Shi lichen: the pharmaceutical industry needs to build a new business thinking

[expert opinion of China Pharmaceutical network] an industry, which has lasted for a long time, will form a certain thinking inertia The same is true for the pharmaceutical industry, so is the management thinking of pharmaceutical enterprises The new business thinking is a subversive thinking, not to repair the existing business model, but to find or create new business opportunities in the reconstruction of the business logic of the pharmaceutical industry The leadership of many pharmaceutical enterprises does not have a new thinking pattern They think that new things have little to do with their pharmaceutical enterprises, or at present they have nothing to do with them, so they just ignore them For example, when it comes to drug structure, the decision-making level of traditional pharmaceutical enterprises with fixed thinking will say: look at whether there are products that can be made bigger in these hundreds of drugs, or how can I make this product reach over 100 million And the decision-making level with a forward-looking global view and a high strategic pattern will say: in which aspect can our enterprise build a superior product group, so as to form a long-term competitiveness, or how do you think we can provide more products and professional services for consumers, stick to consumers, especially consumers with chronic diseases, so as to obtain longer, greater and better benefits? It may be to improve their own structure or leadership level, or to make friends and network in the future Many high-level pharmaceutical companies have participated in EMBA courses such as CKGSB But in fact, without deep thinking, short-term curriculum learning is difficult to change the inherent thinking path If we want to form a new management thinking of pharmaceutical enterprises, we should first liberate the thinking from the straight-line value chain of the pharmaceutical industry, and change the management thinking from the straight-line to the platform or network In the future, due to the compulsory implementation of the proportion of drugs in public medical institutions, it is more and more difficult to rely solely on public medical institutions to form a large scale of sales, especially the continuous implementation of bidding and secondary bargaining, and it becomes an extravagant expectation to obtain higher prices and higher profits from public medical institutions paid by medical insurance Moreover, due to the implementation of hierarchical diagnosis and treatment, many medical resources and drug sales opportunities will radiate to large public hospitals How to build a new marketing model to adapt to the changes in the situation has become the top priority of the transformation of pharmaceutical enterprises' management thinking Therefore, we need to build new business thinking This requires pharmaceutical companies to change the original profit model of relying on the production and sale of products, but to find new business opportunities at the intersection between the real demander and the two According to Shi lichen, founder of the third-party medical service system, the new business thinking is not to take the circulation business, hospital and drugstore as the main sales channels of pharmaceutical enterprises, but to reconstruct the business model according to the changes of consumers' needs for disease and health, and finally take the circulation business, hospital and drugstore as a part of the platform operation It needs to be clear that the formation of new business thinking needs to know that drugs are no longer the key to huge profits for pharmaceutical enterprises, but one of the key points In the future, the competition of pharmaceutical enterprises will form a triangular competition framework The framework of new competition triangle barriers for pharmaceutical enterprises According to Mr Shi lichen, founder of the third-party medical service system, in the new competition triangle framework, pharmaceutical enterprises do not regard themselves as simple manufacturers, but obtain more business opportunities from the medical and health circles on the premise of maintaining strong R & D capabilities and building their own product groups, which may integrate other small and medium-sized pharmaceutical enterprises Circulation business, drugstore terminal and even medical terminal, of course, this kind of integration is light asset integration, its purpose is to build competition barriers in the future, and form a huge strong sticky consumer group in the effective disease field Some existing pharmaceutical companies are engaged in business unit expansion for blind purposes, such as entering the field of biopharmaceuticals, health care products, devices, functional foods, medical fields, etc., but the pharmaceutical companies that do business unit expansion do not know what they are doing, just a one-time plan, or simply for market value management.