BCG:转型中的欧洲的仿制药行业(英文 21页)

2014-05-28

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Generics companies that are focused on traditional primary-care products will certainly have to scour their operations for ways to boost efficiency. But squeezing costs isn’t the only path to success. Companies in other industries have found additional creative ways to deal with commoditization. Generics companies can take a page or two from those playbooks, including deciding whether to tap into the next growth wave—specialty drugs and biologics—by investing in new capabilities.

Companies that originate patent-protected products will continue to aggressively defend their turf against inroads made by generics, but they’ll also have many more opportunities to target the off-patent products of their rivals—particularly specialty drugs and biosimilars, which have higher barriers to entry than standard generics.

An Era of Disruption

Lessons from Other Industries

They offer point-to-point connections when possible—instead of feeding passengers into hubs.

They operate a standard fleet of airplanes to achieve economies of scale in maintenance.

They have redesigned production so that certain sites focus on particular technologies or processes—a shift that reduces overall complexity.

They are extending simplification to other areas of the business by standardizing regulatory-approval filings across markets, for example, and switching to uniform packaging.

Systems include processes for monitoring fashion trends as well as fast copying and prototyping of designs.

Using speed as a competitive weapon typically involves a network of small and midsize companies collaborating under the leadership of one orchestrating company that connects demand and supply—and ensures that requirements for product characteristics and quality are met.

This requires a faster, decentralized analysis of demand patterns to spot untapped opportunities and translate them into development and fulfillment programs.

Companies targeting the market for more differentiated generic products are using new methods to trim development time and cost.

Companies focused on steel plates with special geometries and grades—or on extremely durable and corrosion-resistant steel made for special applications, such as engineering and oil and gas—have outperformed competitors that are deep into highly commoditized segments, including shipbuilding and construction.

Smartphone companies that cloned market-leading products have progressively added new features, such as an enhanced user interface to distinguish their devices.

Generics companies are already venturing into new segments, including specialty generics and biosimilars, and building a full complement of new development skills—internally and through partnerships—in order to succeed.

There's room to innovate in the traditional generics industry, too—for example, by introducing fixed-dose combination products and slow-release formulations that allow less frequent dosing.

Some companies have sold or spun off their entire manufacturing operation—including the production of personal computers and printers—and are building up their higher-margin, less asset-intensive software and services businesses. In doing so, they have accepted a temporary drop in revenues in return for higher long-term profits and growth opportunities.

Other electronics companies have outsourced their sales and service operations to partners and franchise chains.

Some generic companies are going asset-light by shedding manufacturing and outsourcing production to contract manufacturers.

Meanwhile, others are doing the opposite, focusing on developing, registering, and manufacturing products, and then partnering with other players that have the scale to successfully market those offerings.

[报告关键词]：欧洲仿制药 Generics BCG 波士顿

所属专题： 医药生物波士顿

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