Depth: The pharmaceutical industry, the five major shifts that are taking place

Medical Network August 28th, under the industry reform, pharmaceutical companies should clarify the way, see the way to go. Can not see the change of the enterprise, not only will lose the watermelon, even the sesame can not find. I summed up the pharmaceutical industry 5. Five new changes, pharmaceutical companies must pay attention and be prepared.

Always, city public hospital It has always been a battleground for pharmaceutical companies. However, with the mandatory implementation of the national policy of grading diagnosis and treatment policies, the pattern of the medical market will be reconstructed. If the pharmaceutical industry still has blue ocean, it must be at the grassroots medicine. In the market, the growth of Litopu, which has been listed for many years in the US Pfizer, is still more than 60% in the grassroots market, which is enough to illustrate the charm of the market. The grassroots market will inevitably usher in a full-scale, fast-running era!

Therefore, the Chinese pharmaceutical market will be transformed from the current 'city hospital' single core market to the future 'city hospital + grassroots hospital' dual-core market, and the status of primary hospitals and urban hospitals is equally important.

If the scale of the enterprise is to be large, it must pay sufficient attention to the grassroots market. How to lay out the grassroots market is a major strategic issue for the enterprise. It is necessary to strategically arrange different markets according to the characteristics of its own products. For example, Sanofi's primary medicine The business unit, Lilly's LEAP plan, Tonghua Dongbao's dandelion plan, etc. are all new changes in the market to bring about strategic adjustments.

In the past, foreign pharmaceutical companies relied on strong product advantages and national policy inclinations, coupled with the combination of 'Academic Promotion + Government Affairs + Expert Network', which is a good thing in the Chinese market. But after the 'GSK Commercial Bribery Case' was exposed in 2013 The peak of foreign pharmaceutical companies in China has come to an end.

A series of tightening policies such as patent expiration, drug price negotiation, and medical insurance payment have caused the sales performance of foreign pharmaceutical companies to be hit hard. In the past, the super national treatment began to change to the same treatment as the local enterprises.

The competitive situation in China's pharmaceutical market will undergo major changes, and the competitive advantages of local enterprises will gradually emerge. In the high-end market, local enterprises rely on the gradual improvement of product quality and relatively low price advantage to accelerate the share of foreign companies' original research products.

In the grassroots market, foreign companies still have strong product strength, but subject to the high-cost self-operated model, so 'local sales team + foreign brand products' will become the mainstream business cooperation model.

In the future, the competition and cooperation between local enterprises and foreign pharmaceutical companies will become normal. For example, in 2016, Kangzhe Pharmaceutical and AstraZeneca reached a cooperation with Bo Yiding, which contributed about 9.35 to Kangzhe Pharmaceutical. In sales of 100 million yuan, the sales volume of Bo Yiding in 2017 reached 1.378 billion yuan.

In the past two decades, the growth model of domestic pharmaceutical companies' large products has basically met the 'large therapeutic field + policy protection + relatively exclusive + high profit space'. Enterprises have changed their specifications, changed dosage forms, or doses to cater to the country. Tender Policies, creating high-margin space, and achieving rapid and barbaric growth of products in the form of 'interest exchanges', there are many so-called 'safe and ineffective Chinese medicines'.

Based on the current policy environment, the competition mode of products has undergone substantial changes. In the past, the growth model of large products has no longer adapted. In the future, the growth mode of large products will shift from benefit-based to clinical value and quality. From Fujian Province A round of bidding can be seen, the product has not entered the guide, in the absence of clinical pathways, is not an expert consensus, has become a rigid finalist!

drug The value will return to the origin of the treatment, which product can better cure the patient's disease, can grow into a brand product, the best-selling product. The future 'clinical treatment value, quality quality' products will definitely win in the future decisive battle .

'It’s your own in your hand.' This is medicine enterprise On the one hand, it is limited by the binding policy of the past countries on drug R&D and production; on the other hand, entrepreneurs are pursuing the goal of becoming a large pharmaceutical company, leading to a single asset development and vertical integration of heavy assets development thinking. The pattern is ingrained.

The implementation of the licensing system for listed licensors has eliminated the bundled management of drug R&D and production. The future development model of enterprises will undergo major changes. In the past, the closed development model will gradually evolve into a platform-based cooperative light asset development model.

In the past five years, you may not have heard of Hualing Medicine. A small company with a core team of only a dozen people has developed into one of the most innovative and innovative pharmaceutical companies. There is still no Hualian medicine. Laboratory, a production base. Introducing new drugs from foreign-funded enterprises, relying on the development of light assets of 'left-handed CRO + right-handed CMO' to realize the industrialization of new drugs.

Professional, in-depth, open, and cooperative mode will be the new development trend of the pharmaceutical industry. In the past, 'filling the short board' can build the core competitiveness of the enterprise, become bigger and stronger, and now the 'long board is long', the resource focus becomes the new enterprise. Strategic competition means that the more differentiated advantages of the enterprise in the future, the more obvious the competitive advantage.

In the past, pharmaceutical companies succeeded in relying on 'R&D + marketing' two-wheel drive. Good product reserves and marketing models can achieve good business. However, under the new competitive environment, R&D is becoming more and more difficult, and the marketing model is the same, relying solely on R&D and Marketing two legs to walk is not to win the industry acceleration period.

For pharmaceutical companies to achieve leap-forward growth, the driving model must be upgraded and upgraded. The future leading the breakthrough of pharmaceutical companies will be the four-wheel drive model of 'R&D + marketing + capital + mechanism', in which capital and mechanism will be the new driving force for enterprise development. .

Capital: At present, most pharmaceutical companies in China still stay in the industrial stage. Enterprises that don't understand capital, just like the old ox farmland, have to work hard. It is not enough to bury their heads in industry. The combination of capital and industry can be released. Great strength to promote the development of enterprises, pharmaceutical companies must learn to use capital means to integrate high-quality resources, including product resources, brand resources, network resources, human resources and so on.

Listed companies must be more courageous and take steps to achieve a positive interaction between industry and capital. Non-listed companies must also be more open, unable to get on the new board on the main board, and look for capital opportunities in the multi-tier capital market.

Mechanism: The development of pharmaceutical companies is still subject to the bottleneck of key talents, especially leading talents. In our consulting projects, many entrepreneurs are struggling to find key talents. Many examples also prove that by simply hiring professional managers Or the use of traditional remuneration to attract talent has far failed to achieve the desired results, the end result is often the gathering of wealth, scattered people.

I believe that if enterprises want to successfully introduce key talents, they should first solve the mechanism problem. Use mechanisms to attract key talents, use mechanisms to release employee motivation, and use mechanisms to drive enterprise development. We have repeatedly stressed that innovation mechanisms are worth trying for every pharmaceutical company, such as incremental Profit sharing, stock retention income incremental conversion, project and investment performance on gambling, partner plans, incentive funds, etc.