阿斯利康.ppt

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1、创新，全球化的动力,柯石谛阿斯利康中国（含香港地区）总裁,交通大学8 November 2003,创新 全球化的动力Innovation the Driving Force behind Globalization,制药行业The Pharma industry制药行业的创新Innovation in the pharma-industry什么是全球化？What is globalization?国际企业中的领导力Leadership in a global company中国的制药行业Pharma market in ChinaQ&A,创新和全球化Innovation and Globali

2、zation,创新和全球化是相互依存、相互促进的Innovation and globalization are mutually dependent and enabling只有不断创新的企业才能在全球获得成功Only innovative companies can successfully globalize全球化的企业更能支付和回收越来越高的创新成本Global companies are more able to afford and recover the higher and higher cost of innovation,我们的目标Our Ambition,一个富于创新的、

3、快速的和高效的公司，凭借其全球范围内的销售和市场方面的优势，充分挖掘并实现研发的巨大潜力，从而提供持续的、顶尖的财政增长。A creative,fast and effective company with the global sales and marketing strength to realize the full potential from productive R&D thereby delivering sustainable top tier financial growth.Sir Tom McKillopCEO AstraZenecaOctober 2003,阿斯利康工

4、作重点AZ s Key Business Priorities,制药行业的结构-2002Pharma Industry Structure-2002,“BIG”Pharma 58%,13家企业MS介于3%和11%之间,仿制药生产厂家5%,In-licensingEarly stage collaborationTechnology,Licensing,18家企业MS介于0.1%至0.6%之间,阿斯利康2002年关键的统计数据AstraZeneca 2002 Key Statistics,178亿的销售额Sales of 17.8 billion营运利润44亿美元Operating profit

5、 of$4.4 billion全球58000员工58,000 employees worldwide研发费用超过30亿 销售额的17%R 14,000 outside US,到2006年全球制药市场的增长 美国是主要的增长点Global Growth to 2006 Driven by the US,2001,2006,ROW17%,USA49%,Japan15%,Top 5 Europe19%,Top 5 Europe17%,Japan10%,ROW14%,USA59%,USD390 billion,USD630 billion,Pharma Market,对21世纪制药行业的新建议New

6、Suggestions for the Pharma Industry in the 21st Century,在各方面，从研发到销售，美国占主导地位USA dominant on all dimensions from discovery to sales拉丁美洲受到来自亚洲的挑战Latin America challenged by Asia创新产品的减少和市场跟随者竞争力的加强，给传统研发活动带来的挑战增加Less productive pipelines and more rapid catch-up challenging the historic R&D paradigm少数大型企

7、业占主导地位Major players dominate key franchises,中国 远大的发展前景China the Great Future Potential,制药行业面临的主要挑战Major Challenges Facing the Industry,激烈的市场竞争Highly competitive marketplace公众以及政治压力Public and political pressure后续产品线中技术突破产品的匮乏Deficit of breakthrough products in pipelines不断缩短的市场专用权的时间Declining market e

8、xclusivity periods全球发展策略Global development strategies科学和技术的不断进步Scientific and technological advances不断变化的法规环境Changing regulatory environment研发成本的不断上升Rapidly rising in R&D costs,行业的整合Industry Consolidation,Top 10,Top 5,1977,1982,Top 10,Top 5,1987,1991,1998,1999,2000,2001,2002,Top 5 and 10 companies s

9、hare of world market(%),Source:IMS World Reviews 2002,创新Innovation,创新是增长的动力Innovation as a driver of growth制药行业的创新Innovation in the pharma-industry创新和全球化The link between innovation and globalization,当我们说创新，我们指What do we mean by Innovation?,“真正的创新由三个元素组成！“true innovation to be made up of 3 key elemen

10、ts!,创新，更是一种观念，而不仅仅是技术上的进步Innovation is a mind-set rather than a particular technological advancement没有足够的钱投入到研发中去 一个值得全公司考虑的问题Not enough to plough money into R&D need to consider all aspects of the organization,(Akio Morita,Sony),在制药行业中，创新是全球化的关键Innovation Is Key to Globalization Within the Pharmace

11、utical Industry,辉瑞,葛兰素史克,默沙东,强生,阿斯利康,2002年全球前10位制药企业的研发投入,诺华,安万特,施贵宝,罗氏,惠氏,5.2,2.7,2.7,3.1,4.3,3.4,2.2,3.1,2.1,公司,总研发投入（十亿美元）,资料来源：IMS Health,4.0,全球前10位制药企业的平均研发投入占药品销售额的15%20%阿斯利康2002年的研发投入占药品销售额的17（相当于每个工作日一千一百万美金）,研发的过程The R&D Process,-10,-5,0,5,15,Discovery(2-10 yrs),Preclinical,PI,PII,PIII,File

12、 for Registration,Compounds Screened,5,1,10 12 years to bring product to market,5,000 10,000,250,1975,1987,2000,138 MUSD,318 MUSD,802 MUSD,Expenditure per Rx drug,Mill USD,研发一个新药的成本大大增加The Cost of Developing a New Drug has greatly Increased,Source:Journal of Health Economics,2003,逐渐增加的研发成本相对于降低的效率In

13、creasing R&D spend vs declining productivity,Source:CMR International,Lehman Brothers&Decision Resources,2001年研发的区域发展情况R&D by Geographic Area 2001,ROWCanada:1.0Mexico:0.6Australia:0.2Asia:0.2Africa:0.1Unspecified:2.8,Ethical pharmaceuticals(PhRMA members),Total spend:30BN USD,政策对制药企业的创新至关重要Public Po

14、licies Vital to Support Pharmaceutical Innovation,资料来源：NERA,制药企业的创新,普及的研究基础设施,支持国际合作,强大的知识产权保护,相近的以研发为基础的产业和学术的群聚,行业的聚集促进了新的想法和项目的交流,专利的保护使研发的回收成为可能,高质量的研究人员、先进的技术和雄厚的资本确保更高的成功率,国际合作缩短研发的过程、降低商业化成本,全球化Globalization,定义Definition全球性企业的特征Characteristics of a global company全球化的动力What is driving globaliz

15、ation,什么是全球化？What is Globalization?,全球化是一个多元素的过程，它可以定义为在全球范围内资本、服务、创意和文化的互相结合Globalization is a multifaceted process that can be defined as the interconnectedness of capital,services,ideas and culture on a world-wide scale它的特征是以上元素的高度流动性It is characterized by the hypermobility of some of these eleme

16、nts in large volumes跨国公司是资本、货物、劳动力、知识和信息的跨国界的流动的主要传媒The cross-border flows of capital,goods,labor,knowledge and information are mediated primarily by multinational corporations(MNCs),全球化Globalization,“五年之内会形成两种经理 一种是那些用国际经济头脑思考的，另一种是失业的。”“Within 5 years there will be two kinds of managers those who

17、think in terms of a world economy,and those who are unemployed.”Drucker,1999,不同层面的全球化Globalization at different levels,经济全球化Economic globalization市场、国家和技术的整合发达国家和新兴市场间的美元贸易额：从1986年的20亿增加到1996年的2万亿史无前例的规模组织机构的全球化Organizational globalization跨国界的活动行业间的差异区域化的组织机构产品的全球化Product globalization全球的市场营销由全球的工作小

18、组制定,全球化的必要性Reasons for Globalization,技术的迅猛发展和扩张Rapid increase in and expansion of technology各国政府对跨国界贸易和资源调配政策的放松Liberalization of governmental policies regarding cross-border movement of trade and resources国际服务机构的发展对国际贸易的支持Development of the services needed to support and facilitate international tr

19、ade愈演愈烈的国际竞争Increased global competition,中国企业全球化的机遇和挑战Opportunities and Challenges for Chinese Companies to Become Global,在渐进式的改良过程中非常有创意，很高的科技应用能力Very Innovative at incremental improvement and at application of technologies Example:Haier able to dominate some niches of US refrigerator market,such a

20、s dormitory refrigerators中国的销售和市场营销有很强的客户导向Very customer focused in sales and marketing approaches in China,缺乏突破性的产品创新的历史和规模Lack scale and experience for breakthrough product innovationsExample:R&D spend by top 20 China pharmaceutical companies combined is less than US$200 million a year(1),less tha

21、n 10%of AZ R&D budget对国际顾客群缺乏了解Lack understanding of International customers和很多跨国企业相比，在培养全球化领导人才方面中国有很大的差距Far behind many multinational companies in building the platform for cultivating global business managers,(1)Estimation from Boston Consulting Group,机遇Opportunities,挑战Challenges,领导力Leadership,什么

22、是领导力？What is leadership?国际化的行政人员The international executive全球化公司的人才管理Talent management in an international organization,杰出的领导力可以总结为以下几个方面：Best Practice Leadership can be Summarized,创造一个共同的目的Creating a common purpose清晰、及时的交流沟通Communicating clearly and in a timely fashion展示对创新的承诺 不仅仅停留在嘴上Demonstrating

23、 commitment to innovation not only words鼓舞人心、积极参与Being inspirational and involving鼓励尝试、容忍失败Encouraging experimentation and tolerating failure在情感的层面联系Connecting at an emotional level,高效的全球化的行政人员的特质The Competencies of an Effective Intl Executive,认知的复杂性,心理成熟,情感能量,Being Competencies,Doing Competencies,S

24、ource:Barham,Ashridge Management College 1992,全球领导力的指导原则Guidelines for Global Leadership,创新的员工发展平台Innovative People Development Platform,全球化企业面临的最大挑战是全球化人才的匮乏。优秀的全球化企业都拥有创新的员工发展平台。The biggest challenge for a global company is shortage of qualified global business managers.Best global companies all h

25、ave innovative people development platforms.“一个好的全球化企业做三件事。一个全球销售的公司 意味着它在全球拥有杰出的客户基础；一个全球产品的公司 意味着它拥有全球化的技术、工厂和产品；最重要的是，一个全球化人才的公司能够不断的捕捉市场和人才而获取持续的增长。A good global company does three things.Its a global sales company meaning its number one with customers all over the world.Its a global products co

26、mpany,with technologies,factories,and products made for the world.And most important,its a global people company a company that keeps getting better by capturing global markets and brains.-Jeffrey Immelt,Chairman and CEO,General Electrics在阿斯利康（以及其他成功的全球化企业），最出色的经理人往往有着多个国家工作的经验。The best managers in

27、AstraZeneca(and most other successful global companies)are very likely to have worked in more than one country.Global business leaders are developed though such experiences.,阿斯利康400名顶级人才管理发展框架AstraZeneca Top 400 Talent Management Development Framework,Exceptional,Good,Poor,Track record,Development r

28、equired,Good,Exceptional,Leadership capabilities,The core of the organisation people who consistently deliver and have good leadership capabilities,Development required,Strong track record despite poor leadership capabilities.Keep an eye on them,处方药和非处方药(OTC)产品的市场规模,十亿美元,美国,日本,德国,法国,英国,意大利,中国,巴西,加拿大

29、,西班牙,150,58,17,17,11,11,6.8,6.7,6.3,6.2,2000,美国,日本,德国,中国,法国,英国,意大利,加拿大,西班牙,巴西,585,87,43,31,31,28,27,21,19,18,2012预测*,*根据2001年美元兑人民币的名义货币汇率算出资料来源：世界银行；波士顿咨询；eme；阿斯利康中国内部分析,对于一个有着全球化目标的企业来说，中国市场的成功至关重要 For Businesses With Global Aspiration,China Is A Must-win Market,高收入、高教育水平现代电信化的生活方式 私人医疗保健 保险/公司出资

30、慢性病 顾客需求 跨国企业品牌,低收入、低教育水平 传统的生活方式 公众医疗保健 政府出资 传染病 社会福利的需求 本地的仿制药,中国，不仅仅是一个市场那么简单.China is more than one market.,中国制药行业的关键增长动力Key Growth Drivers for the Pharma Industry in China,以下因素刺激着中国医疗保健产品的需求增长Demand for healthcare products in China is boosted by:人口老龄化Aging population高经济增长High economic growthWTO

31、的影响WTO impact公共医疗保健系统的完善Improvement of public health system,中国的制药行业正处在一个过渡时期，到2010年将有新的国际企业进入中国市场The Chinese industry is in a period of transition that could see new global players emerging by 2010,Consolidation Vertical integration Process modernization,Corporatization Horizontal integration(Wester

32、n&TCM),Globalization Value chain specialization,Today,Larger players expanding,Survivors more prepared to expand overseas Likely trend to core competencies-as retailers,manufacturers,etc,Source:AZ China Scenario Envisions(IBM),跨国公司和中国本地企业对市场划分和成功的定义大不相同MNCs and Chinese companies hold markedly differ

33、ent views of market segmentation and success,跨国企业更倾向将全国市场根据产品和治疗领域进行细分MNCs tend to see a national market segmented by product and therapeutic area(TA),中国本地企业根据地理分布将市场按省市进行细分Chinese players are organized on a provincial basis and segment the market by geographic territory,Source:AZ China Scenario Env

34、isions(IBM),R&D在中国 眼前的道路还很漫长R&D in China Long Way to Go,研发能力是新产品线的源泉，是制药行业持续发展的关键动力R&D capability is a source of new product lines,the key driver for sustainable growth for the pharmaceutical industry中国的制药行业在研制和开发新药方面相对较弱Chinas pharmaceutical industry remains weak in the research and development of

35、new products仅2%的销售额投入到研发中（国际领先的制药公司的比例达到20%）借鉴进口产品结合中草药侧重投资回报率低的仿制药政府对知识产权的重视和保护将有利于新药和品牌产品的发展With the Governments commitment to patent protection better reward for new drugs and branded products拥有强大研发实力的跨国制药公司将获益国内的企业和基础研究机构建立战略合作关系中央政府在制药/生物技术方面的研发投资将达10亿人民币,阿斯利康中国AstraZeneca China,在中国的跨国制药企业中排名第四

36、Ranked No.4 of MNCs in China近1200名员工Staff of approximately 1200总部在上海；全国设三大区、15个办事处HQ in Shanghai with 3 Regions and 15 Branches生产基地位于无锡Manufacturing Site in Wuxi在中国成立了东亚临床研究中心Clinical Trial Center in China(ACRU)全球化项目Globalization project,阿斯利康在中国AstraZeneca in China,Harbin,Shenyang,Beijing,Xian,Nanji

37、ng,Wuhan,Hangzhou,Chengdu,Wuxi,Guangzhou,Qingdao,Tianjin,Shanghai,Changsha,Fuzhou,Chongqing,以研发为基础的制药行业先驱-阿斯利康公司,在中国已经开展研发活动AstraZeneca,a Leading Research-based Player,Has Established R&D Presence in China,阿斯利康在中国的研发活动,阿斯利康的全球研发情况,资料来源：公司2002年年报,2002年研发投资逾30亿美元在5个国家(英国,美国,瑞典,加拿大和印度)的9个主要研发中心的员工达到11,

38、000名平均每个月有一个高质量候选产品进入临床前研究是行业中药物研发最快的企业之一 2002年一年内，和300多家领先的学术中心及生物技术公司建立了新的合作关系,研制,开发,说明,于2001年和上海交通大学针对神经精神遗传病开展为期三年的基础研究项目,率先进行在心血管和呼吸领域的国际多中心临床试验(自1993年以来，50,000名病人参与了4个大规模临床研究项目）于2002年成立了阿斯利康东亚临床研究中心，向本地的协作伙伴传播国际最新的临床试验方案,公司面临的挑战 全球的对话和参与The Corporate Challenge Global Dialogue and Engagement,“能

39、够拥有全球理念并积极行动的公司 那些正在进行着21世纪最重要的对话的公司 是那些跨国公司和非政府组织。”“The only organizations now capable of global thought and action the ones who will conduct the most important dialogues of the 21st century are the multinational corporations and NGOs.”,Peter SutherlandEx-head GATT,Non Executive Chair BP and Goldman SachsNon Executive Director Ericsson,Investor,RoyalBank of Scotland Group,预测未来容易。然而要领会目前的情况很难。Predicting the future is easy.Its trying to figure out whats going on now,thats hard.,