Because of the homogeneity of pharmaceutical companies in China, medical institutions have absolute right to choose. Therefore, pharmaceutical companies are not concerned with how to serve consumers with better products, but how to further penetrate sales channels of medical institutions or bypass medical institutions. channel.
Judging from the problems faced by current pharmaceutical companies in China, it is obvious that the entire enterprise in China is still in competition in the Red Sea. The specific manifestations are low product levels, strong homogeneity, large number of competitors, and small scale. This situation is caused not only by the overall R&D capabilities of pharmaceutical companies in China, but also due to the long-term use of drugs to provide medicine, regional protection, and abnormal competition. In the existing market, on the one hand, it is the price mechanism of bad coins to drive out good money, so that products with lower prices and better quality are lack of market, and innovative products are hindered; on the other hand, numerous channel owners make transaction costs extraordinarily high and form drug prices. Virtual height.
In order to seek a breakthrough, the customary practice of pharmaceutical companies in China is to find a blue ocean market through unique marketing models and product positioning, and to achieve product sales and brand promotion through channel operations and advertising. This common practice brings benefits to enterprises, but also brings issues such as operating costs, reputation, and social business ethics. Today, under the background of the reform of the medical and health system, we need to stand on a broader platform to discuss the blue ocean strategy of China's pharmaceutical companies.
From the perspective of the entire value chain of the healthcare industry, consumers are the terminal link of the value chain. The upstream is the medical service organization. It directly forms the main body of the service relationship with the patient. The products produced by the pharmaceutical company are the tools for the health service and the medicine. Circulation companies are bridges to the effective integration of health tools and tools. This forms a health value chain that is jointly constructed by pharmaceutical companies, pharmaceutical distribution companies and medical institutions. Commercial insurance and social insurance constitute the financial security system of the health value chain.
From pharmaceutical companies, distribution companies, medical institutions, to the ultimate consumer, a profit chain is actually formed at the drug level, and the ultimate consumer assumes the terminal drug price. Because of the homogeneity of pharmaceutical companies in China, medical institutions also have the absolute right to choose, so pharmaceutical companies are not concerned with how to serve consumers with better products, but how to further in-depth sales channels of medical institutions or bypass the channels of medical institutions . The reform of the medical and health system as an external game rule for the entire pharmaceutical industry aims to break the existing business model of taking drugs and providing medical care. It is essential to clarify the ultimate buyer of the health value chain. The key is to achieve medical separation. Under this basic idea, there are two basic trends that are already very clear. One is that in the field of medical institutions, it is necessary to achieve more universalization of small and medium-sized hospitals and community hospitals in order to reduce the pressure on large-scale hospitals and to focus more on them. The second is that the number of social security pharmacies will further increase to change the current unbalanced sales share in the retail and hospital fields, and eventually establish a new system for drug distribution through gradual proportion adjustments. On this basis, there will be a series of questions waiting for enterprises to answer, that is, how to make full use of information technology to provide consumers with better services; how to dig deeper into the essence of traditional medicine, and use it to achieve product innovation and then achieve industrialization and Modern marketing; how to grasp market opportunities in the transformation of medical service terminals, rethink the original marketing model, and how to provide quality medical services for China's vast rural market. The corporate strategy formulated after considering the above issues will become the key force in the next phase of competition in the Chinese pharmaceutical market.
Judging from the problems faced by current pharmaceutical companies in China, it is obvious that the entire enterprise in China is still in competition in the Red Sea. The specific manifestations are low product levels, strong homogeneity, large number of competitors, and small scale. This situation is caused not only by the overall R&D capabilities of pharmaceutical companies in China, but also due to the long-term use of drugs to provide medicine, regional protection, and abnormal competition. In the existing market, on the one hand, it is the price mechanism of bad coins to drive out good money, so that products with lower prices and better quality are lack of market, and innovative products are hindered; on the other hand, numerous channel owners make transaction costs extraordinarily high and form drug prices. Virtual height.
In order to seek a breakthrough, the customary practice of pharmaceutical companies in China is to find a blue ocean market through unique marketing models and product positioning, and to achieve product sales and brand promotion through channel operations and advertising. This common practice brings benefits to enterprises, but also brings issues such as operating costs, reputation, and social business ethics. Today, under the background of the reform of the medical and health system, we need to stand on a broader platform to discuss the blue ocean strategy of China's pharmaceutical companies.
From the perspective of the entire value chain of the healthcare industry, consumers are the terminal link of the value chain. The upstream is the medical service organization. It directly forms the main body of the service relationship with the patient. The products produced by the pharmaceutical company are the tools for the health service and the medicine. Circulation companies are bridges to the effective integration of health tools and tools. This forms a health value chain that is jointly constructed by pharmaceutical companies, pharmaceutical distribution companies and medical institutions. Commercial insurance and social insurance constitute the financial security system of the health value chain.
From pharmaceutical companies, distribution companies, medical institutions, to the ultimate consumer, a profit chain is actually formed at the drug level, and the ultimate consumer assumes the terminal drug price. Because of the homogeneity of pharmaceutical companies in China, medical institutions also have the absolute right to choose, so pharmaceutical companies are not concerned with how to serve consumers with better products, but how to further in-depth sales channels of medical institutions or bypass the channels of medical institutions . The reform of the medical and health system as an external game rule for the entire pharmaceutical industry aims to break the existing business model of taking drugs and providing medical care. It is essential to clarify the ultimate buyer of the health value chain. The key is to achieve medical separation. Under this basic idea, there are two basic trends that are already very clear. One is that in the field of medical institutions, it is necessary to achieve more universalization of small and medium-sized hospitals and community hospitals in order to reduce the pressure on large-scale hospitals and to focus more on them. The second is that the number of social security pharmacies will further increase to change the current unbalanced sales share in the retail and hospital fields, and eventually establish a new system for drug distribution through gradual proportion adjustments. On this basis, there will be a series of questions waiting for enterprises to answer, that is, how to make full use of information technology to provide consumers with better services; how to dig deeper into the essence of traditional medicine, and use it to achieve product innovation and then achieve industrialization and Modern marketing; how to grasp market opportunities in the transformation of medical service terminals, rethink the original marketing model, and how to provide quality medical services for China's vast rural market. The corporate strategy formulated after considering the above issues will become the key force in the next phase of competition in the Chinese pharmaceutical market.
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