Pharmaceutical business under the new situation and countermeasures Game.docVIP

 PAGE \* MERGEFORMAT 21 Pharmaceutical business under the new situation and countermeasures Game Pharmaceutical industry chain, the industrial production enterprises (suppliers) and channels of distribution companies, as well as conflicts of interest between the terminal will always have not stopped, business is the eternal game between the existence of balance is only temporary, suppliers and channel partners relationship between the two is actually a ‘build - win-win situation - Change - rupture - reconstruction - win-win situation - Change - break’ the cycle again. Between men and women like the fashionable constant love, breaking up, marriage, divorce, like. Between the interests of business are to maximize their own demands, it is a never-ending game. Last year, Sea King and suppliers of conflict, this year’s Sea King is taking product strategy point of purchase (the consumer division was sold, the basic non-display) of the conflict; and this year in Nanjing, and Xian-Janssen Pharmaceutical conflict between the Game between the industrial and commercial push to the cusp, people can not be avoided, or at least this conflict prompted the pharmaceutical industry enterprises must seriously consider the following four questions: 1, the product value chain and product value chain between the interests of business to re-segmentation 2 channels of pharmaceutical companies for strategic planning and channel strategy to re-adjust. 3, commercial channels in the product value chain, the role of in the end how much, how to assess? 4, Trade and Industry how can a win-win win-win situation? The following issues and how to deal with strong industrial and commercial interests of the Game in the commercial demands of the problem, making a detailed description: Part I: pharmaceutical value chain in shortening, industrial and commercial interests of the demands of the increasing 1, pharmaceuticals value chain in reducing the I did not use industry value chain, but u