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1、M2009738711048720111025AThesistedinPartialFulfillmentoftheRequirementsfortheDegreeoftheMBAPharmaceuticalBusinessTransationandStrategyCandidate:LuGuanghuiMajor:BusinessAdministrationSupervisor:Prof.ZhangZhaoguoHuazhongUniversityofScienceandTechnologyWuhanHubei430074P.R.ChinaOctober2011I1234IIAbstract
2、Drugswhicharerelatedtopeopleslivesandhealtharespecialcommoditiesandthepharmaceuticalbusinesswhichlinkstodrugproductionandconsumptionisanimportantpartofthepharmaceuticalindustry.Howeverduetolong-termimpactoftheplannedeconomicsystemtherearemanyproblemsinChinesepharmaceuticalbusiness.Suchasthelowconcen
3、trationaslowresponsetomarketandlowleveloflogistics.TheseproblemsmakepharmaceuticalbusinessdifficulttoplayacentralroleinthepharmaceuticalsupplychaininChina.pharmaceuticalbusinessandestablishamodernpharmaceuticallogisticssystem.Thisisnotonlyapracticalproblembutalsoatheoreticalproblemwhichweshouldgivea
4、clearanswerto.ThispaperwhichappliedmodernlogisticstheoryandstandardizedresearchsanddrawoninternationalexperiencestudiedChinaspharmaceuticalbusinesstransationandstrategicindepth.Itsmaincontentsinclude:(1)sometheoreticalissuesaboutpharmaceuticalbusinesstransationincludingtheconceptsandcharacteristicso
5、fthird-partpharmaceuticallogisticsthenecessityandfeasibilityofpharmaceuticalbusinesstransationmarketsegmentationandtargetmarketoptions(2)pharmaceuticalbusinesstransationoptionsstrategyoptionsincludingthird-partpharmaceuticallogisticsmodelandprofessionalmedicalservicesmode(3)implementationofpharmaceu
6、ticaltransationstrategyincludingtheintroductionofprofessionallogisticspersonnelinatizationconstructionandtheadjustmentoftheorganizationalstructure(4)weuseacaseaboutHaiwangcorporatetostudythepharmaceuticalbusinesstransation.Basedontheabovestudieswepresentacertaininsightviewaboutthepharmaceuticalbusin
7、esstransation.TheoreticallythispaperextendsthestudyofIIIpharmaceuticalbusinesstransationandthelogisticstheory.Practicallythispapergivessomeadvicesaboutpharmaceuticalbusinesstransationandimprovementthepharmaceuticalbusinessmodel.Keywords:pharmaceuticalbusinesstransationmodelStrategiesandmeasuresIV.IA
8、bstract.II11.1.(1)1.2.(5)22.1.(7)2.2.(11)2.3.(16)2.4.(18)33.1.(19)3.2.(21)3.3.(24)44.1.(25)4.2.(26)4.3.(32)V.(33).(36).(37)111.11.1.12005220091568430%20092011-2015201065%-15%10%-30%6%-12%.200341.1.2121528%2.6%1.21.2.1.2.11123461.2.21.2.21.3722.12.1.117.5%13.1%20081300020%82.1.2(Third-PartLogisticsTP
9、L)1workflowinationflowphysicalflowfundsflow10(SupplyChainManagementSCM)KraljicPeter1983ShairoRoyD1984932219291934510272.1.31GSPGoodSupplyingPractice234115OTC60.35%02528782.22.2.11211003395(McKesson)(McKesson)3l2080.()()50318213.767090%.47.31396%130%2145%-6%1.5%8%1%3ERP2.2.212004101.03413.992005119.5
10、1478.822006137.99530.072007153.65617.2112202012001522011(2011-2015)132085%345162.32.3.1172.3.212183452.41933.140%3.1.3.1.11122033.1.3.1.22123213.2110%2.6%222323456243.32544.1198920033002005200720082009264.24.2.12006304.1130272344.2.24.2.228120092011-2015230003294.2.34.2.31234304.2.44.2.41231345326(Q
11、R)(ERP)(ECR)4.3331234343536MBAMBA371.2004(9):50.2.200221(7):20.3.2003(6):46-49.4200423(11):879-880.5.2006-0529-30.6.:.2004(9):7-20.7.2007(1).8.200716(20):5.9.2007(3):15-16.10.2003(23):38-40.11.200513(5):11-14.12.2003(9):36-38.13.200223(11):486-488.14.2005(4):51-353.15.20039(12):44.16.2008(10):61-63.3817.2003-1121-34.182007-04-2019.2003(4):19-21.20.2002(9):33.21.2004(51):152.22.2002(3):10-12.23.2002(7):186.24.2003(10):20-21.25.2003.26.1999.27()2010-03-2028.2004(2)
