International Business Studies, 21 (1): 1-22
7. Hannart, J. F., 1988, The Transaction Costs Theory of Joint Ventures: An Empirical Study of Japanese Subsidiaries in the United States, Management Science, 37, 483-497
8. Killing, J. P., 1983, Strategies for Joint Venture Success. NewYork: Praeger.

9. Kogut, B., 1988, Joint Ventures: Theoretical and Empirical Perspectives , Strategic Management Journal, 9: 319-332
10. Lawrence, P. R., Lorsch, J. W., 1969, Organization-Environment Interface in Classics of Organization Theory, third edition, eds. Shafritz and Ott. Wadsworth Publishihg Company, Belmont, Califonia
11. Litvak, I. A., Banting, P. M., 1968, A Conceptual Framework for International Business Arrangements, Marketing and the New Science of Planning, ed. Robert L. King (Chicago: American Marketing Association, 1968 Fall Conference Proccedings), 460-467
12. Lasserre, P., 1984, Selecting a Foreign Partner for Technology Transfer. Long Range Planning, 17(6), 43-49
13. Luo, Y. D., 1997, Partner Selection and Venturing Success: The Case of Joint Ventures with Firms in the People’s Republic of China. Organization Science, 8(6), 648-662
14. Nelson, R. R., Winter, S. G. 1982, An Evolutionary Theory of Economic Change. Belknap Press/Harvard University Press: Cambridge.
15. Miller, D., 1983, The Correlates of Enterepreneurship in the Three Types of Firm, Management Science, 29, 770-791
16. Priem, R. L., 1990, Top Management Team Group Factors, Consensus, and Firm Performance. Strategic Managenent Journal, 11: 469-478
17. Lawrence, P. R., Lorsch, J. W., 1969, Organization-Environment Interface in Classics of Organization Theory, third edition, eds. Shafritz and Ott. Wadsworth Publishihg Company, Belmont, Califonia
18. Lucian Bebchuck, ReinierKraalman& Triantis, STOCK PYRAMIDS Cross-Ownership and Dual Class Equity: The Mechanisms and Agency Costs of Separating Control from Cash-Flow Rights, in CONCENTRATED CORPORATE OWNERSHIP, p. 445-446.
19. Pfeffer, J., Nowak, P., 1976, Joint Ventures & Inter-organizational interdependence. Administrative Science Quartely, 21: 398-418
20. Porter, M.E., and Fuller, M.B., 1986, Coalitions and Global Strategy, in M.E. orter (ed.), Competition in Global Industries, Harvard Business School Press.
21. Wimmer, R.D. & Dominick, J.R. (1991). Mass media research : An inroduction. Belmont, CA: Wadsworth, Inc.

三、網站參考資料
1. 行政院衛生署藥政處
http://www.doh.gov.tw/CHT2006/DM/DM2_p01.aspx?class_no=2&now_fod_list_no=4074&level_no=1&doc_no=74362
2. 佳醫集團公開網站
http://www.excelsior.com.tw/
3. 財團法人塑膠工業技術發展中心
http://www.pidc.org.tw/zh-tw/Div5/52/522/Pages/p522001.aspx
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