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| Title: | 中國華大基因公司經營模式與成長策略個案分析
A Case Study on the Business Model and Growth Strategy of BGI |
| Authors: | 郭瑞庭
Guo, Rey Ting |
| Contributors: | 邱奕嘉
Chiu, Yi Chia
郭瑞庭
Guo, Rey Ting |
| Keywords: | 華大基因
個案分析
生物科技
生技公司 |
| Date: | 2016 |
| Issue Date: | 2017-02-08 16:37:53 (UTC+8) |
| Abstract: | 1970年代第一個能夠特異性剪切DNA分子的限制酶問世，開啟了快速基因操作的年代，加上二十世紀後電腦以及資訊科技的飛躍發展，持續帶動生物科技產業的進步，因此二十世紀可以說是生物科技開始大幅躍進的重要時期。
在近二十年以來，中國大力發展生物科技產業，做為一個新興市場，在中國生物科技公司成長歷程將可做為其它生技公司發展的借鏡，因此本研究除了搜集、分析中國重要的人才引進、人才獎勵政策、企業經營獎勵政策外，還運用個案研究方法，深入探討基因測序起家的華大基因公司在每個時期發展之策略，分析出完整的公司發展策略，以做為其它生技公司發展的參考。
1999年時，在華大基因創業初期，一開始先以參加國際人類基因組計劃，向中國政府爭取啟動的科研資金，初期並不以盈利為目的，當時也沒有一個確切的獲利方式，先以爭取政府的支持為首要目標，再來以增加國際、國內的知名度為輔，等待著機會的到來。華大基因在初期也加大文章發表的力度，尤其是在世界頂級的幾大生物類期刋：Cell、Nature和Science上，目前也持續不斷的在這幾個頂級期刊上發表研究成果，初期也成功的打造華大基因為世界上一流的研究機構與企業。
在2010年初，華大利用從銀行拿到的六億人民幣的貸款，從Illumina購買了128台的新一代測序儀Hiseq2000。隨著這批新設備的到來，2012年測序數據產出的能力已經占了全球一半以上，因此華大被外界稱為測序工廠或是測序界的富士康。隨著華大基因測序能力及知名度的提升，一些科學家及科研單位開始尋求合作，這也是華大基因第一個商業模式的產生。
在2013年時，華大收購了美國的基因測序儀公司CG (Complete Genomics) ，補全其缺失的上游環節。同時，它也開始與眾多的機構展開密切的合作。從前，華大主要是針對科研、醫藥上的基因測序。從醫療、科研機構獲得的收入雖然比較穩定，但是其發展潛力遠不如針對大眾人群的基因服務。人群在生育、健康、基礎科研、複雜疾病等方面都可以應用到基因測序服務方面。而且，隨著精準醫療的興起，民眾對個性化醫療服務的需求也越來越旺盛。
經由「五力分析」和「技術採用生命週期」分析，可以了解到華大基因從科學研究開始，先建立公司的品牌知名度，再轉入科研測序服務及科研合作收費的方向，之後再併購上游供應商，再往下游的終端消費市場，打通了整個產業鏈，掌握了在整個產業中更多的主動權及話語權。華大基因的發展策略，也提供了將來許多生技公司在中國發展時的參考。
Since the first restriction enzyme which specifically cuts DNA came out in 1970s, the era of rapid DNA manipulation began. In addition, the development of computer science and information technology in the 20th century drives the progress of biotechnology industries. Thus, the 20th century is a critical time period of biotechnology development.
In the past two decades, China has been emphasizing biotechnology industries. The development progress of biotechnology companies in China, one of the major emerging market countries, should be an important target of related studies. In this study, the information of talent import and rewards and enterprise rewards in China are collected and analyzed. Furthermore, the strategies of every stage of BGI, a company initially conducted DNA sequencing, are investigated. The study reveals the comprehensive development strategy of BGI which shall be a reference for other biotechnology companies.
In 1999, BGI started as an unprofitable organization and applied start-up capital from China government with a proposal to join the international human genome project. Instead of a clear profit model, BGI aimed for official supports and international visibility in the beginning, waiting for an opportunity to come. Since then, BGI has set up efforts to publish research papers especially in high impact journals such as Cell, Nature, and Science. After years, BGI has become a first-class research institute and enterprise.
Early 2010, BGI got a bank loan of 600 million RMB and bought 128 new generation sequencers Hiseq2000 from Illumina. With this new equipment, DNA sequencing output of the company reached over half of global amounts. Hence, BGI was called “sequencing factory” or “Foxconn of the sequencing industry”. As BGI’s ability and reputation rises, scientists and research institutes started to set up collaborations with the company, thereby began the initial business model of BGI.
In 2013, BGI acquired a DNA sequencing company Complete Genomics (CG) in United States to fill-up the upstream vendor part. At the same time, BGI also expanded its collaborations with more institutions. Though incomes from medical and research institutions are relatively stable, the potentials of genome sequencing serving the whole human population is far more large for the company. In addition, the identification and demand toward individualized precision medicine vastly grow as precision medicine is widely accepted.
With Porter Five Forces Analysis and Technology Adoption Life Cycle analysis, the business model of BGI is proposed. In the beginning, the company established brand awareness through basic scientific researches. Then, BGI turned to provide DNA sequencing and scientific research services. Afterward, the company acquired upstream vendor. Finally, BGI develops end consumer market and successfully integrates the entire industry chain, getting initiative and discourse power in the biotechnology industry. The development strategy of BGI shall provide a reference for other biotechnology companies that are aiming to develop in China. |
| Reference: | 一、 中文參考文獻
1. Moore, G.A.。龍捲風暴：矽谷的高科技行銷策略。台北：麥田出版股份有限公司，1996年7月。
2. 塗可欣 (翻譯)。1000美金解開你的基因。科學人，2006年第48期2月號。
3. 趙軒翎。個人基因測序癌症精準治療鋪路—專訪行動基因公司。科技報導，201504-400期。
4. Ghadar F, Sviokla J, Stephan, DA。打造生技業專屬矽谷 (Why Life Science Needs Its Own Silicon Valley)，哈佛商業評論全球繁體中文版，2012年7月號。
5. 塗可欣 (翻譯)。量身訂做新稻米。科學人，2004年第31期9月號。
6. 李行雲。水稻基因組完成定序。科學人，2002年6月號。
7. 周海濤、李永賢、張蘅 (翻譯)。個案研究：設計與方法。五南出版社。2009年11月18日出版。
8. 蔡秀娟。精準醫療：讓療程客製化。工商時報，2016年3月13日。
9. 郜榮琪。華大基因：是如何成為測序行業“富士康“的？福布斯中文網。2013年8月8日。
二、 英文參考文獻
1. Hershey, A.D. and Chase, M. (1952) Independent functions of viral protein and nucleic acid in growth of bacteriophage. J Gen Physiol. 1:39-56.
2. Porter, M.E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free Press.
3. Rogers, E.M. (2003) Diffusion of Innovations (5th Edition). Simon and Schuster.
4. Rogers, E.M. (2002) Diffusion of Preventive Innovation, Addictive Behaviors. 27: 989-993.
5. Rogers, E.M. (2002) The Nature of Technology Transfer, Science Communication. 23: 323-341.
6. Watson, J.D. and Crick, F.H. (1953) Molecular Structure of Nucleic Acids: A Structure for Deoxyribose Nucleic Acid. Nature. 171: 737-738.
7. Watson, J.D and Crick, F.H. (1953) Genetical implications of the structure of deoxyribonucleic acid. Nature. 171: 964-967.
8. Yin, R.K. 1989, Case Study Research Design and Methods, Sage, Newbury Park. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
103932403 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0103932403 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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