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    题名: 生技產業創新經銷商轉型策略之研究—以L公司為例
    Research on the Transformation Strategy of Innovative Distributors in Biotechnology Industry - The case of L Company
    作者: 林燕
    贡献者: 郭維裕
    林燕
    关键词: 生技產業
    中小企業
    大健康產業
    農業生技
    轉型成長策略
    日期: 2020
    上传时间: 2020-03-02 11:03:51 (UTC+8)
    摘要: 17世紀起，台灣即因為優越戰略地點，成為西歐海權國家競相角逐的場所，不久更成為西方國家對中國、日本、南洋等地的經貿轉繼站。1960年代的客廳即工廠經濟政策，締造了以中小企業為主的經濟方向與理念，因此台灣有近9成的中小企以貿易為主要的商業模式，過去在資訊不對等的落差中產生貿易經銷商的利基，但現在必需有更新的商業模式包裝成一種不易被替代或取代的陷入服務或者解決方案，來保護經銷商的投入及市場開發不被傷害。

    為了不衝擊中小企業的成長及永續發展，本研究透過個案公司之內、外部環境分析，使用的工具及方法包括PEST分析、五力分析、SWOT分析及Business Model Canvas ，探討生技產業創新經銷商轉型策略，並研究個案公司在面對產品或原料的經銷過程中，如何防止原廠的經銷權回收及非獨家代理的同業競爭問題，因此必需了解個案公司的價值核心及關鍵成功的方向，擬定未來成長的策略。

    本研究結果發現，個案公司的核心價值及產出的創經銷商轉型策略為：
    1. 強化關鍵整合能力，以Michael E. Porter的五力模型增加為六力，即『資源獲取與整合使用能力』，創新、數據資源、優惠政策的快速整合。
    2. 關鍵成功方向為知識化及產業升級，從賣產品到賣服務(服務是標準化+個性化)升級到賣解決方案，達成最終目標『全流程服務+全生命周期服務』，讓客戶的黏著度既深且牢，不易被替代。
    Since the 17th century, because of its strategic location, Taiwan has become a place for Western Europe`s main route. It is also close to becoming a relay station for trade between Western countries to China, Japan, and Nanyang. In the 1960s, the manufactory or factory economic policy created an economic direction and philosophy dominated by small and medium-sized enterprises. Therefore, nearly 90% of Taiwan`s SMEs use trade as their main business model. In the past, trade distribution was caused by an unfactual information gap. Especially for the commercial niche market, there must be a newer business model packaged into a restricted service or solution that is not easy to be replaced for protecting dealers` professional experience and market development from being harmed.

    Avoid not to impact the growth and sustainable development of small and medium-sized enterprises, this study analyzes both the internal and external environment of individual companies, using tools and methods including PEST analysis, Porters Five-Force analysis, SWOT analysis, and business model canvases to explore the innovation and distribution of the biotechnology industry Business conversion strategies, and research on how a company can prevent the recovery of the original dealership and non-exclusive agency competition in the face of the distribution of products or raw materials. Therefore, it is necessary to understand the core value of the company and the key success directions. Develop strategies for future growth.


    The results of this study bought in the core value of the individual company and its complementary dealership conversion strategy are:
    1. Strengthen the key integration capabilities, and increase the Five-Force model of Michael E. Porter to Six Forces, namely "resource acquisition and integrated use capabilities", innovation, rapid integration of data resources, preferential policies.
    2. The key success direction is knowledge and industrial upgrading, from selling products to selling services (services are standardized + personalized) to selling solutions, to achieve the ultimate goal of "full process services + full life cycle services", so that customers reliability is deep and strong, and it is not easy to be replaced.
    參考文獻: 一、 中文文獻
    1. 范家儀(2016)。我國生技產業現況及淺談未來發展趨勢。
    取自：https://mymkc.com/article/content/22537
    2. 勤業眾信(2018)。生技醫療產業展望報告。
    取自：https://www2.deloitte.com/tw/tc/pages/life-sciences-and-healthcare/articles/lshc-2018-outlook.html
    3. 勤業眾信(2014)。生技製藥產業之併購趨勢與未來發展。
    取自：https://www2.deloitte.com/tw/tc/pages/life-sciences-and-healthcare/articles/newsletter-11-16.html
    4. 安永(2017)。生物科技產業報告，超越邊界 Beyond borders。
    取自：https://www.ey.com/Publication/vwLUAssets/ey-biotechnology-report-2017-beyond-borders-staying-the-course-tw/$FILE/ey-biotechnology-report-2017-beyond-borders-staying-the-course-tw.pdf
    5. 洪世章、譚丹琪、廖曉青(2007)。企業成長、策略選擇與策略改變。中山管理評論第十五卷，第一期，11-35。
    6. 陳麒元(2013)。全球機能性食品產業趨勢，證交資料620期產業分析。
    7. 廖啟成(2005)。生物科技與食品產業。
    取自：http://microbiology.scu.edu.tw/MIB/confer/Meeting%202005/paper/940119-07.pdf
    8. 廖啟成(2016)。食安問題是產業創新的動力與壓力。
    取自：https://www.foodnext.net/science/scsource/paper/4616112362
    9. 鄭信德(2009)。台灣生技產業效益之分析。
    取自：https://www.bot.com.tw/SiteCollectionDocuments/resource_103/quarterly_103/60_3/quarterly60_3_5.pdf
    10. 李孟訓(2008)。從價值鏈的觀點探討台灣農業生物科技產業非跨領域轉型之關鍵成功因素研究。經濟與管理論叢，Vol.4 No. 1，65-88。
    11. 黃學馴、嚴國慶、王淑卿(2016)。台灣食品生技產業優勢之分析-以天賜爾生物科技股份有限公司為例。
    12. 陳麗婷(2019)。2019全球食品產業趨勢 – ITIS觀點。
    13. 許盛發(2015)。生技通路與市場策略。
    取自：https://hidas-learning.weebly.com/uploads/4/6/2/0/46204475/11月16日_生技通路與市場策略_許盛發.pdf
    14. 2019生技產業白皮書。
    取自：https://www.biopharm.org.tw/images/2019/Biotechnology-Industry-in-Taiwan-2019.pdf
    15. 孫智麗(2018)。全球保健生技產業分析與營運策略。
    取自：http://www.biotaiwan.org.tw/download/aboutchief2/108/77.全球保健生技產業分析與營運策略.pdf
    16. 李孟訓、劉冠男、丁神梅和林俞君(2007)。有關我國生物科技產業關鍵成功因素之研究。
    17. 陳明璋(1990)。企業嬴的策略：掌握成功的4項關鍵：經理人、接棒、轉型、創新。台北：遠流。
    18. 杰拉德．卡桑(Gerard Cachon)、克里斯蒂安．特維施(Christian Terwiesch) 、任建標(2013)。運營管理Matching supply with demand，供需匹配的視角(第2版)。中國人民大學出版社。

    二、 英文文獻
    1. Daniel D.W. (1961). Management information crisis. Harvard Business Review, 39(5), 111-121.
    2. Tillett, B.B. (1989), “Authority control in the online environment”, New York: Haworth press.
    3. Aaker, D. A. (1989). "Managing Assets and Skills: The Key to Sustainable Competitive Advantage." California Management Review, 31(2): 91-106.
    4. Leidecker JK, Bruno AV (1984). Identifying and using critical success factors. Long Range Planning, 17, 23-32.
    5. Porter, M. E. (1985), Competitive Advantage, Free Press, New York.
    6. Osterwalder, A., Pigneur, Y., and Tucci, C. L., (2005), “Clarifying Business Models: Origins, Present, and Future of the Concept,” Communications of the Association for Information Systems, Vol. 16, No. 1, 1-25.
    7. Penrose, E. T. (1959), The Theory of the Growth of the Firm, New York, Wiley.
    8. Chatterjee, S. (1990), Excess resources, utilization costs, and mode of entry, Academy of Management Journal, 33(4): 780-800.
    9. Silverman, B. S. (1999), Technological resources and the direction of corporate diversification: toward an integration of the resource-based view and transaction cost economics, Management Science, 45(8): 1109-1124.
    10. Barney, J. (1986), Strategic factor markets: expectations, luck, and business strategy, Management Science, 32: 1231-1241.
    11. Grant, R. M. (1991), The resource-based theory of competitive advantage: implications for strategy formulation, California Management Review, 33(3): 114-122.
    12. Hamel, G. and Prahalad, C.K. (1994), Competing for the Future. Harvard Business School Press, Boston, MA.
    13. Teece, D. (1982), Towards an economic theory of the multiproduct firm, Journal of Economic Behavior and Organization, 3: 39-63.
    14. Gulati, R. (1998), Alliances and networks, Strategic Management Journal, 19: 293-317.
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    106932022
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0106932022
    数据类型: thesis
    DOI: 10.6814/NCCU202000248
    显示于类别:[經營管理碩士學程EMBA] 學位論文

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