The development of state-owned pharmaceutical circulation enterprises is unable to meet the need of integrating resources

[market analysis of China Pharmaceutical network] at present, there are more than 13000 pharmaceutical commercial enterprises in China, with many types, but the top one is mainly state-owned pharmaceutical enterprises, which shows that state-owned pharmaceutical circulation enterprises have become the mainstream enterprises of pharmaceutical circulation Among the direct reporting enterprises of drug circulation, the main business income of state-owned and state holding drug circulation enterprises is 864.4 billion yuan, accounting for 68.5% of the total main business income of the direct reporting enterprises, and the profit is 16.9 billion yuan However, most of these enterprises lack the ability of terminal sales They mainly rely on the resources deposited under their original planned economy system for circulation, distribution and wholesale Most of the terminal sales and drug circulation in the primary market are mainly done by small and medium-sized pharmaceutical commercial enterprises In the case of "two vote system", although the state-owned pharmaceutical distribution enterprises have inherent resource advantages, they are still unable to expand at the terminal level or in the grass-roots market There are three main reasons: (1) the formation of terminal sales situation is a long-term accumulation process Drug marketing does not end through circulation and distribution to the terminal, on the contrary, drug distribution to the terminal is the beginning of real drug marketing We know that even if many drugs are sold in hospitals, they can only be measured after being followed up by academic and sales personnel If there is no professional medical representative to follow up, most of the drugs will be stored in the medical warehouse and cannot be sold Especially for some new drugs, if the doctors are not familiar with the new drugs, do not know how to use them in combination, do not know what toxic and side effects, do not know which patients can not use their constitution, in this case, the doctors are easily afraid to use them They prefer to use some drugs that they think are safe and effective according to their years of medication habits, and do not use the drugs that they do not know or do not know It's a well-known drug For the grass-roots medical market, the level of drug use ability of doctors themselves is low, and it needs more professionals from pharmaceutical enterprises or pharmaceutical commercial enterprises to provide professional drug guidance to grass-roots medical doctors, so as to effectively ensure the safe use of drugs for patients However, these terminal work contents are currently lacking in large state-owned pharmaceutical enterprises Terminal drug use needs long-term precipitation and accumulation, especially the shaping of professional teams It is not something that can be done immediately after recruitment, but it needs to learn, discuss and accumulate the drugs for service, so as to gradually play a role This is also the fundamental reason why many domestic pharmaceutical enterprises are reluctant to choose state-owned pharmaceutical enterprises as national or regional agents, because state-owned pharmaceutical circulation enterprises can let products enter terminals, especially hospital terminals, but there is no follow-up pharmaceutical academic services (2) the cost of developing the basic medical market is too high We know that China's geographical conditions determine the development of the medical circulation field In the market below the county level, due to the deep level of the market, and very scattered, especially in some regions, the means of transportation of four rounds can not reach at all, and even the means of transportation of two rounds can not reach in some regions, which requires people to carry the transportation In this way, the depth and breadth of the grassroots market determines that the distribution cost is very high To what extent? Dingchen consulting has done accounting According to the distribution cost accounting of state-owned pharmaceutical enterprises, even in flat areas, the distribution cost may reach 35% from county-level market to normal villages and towns If it is further, it may be higher, but the gross profit rate of many drugs is basically below 20%, 35% to villages and towns, and the direct loss is 15% This is unacceptable for state-owned pharmaceutical enterprises If the state-owned pharmaceutical distribution enterprises forcibly distribute the basic medical market, they may paste all the profits earned in the city, and make a lot of losses (3) the efficiency of state-owned pharmaceutical circulation enterprises is low and the operation cost is high As we all know, the competitiveness of many state-owned enterprises' personnel in the market is very low Due to the factors of the system, there are too many people in the market If you don't do anything, you won't be responsible If you don't do something wrong, it's OK If you do something wrong, it's very troublesome Therefore, many state-owned pharmaceutical distribution enterprises prefer to keep the market above the county level, do circulation, distribution, wholesale, and do not want to do terminal maintenance work, and do not want to do the circulation and distribution work in the grass-roots pharmaceutical market In fact, many pharmaceutical enterprises have experienced it more or less Therefore, in China's complex pharmaceutical distribution market, private pharmaceutical distribution enterprises still have a large space for development, which is regional terminal services and grass-roots pharmaceutical market Then, small and medium-sized pharmaceutical commercial enterprises can be based on the business development pattern of regional terminal services and basic medical market layout When they develop to a certain extent, they can compete upstream for the share of state-owned pharmaceutical circulation enterprises Based on the regional terminal services and the basic medical market, we need to strengthen first and then expand, that is, to achieve the degree that others can not replace only cooperation, and to expand is to rely on their own strong advantages and seize the market share of other businesses To be stronger and bigger, we need to integrate resources based on regional terminal services and basic medical market What resources can be integrated between regional terminal services and basic medical market? In fact, the long-standing pharmaceutical commercial enterprises are clear In regional terminal services and grass-roots pharmaceutical markets, resources are no more than the following: ① product resources: drugs, devices, consumables, health supplies, health products, etc ② government resources: Drug Administration, health and Family Planning Commission, Price Bureau Development and Reform Commission, etc ③ capital resources: loan funds, financing, joint-stock transformation funds ④ storage resources: self owned storage resources and cooperative storage resources ⑤ distribution resources: own distribution resources and cooperative distribution resources ⑥ talent resources: professional talents, especially sales talents with terminal and product resources ⑦ management resources: a competitive internal management system, a salary performance system that can retain people and motivate talents ⑧ hospital resources: hospitals at all levels ⑨ drugstore resources: chain drugstores and monomer drugstores Clinic resources: special clinic, comprehensive clinic and TCM clinic ? community service center resources: within the area ? patient resources: patient data of various chronic diseases ? academic resources: resources that can provide academic support in the upstream and downstream ? doctor expert resources: medical experts, doctors in the area ? other resources The transformed medicine business must measure its own resources, and according to its own transformation strategy based on the existing resources, it should not be afraid of large-scale medicine business enterprises, pessimistic and disappointed, nor take too big steps to let the transformation fail In my opinion, in any case, the key to the transformation of any pharmaceutical commercial enterprise is to obtain long-term upstream and downstream cooperation through value-added services Then, we should carefully analyze what we can do, what we can't do, and what we need to get through cooperation, and finally build a competitive situation in the region that our competitors can't surpass Original title: the transformation of pharmaceutical enterprises should be based on regions, integrate resources and seize the business opportunities of pharmaceutical machinery and equipment industry Please download app (Pharma, Android version)!